Apex Medical / About
Twenty years learning how medical technology actually gets bought.
Apex exists because the commercial half of MedTech is usually advised on by people who have never had to deliver it. This practice is the other way round.
Portraitto be commissioned
4:5 · natural light
working environment
Portrait pending. Recommended: a 4:5 portrait in natural light, in a working rather than studio setting, mid-tone background, no suit-and-backdrop convention. It should sit alongside the site's documentary photography rather than against it.
The practice
An operator's practice, not an advisory one.
Mark trained and practised as a clinician before moving into commercial roles — which is why Apex can hold a credible conversation with a surgeon and with a CFO on the same day, and why it treats clinical adoption as a behaviour change rather than a marketing problem.
What followed was twenty years spent on the parts of medical technology that decide whether it sells: hospital contracting and group purchasing, reimbursement and health policy, market development, product roadmaps, and business units with a number attached to them.
Apex was founded in 2021 to bring that perspective to companies making consequential commercial decisions — usually before they have the internal seniority to make them alone.
Operating record
Where the judgement comes from.
Clinician, then Clinical Director
Private practice · Doctor of Chiropractic, magna cum laudeFive years in clinical practice, then an MBA in Strategy & Marketing at the Schulich School of Business. The clinical grounding is why Apex reads adoption as clinical behaviour rather than as a messaging exercise.
Corporate Accounts Executive, then District Manager
Multinational hospital-products manufacturerHospital contracting and corporate agreements across Canada, spanning seven business units — regional buying groups, distributors and group purchasing organisations, and the RFP process behind them. Chaired Medtech Canada's inaugural procurement task force in the mid-2000s, which produced a standard RFP template for Ontario hospitals.
Health Policy & Reimbursement Manager
Surgical-technology company, CanadaCanadian reimbursement strategy as part of a global team — bringing two new products to the Canadian market, launching a spine technology with surgeons across the country, and improving product reimbursement in several provinces.
Market Development & Reimbursement Manager
Multinational medical-device companyNational market development and reimbursement across multiple business units and a series of new technologies — building the case for access and utilisation with clinical, government and payer stakeholders rather than selling into existing demand.
Director of Sales & Marketing, Orthopaedic Products
Surgical robotics platform, Canadian launchThe national sales and marketing plan for the Canadian launch of a surgical robotics platform, including building centres of excellence with Canadian key opinion leaders.
Nine years in senior commercial leadership, across three countries
Global infusion-therapy & medical-technology manufacturer · Canada → United States → globalBusiness Unit Manager for Infusion Technology in Canada with full commercial P&L, taking the platform from pre-submission through Health Canada approval to launch. Then Director of Marketing & Business Development (M&A) for North America, leading commercial due diligence on acquisition targets and acting as US lead for global acquisitions. Then Global Program Director, Upstream Marketing — owning the infusion technology product roadmap, working with R&D internationally, and presenting at board level.
Senior commercial leadership, growth-stage
Emerging pharmaceutical & digital-health companiesVP Sales & Marketing with Canadian P&L responsibility at a growth-stage pharmaceutical company, then Chief Revenue Officer at a digital-health company — strategy across three healthcare business lines, launching two virtual care platforms and leading a team of 30+ healthcare professionals.
Principal Consultant & Founder
Apex Medical Healthcare ConsultingCommercial strategy, market entry, fractional commercial leadership and commercial assessment for MedTech and digital health companies — including a fractional VP Sales & Marketing engagement at NeuroCatch building a US commercial organisation, and work in infusion, medication safety and digital health.
More than two decades of operating roles inside multinational and emerging medical-technology companies — described here by scope and category rather than by name, consistent with how Apex now presents proof across the site.
Across categories
Devices, diagnostics, infusion and digital health — commercially, not academically.
Each category buys differently. A capital diagnostic platform, a hospital consumable and a software-driven service reach a purchasing decision by different routes, through different committees, against different budgets. Twenty years across all four is why Apex starts from the buying process rather than from the product.
In practice
What twenty years of this is actually for.
Domain depth
Four categories, learned commercially
- Infusion therapy and medication safety
- Nine years in senior commercial roles at a global infusion-therapy manufacturer, across Canadian, North American and global remits; later work in closed-system transfer and infusion.
- Surgical technology
- The Canadian launch of a surgical robotics platform, and a spine-technology introduction with national reimbursement responsibility.
- Diagnostics and digital health
- Neurodiagnostics commercialization in the US, and virtual care platform launches.
- Capital and hospital-sold equipment
- Procurement, contracting and group purchasing across seven business units at a multinational hospital-products manufacturer.
Commercial depth
The decisions, not the vocabulary
- P&L ownership
- Canadian business-unit responsibility at a global infusion-therapy manufacturer; Canadian sales and marketing P&L at a growth-stage pharmaceutical company.
- Market access and reimbursement
- Built in-house across two multinational device companies rather than bought in — which is why pricing work starts from coverage reality.
- M&A and diligence
- Led commercial due diligence on acquisition targets and acted as US lead for global acquisitions at a global infusion-therapy manufacturer.
- Building teams
- Commercial organisations recruited, structured and led — including as a fractional leader inside a growth-stage company.
Mark brought tremendous value as VP of Sales & Marketing — building structured sales processes, refining our market positioning, and elevating our external communications while leading the team day to day. He knows how to translate complex clinical technology into clear, compelling value propositions, and his ability to align marketing strategy with revenue objectives helped our company grow exponentially.
Apex held the fractional VP Sales & Marketing role at NeuroCatch, a Canadian neurodiagnostics company building its commercial organisation in the United States — covering team structure and hiring, territory design, distributor strategy and market segmentation.
Selected engagements
- NeuroCatchFractional commercial leadership
- Global infusion & medication-safety manufacturerCommercial engagement · current
- Specialty medication-safety companyCSTD & closed-system transfer
- North American digital-health companyCommercial strategy
Engagements shown by name with client agreement, or by category where the relationship is confidential. Further engagements are covered by confidentiality.
If the decision in front of you is consequential, it is worth a conversation.
Mark takes these himself. Thirty minutes, no obligation, and a straight answer on whether Apex is the right fit.