For MedTech, pharma & health technology
Twenty years building commercial strategy inside regulated healthcare: five countries at once, different regulators, different buyers, different reasons to say yes. Formerly Boston Scientific, Roemmers and Roche.
Why this is different work
Anyone can write a landing page. Far fewer can build a commercial strategy that survives MDR claims restrictions, pharmaceutical advertising codes, a medical affairs review and a legal one, in more than one language and more than one regulatory system.
That constraint is the whole job. It is also why generalist marketing rarely transfers into this sector, and why in-house teams so often end up rebuilding what an agency delivered.
Who I work with
Launching into DACH, wider Europe, or Latin America. Market entry takes more than translation. It requires understanding who decides, how reimbursement shapes the sale, and what a clinician in that system actually needs to hear.
The technology is genuinely better and the sales conversation keeps stalling. Usually this is a positioning problem rather than a product one, and it is solvable faster than most companies expect.
Engineering-led companies and scale-ups that have outgrown ad-hoc marketing but cannot yet justify a full-time commercial director. I work as a fractional senior partner, on retainer, for as long as that gap exists.
European companies moving into Spanish-speaking markets, and Latin American companies entering the EU. I have worked commercially on both sides, in both languages, and the gap between them is wider than an org chart suggests.
The work
01
The architecture that makes the right clinician, procurement lead or payer recognise what you are, and why it matters to them specifically.
02
Full commercial strategy for a launch, a market entry, or a repositioning after stalled growth, tied to revenue, not to activity.
03
Where the real opportunity sits, who is genuinely winning and why, and which segments are being contested by everyone for no good reason.
04
Physicians, KOLs, medical societies, hospital directors, payers and public buyers each need a different case. Deciding who matters most is a strategic call, not a creative one.
05
Commercial strategy for crossing between European and Spanish-speaking markets, built by someone who has sold in both.
06
Senior marketing thinking on retainer for companies that need the judgement without the headcount. Direct access, no account layer.
Track record
At Boston Scientific I led regional marketing across five cardiovascular and neuromodulation business units (cardiac rhythm management, interventional cardiology, TAVR, peripheral intervention and neuromodulation) covering Argentina, Chile, Uruguay, Paraguay and Bolivia, with divisional P&L responsibility and a team of four.
Before that, nearly nine years at Roemmers across six therapeutic areas (OTC, cardiology, dermatology, gynaecology, diabetes and respiratory), first in strategic planning, then running brands.
Patient access
A patient access programme designed with Market Access and launched across five Latin American markets, opening treatment to patients who could not otherwise reach it.
Physician education
A regional physician and sales training centre, built with faculty physicians from high-volume centres, replacing international travel with local clinical education.
Competitive intelligence
A competitive intelligence database supporting positioning and launch decisions across a multi-country portfolio, and a 19% market share increase.
Most products do not fail on quality.
They fail on being understood.
Get in touch
A new market, a stalled launch, a product the market is not valuing properly. Tell me the situation and I will tell you honestly whether I am the right person for it.
hello@javiersugo.com
Vienna, Austria · working across Europe and Latin America