Teams often believe a “killer rep” will fix early adoption challenges.

It’s one of the most expensive misconceptions in commercialization.

In my latest article, I break down why this instinct almost never works, and what top-performing reps actually need in place before they can win.

Teams often get stuck between the science and the market. Not because anyone’s wrong, but because each side is protecting the work in a different way. Progress starts when everyone looks at the same problem, from the customer’s point of view. Once the story and the evidence point to the same place, the work moves forward together.

After 25 years leading healthcare launches, I’ve learned more from the ones that struggled than the ones that worked.
These stories aren’t about failure for failure’s sake, they’re about what really gets in the way of adoption and how those lessons shaped the way I work today.

What if you spent as much time understanding your customers as you do watching your competitors?

Expecting launch day to be your biggest sales day is like showing up to someone else’s birthday party and shouting, “I’M HERE!”

Early wins can hide weak positioning or narrow demand. Here’s how to tell if your launch success is real or just looks that way.

When marketing and product work as one team, things move faster and make more sense. It’s not about ownership or the perfect “ways of working,” it’s about building something people actually want and can understand. The best launches I’ve seen happen when everyone’s focused on adoption, not departments. When insight and empathy flow both ways, you stop fighting over the story and start building belief together.