Entrepreneurs entering the medical technology space often begin with an idea—an elegant mechanism, a clever algorithm, a new way to diagnose or treat disease. But innovation alone doesn’t guarantee impact. A device only becomes meaningful when it aligns with the needs, motivations, and constraints of the people who will use it or be affected by it.

This five-part series is designed for founders and early-stage teams who want to expand their understanding of their market landscape through the lens of the Five Ps: Patients, Physicians (clinicians), Providers (facilities and organizations), Payers (insurance companies), and Policy Makers. Each article explores one stakeholder group, discussing the dynamics that shape their decisions and the unmet needs that should guide your product development.

In this second article, we turn to physicians—which includes the entire clinical team—whose daily work determines whether your innovation becomes part of real-world care.

The Clinical Customer

Physicians occupy a unique position in the healthcare ecosystem. They are scientists, caregivers, decision makers, and often the gatekeepers of new technology. Their endorsement can accelerate adoption; their skepticism can stall it indefinitely. Yet many innovators underestimate the complexity of the clinical environment and the pressures physicians face.

Understanding physicians begins with understanding the diversity within this group. “Physician” is not a single role but a constellation of specialties, responsibilities, and professional cultures. A hospitalist managing dozens of patients a day experiences the world differently from a surgeon performing high-stakes procedures, or a primary care doctor balancing preventive care with chronic disease management. Nurses, technologists, and clinical coordinators also play critical roles, often shaping how a device is used long after the physician has moved on to the next patient.

According to the Association of American Medical Colleges (AAMC), there are over 250 medical specialties (Table 1). Clinical dynamics matter. In some specialties, the clinician who diagnoses a condition is not the same person who prescribes or administers treatment. In others, junior staff may be the primary users of a device, even if senior physicians make the purchasing decisions. Understanding who interacts with your technology—and at what point in the care pathway—can reveal friction points you might otherwise miss.

Physicians also bring their own histories and preferences to the table. Some are early adopters, energized by innovation and eager to experiment. Others are cautious, shaped by years of experience and a deep respect for established protocols. Their openness to change may depend on their training, their workload, or their exposure to new technologies. Specialty societies and professional organizations can influence their perspectives, offering guidelines that shape what they consider safe, effective, or standard practice.

The unmet needs of physicians often revolve around workflow. They want tools that reduce cognitive load, streamline procedures, and minimize the risk of error. A device that adds steps, increases documentation, or disrupts established routines—even if clinically superior—may struggle to gain traction. Conversely, a device that makes their day easier can become indispensable.

Collaboration with clinicians has historically driven meaningful innovation. In orthopedics, for example, surgeons’ feedback has led to improved implantation tools that reduce procedure time and enhance safety. These advances didn’t emerge from engineering labs alone; they emerged from conversations in operating rooms, from observing real-world challenges, and from respecting the expertise of those who perform the work.

For entrepreneurs, the lesson is clear: physicians are not just users; they are partners. Engage them early, observe their environment, and design with their realities in mind. When you do, your technology becomes not just a product, but a solution that fits seamlessly into the rhythm of clinical care.

A Word from Webeck

Physicians are the critical bridge between a promising technology and its real-world use, and their workflow realities matter just as much as clinical evidence. Tools that reduce friction, respect clinical judgment, and integrate seamlessly into practice earn trust quickly. The takeaway is simple: if you want adoption, design for the clinician’s day, not your idealized version of it.

Reference
¹ tinyurl.com/odt260321

MORE FROM THIS AUTHOR—Patients: Understanding the People Your Medical Technology Must Serve

Ilsa Webeck has more than 30 years of experience assessing commercial and market viability in the medtech space. At Simbex, a design, development, and commercialization firm, she works with companies of all sizes in support of the commercialization pathway, performing primary and secondary research to uncover unmet needs, establishing value propositions, and supporting development of regulatory, reimbursement, and quality strategies. Prior to Simbex, Webeck founded MedTech Strategies, where she worked with a wide range of medtech organizations focused on assessing commercial fit and establishing a path to commercial success. Her previous experiences include group product director at J&J’s DePuy Spine, leading the strategic marketing efforts and upstream marketing team, and associate director for global commercial strategy in the MS Franchise at Biogen Idec. For more information, visit www.simbex.com.