Planning Global Expansion in the next 12–18 months? Meet the executive who can lead your Global Expansion and accelerate international growth Without risking $2–5M on the wrong market entry
Planning Global Expansion in the next 12–18 months?Meet the executive who can lead your Global Expansion and accelerate international growthWithout risking $2–5M on the wrong market entry
19 years in MedTech — from scrubbing in as Clinical Support Specialist to driving margin and EBITDA growth as Vice President
Deep expertise across Asia-Pacific and Europe — the two largest regions outside North America
Strong track record in Market Development for category-creating solutions and proven commercial execution in both Greenfield and Displacement Selling
As leader in MedTech, my ultimate responsibility is to ensure that patients have timely access to the solutions they need to save or improve their lives. Every commercial strategy, partnership, and market expansion effort, while delivering business value, must serve that purpose.
19 years in MedTech — from scrubbing in as Clinical Support Specialist to driving margin and EBITDA growth as Vice President
Deep expertise across Asia-Pacific and Europe — the two largest regions outside North America
Strong track record in Market Development for category-creating solutions
Proven commercial execution in both Greenfield and Displacement Selling
Strong Customer Relationship Management across clinical, executive, and channel stakeholders
Organisational Leadership & Team Development
Operating at the intersection of Clinical and Commercial
As leader in MedTech, my ultimate responsibility is to ensure that patients have timely access to the solutions they need to save or improve their lives. Every commercial strategy, partnership, and market expansion effort, while delivering business value, must serve that purpose.
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Key Results
I have delivered results in the markets you are looking to enter
16 first-in-country market entries across Asia-Pacific and Europe for category-creating solutions, plus numerous competitive displacement wins.
+34% pipeline expansion and 12% projected revenue growth for Leksell Gamma Knife in Europe, a specialised platform in a mature product category, by creating demand in previously untapped markets.
12X installed base growth for TomoTherapy in Southeast Asia, a differentiated platform in an established market, by driving adoption of a novel treatment approach.
$1.8M revenue restored for Pinnacle3 in Japan, a treatment planning platform in a declining market, by rebuilding the business through a direct-channel takeover within one year.
+100% channel visibility for Elekta in Central-Eastern Europe, a distributor-led business across multiple product lines, by implementing structured distributor management.
Clinical Domains
Clinical domains where I have delivered results
Career
A pattern of opening high-barrier markets on two continents
2007–2016
Senior Product Manager, Southeast Asia & Hong Kong
Multi-brand commercial leadership across Southeast Asia & Hong Kong — no corporate scaffolding
TomoTherapy installed base 1 → 12 systems; first Southeast Asia Mobetron deal
Led 3 direct + 11 indirect reports; US$5M budget (2016)
2016–2018
Business Development Manager, Radiation Oncology, Asia-Pacific
Led Pinnacle3 and Integrated RT Solutions across Asia-Pacific — €5.9M budget
61% YoY Pinnacle3 growth across ASEAN & Pacific markets (2017)
Japan turnaround: €1.5M order intake restored in 12 months via channel restructure
2018–2022
Director of Sales, Unity MR-Linac, Asia-Pacific
Commercial lead for a category-creating MRgRT platform — $25M FY budget
First-in-country Unity deals in Korea & Taiwan — no reimbursement, no reference site
Chair-level KOL access built across Japan, Korea, and Australia
2022–2025
Vice President and Head of Business Line Neuro, Europe
Gamma Knife and Vantage Head Frame across 50+ markets — $32M target, team of 6
+34% pipeline, +$20M in untapped countries; first-in-country Georgia, 2nd in Belgium
17% installed-base conversion to latest model; team rebuilt, shifted to ABM
2026–Present
Director of Sales, Radiation Oncology, Asia-Pacific
Commercial launch of the first purpose-built particle therapy TPS in Asia-Pacific
Leading entry into the fastest-growing proton/carbon capacity region globally
The strategic thinking behind every market I've entered
Framework 01
Navigating the trough where early adopters live
The Challenge
Innovators buy on hype; early adopters buy after the hype crashes - and they are the hardest customers in the lifecycle
The cool factor is gone, scepticism is rising, and the first operating issues are surfacing
You can't sell safety yet, and you can't sell hype anymore - you have to sell a disappointing reality before it becomes a productive standard
The Play
Read both adoption-lifecycle and hype-cycle position before pricing the deal - they tell different stories
Lead with proof, not promise - references, data, side-by-side workflow comparisons
Underwrite the early-adopter risk explicitly - proctoring, success guarantees, shared KPIs - so the buyer isn't carrying it alone
Framework 02
Selling what doesn't exist yet
The Challenge
Existing solutions move through a procurement-led pathway where incumbents win on price, specs, and tender position
Novel solutions have no pathway, no champion, no budget line - and the standard demand-fulfilment motion can't create them
Run both with the same playbook and you cap the value at "same equipment, same outcome" - and usually lose the deal anyway
The Play
Start before procurement exists: find a clinical champion, close the knowledge gap, co-design the workflow
Move to budget only after adoption risk is reduced - not before
Unlock uncapped value - new referrals, new revenue streams, new patient outcomes - because the purchase changes treatment, not just the equipment
Framework 03
Bridging training and repeatable clinical use
The Challenge
Clinical adoption is the cornerstone of every successful market entry - and rarely happens on its own
Standard vendor training leaves users with knowledge but not confidence
Implementation stalls in the gap between "we've been trained" and "we use this routinely"
The Play
Build a clinical pathway that bridges training and repeatable use - not a course, a journey
Stay with teams through their first cases, not just through go-live day
Treat strong early adoption as the leading indicator of long-term performance - and instrument it accordingly
Framework 04
Choosing markets on six weighted criteria, not gut feel
The Challenge
Country sequencing tends to follow gut feel, distributor availability, or revenue ambition - none of which predict where you'll actually win
A region with twenty markets needs a defensible logic, not a long list of "interesting opportunities"
Without one, scarce commercial resource gets spread across markets that look attractive but lose on defensibility
The Play
Rebuild the GE-McKinsey nine-box for product-level entry: portfolio architecture preserved, axes redefined
Score market attractiveness on installed-base retrofit potential, innovation readiness, and capital velocity
Score competitive strength on infrastructure agility, workflow efficiency, and tender-spec influence
Read the 3x3: high MA + high CS is where to commit; low-CS columns are markets to develop, not deploy
Framework 05
Earning channel terms by score, not by negotiation
The Challenge
Partner relationships drift toward tenure and politics when there's no scoring system - terms get negotiated, not earned
Top performers feel under-rewarded; underperformers stay protected
Operating cadence collapses into reactive escalations instead of structured governance
The Play
Score every partner each cycle on four weighted dimensions: Commercial Performance (40%), Engagement (25%), Financial Discipline (20%), Competency & Service (15%)
Translate score into tier - Platinum (>90%), Gold (70-90%), Silver (<70%) - re-earned each cycle, no tenure premium
Scale benefits to tier, not negotiation: Silver gets the basics, Gold earns leverage, Platinum gets the keys
Lock in cadence - monthly ops calls, quarterly business reviews, annual audit - and keep capability current through onboarding, certification, and playbooks
