The offer
A structured 12-step UK market entry process, productised into named phase packages that fit the time, budget and decision rhythm of an early-stage medtech. Each phase is a defined deliverable on a defined timeline. The bundle of Stages 1–10 is the Phyxiom benchmark delivery model.
The phases
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1
Foundation · Stages 1–4
Regulatory baseline (DTAC, MHRA, DSPT, AIaMD, UKCA). Clinical pathway mapping. Policy and guidance environment (NICE, AAC, the National Audits, Royal Colleges). Reimbursement route. By the end of the phase you know whether and how the NHS can buy what you are selling, and what stands in the way.
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2
Scaling · Stages 5–7
Stakeholder map by ICS and Trust. Value proposition translated into the language of clinical, commissioning, managerial and patient audiences. Comparator and pathway-substitute analysis. By the end of the phase you know who decides, what they need to hear, and what alternative they will weigh you against.
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3
Implementation · Stages 8–10
A Top 5 Pilot Shortlist scored against your product using our 271-Trust database. Briefing packs and named introductions into shortlisted Trusts and ICBs. Pilot scope, governance, evaluation framework and contracting support. By the end of the phase you have your first paid deployment in the diary.
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4
Retainer · Stages 11–12
Post-pilot retention and the year-2 cliff. Scaling pathway and second-site adoption. Ongoing market intelligence. The work that turns one paid pilot into a sustainable commercial business and prevents the most common failure point.
Scoping and pricing for each phase, and for the Stages 1–10 bundle, is agreed in the first conversation — sized to the specific product, the disease area and the depth of work each company needs.
The 12 stages in detail
| Stage | Title | What we do |
|---|---|---|
| 1 | Regulatory baseline | DTAC, MHRA, DSPT, AIaMD, UKCA position — document gaps and timeline |
| 2 | Clinical pathway mapping | Where the product sits in the disease pathway; current vs target pathway |
| 3 | Policy and guidance environment | NICE, AAC, National Audit, Royal College and ICB priorities |
| 4 | Reimbursement route | NHS Payment Scheme, specialised commissioning, ITP, local funding |
| 5 | Stakeholder map | Clinical, managerial, commissioner, patient and academic stakeholders by ICS / Trust |
| 6 | Value proposition translation | Translate the clinical and economic claim into stakeholder-specific language |
| 7 | Comparator and benchmark analysis | Direct, indirect and pathway-substitute comparators; pricing benchmarks |
| 8 | Pilot site shortlist | Trust Database scoring against product-specific criteria; Top 5 shortlist |
| 9 | First conversations | Briefing packs and named introductions into shortlisted Trusts / ICBs |
| 10 | Deployment and contracting | Pilot scope, governance, evaluation framework, contracting support |
| 11 | Year-2 cliff management | Post-pilot retention, scaling pathway, second-site adoption |
| 12 | Scaling and ongoing intelligence | Multi-site scale-up, commissioner conversion, ongoing market signal |
Who we work with
We work with medtech, diagnostic and digital health companies across the full clinical spectrum. Our focus has been deepest in the clinical areas where we have repeat experience and live evidence-base depth — respiratory, urology and continence, ADHD, gastrointestinal, wound care, diabetes, orthotics and neurology — but the methodology flexes to any disease pathway where the structural questions are the same: who buys, how do they buy, what do they need to see, and what is the credible first deployment.
Most engagements are with pre-Series A companies in the £100k–£3m revenue range, with an Enterprise Ireland HPSU designation or an Innovate UK / SBRI Healthcare / NIHR i4i grant, fewer than 30 employees, and an 18-month cash runway. CE or UKCA marking — or a clear route to it — and a working product. What is usually missing is a credible path into the NHS, the people inside it who would buy from you, and the evidence to convince them.
Pharma — not our focus, but adjacent work we have done
Pharma is not the firm's focus. We have, however, worked on multiple pharma engagements across the years — ranging from the future of digital innovation inside pharma, through repurposing programmes, to beyond-the-pill commercialisation strategies. Where the question is structural and adjacent to the kind of pathway and reimbursement work we do for medtech, we can take it on. Where the question is conventional pharma market access (HEOR, NICE TA submission, global value dossiers), we refer to specialists.