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  • Round 2028: What’s Included in Medicare’s DMEPOS Competitive Bidding Program

    Round 2028: What’s Included in Medicare’s DMEPOS Competitive Bidding Program

    CMS has finalized the next round of Medicare’s Durable Medical Equipment, Prosthetics, Orthotics, and Supplies Competitive Bidding Program (DMEPOS CBP). Known as Round 2028, it is the broadest expansion of the program to date, covering seven product categories and introducing two entirely new categories for the first time.

    What Is the DMEPOS Competitive Bidding Program?

    The DMEPOS CBP was mandated by Congress through the Medicare Prescription Drug, Improvement, and Modernization Act of 2003. Rather than paying a fixed fee schedule, CMS periodically opens a new “round,” suppliers submit bids to furnish specific product categories, and CMS awards a limited number of contracts to the suppliers offering quality items and services at competitive payment rates.

    Round 2028 was finalized at the close of 2025, when CMS issued the CY 2026 Home Health and DMEPOS final rule. It is the first round to include ostomy and urological supplies, which had previously been excluded from the program.

    What’s Included in Round 2028

    CMS has announced the number of contracts it plans to award nationwide in each of the seven product categories that make up Round 2028:

    • Class II Continuous Glucose Monitors and Insulin Pumps: 10 contracts
    • Hydrophilic Urinary Catheters: 10 contracts
    • Off-the-Shelf (OTS) Back Braces: 3 contracts
    • OTS Knee Braces: 4 contracts
    • OTS Upper Extremity Braces: 5 contracts
    • Ostomy Supplies: 6 contracts
    • Urological Supplies: 5 contracts

    Ostomy Supplies and Urological Supplies are the two categories new to competitive bidding under this round. Contracted suppliers ship product to beneficiaries’ homes nationwide, or, where a contracted supplier has a local storefront, beneficiaries can pick items up there.

    The Timeline

    CMS has laid out a multi-year rollout for Round 2028, with target dates that may shift as the program develops:

    • June 4, 2026: CMS begins its pre-bidding supplier awareness program.
    • Summer 2026: CMS announces specific registration and bidding dates, publishes the lead item and number of contracts to be awarded for each product category, and begins its bidder education program.
    • Late Fall 2026: Bidder registration opens for suppliers to obtain user IDs and passwords, and the bid window opens.
    • Late Summer / Early Fall 2027: CMS awards contracts and announces single payment amounts (SPAs); beneficiary education begins.
    • No Later Than January 1, 2028: Round 2028 officially starts, with contracts and single payment amounts in effect. A six-month transition (grace) period also begins, during which contract suppliers can obtain written orders for beneficiaries who were using a non-contracted supplier before the switch.

    Ordering continues as it does today until Round 2028 takes effect. The registration, bidding, and contract-award milestones above apply to suppliers preparing to bid, not to beneficiaries or their current ordering process.


    Source: CMS DMEPOS Competitive Bidding Program, dmeposcompetitivebid.cms.gov. Dates listed are CMS target dates and subject to change.

    Kathryn Kellam

    September 28, 2026
    News, Connexio Health
    CMS, DMEPOS, Healthcare, Round 2028, Sales Strategy
  • Is Your Commercial Team Ready for 2027? Five Questions to Ask Before the Plan Locks

    Is Your Commercial Team Ready for 2027? Five Questions to Ask Before the Plan Locks

    Every fall, healthcare manufacturers review territories, build budgets, and shape the next year’s commercial plan. And every fall, the same growth killers slip through. It isn’t for lack of effort. Most planning processes are built to allocate what exists rather than find what’s missing.

    Readiness is different. Planning asks, “How do we deploy our resources?” Readiness asks, “Are we equipped to win the market in front of us?” The gap between those questions is where growth quietly leaks away. Here are five concepts every med-tech, pharma, and diagnostics commercial leader should pressure-test before the 2027 plan is final.

    1. Your data foundation determines everything downstream

    Effective commercialization starts with integrated, high-quality data, and that means more than a tidy CRM. A smart targeting foundation draws from three layers: your own customer and prospect records, third-party provider-level intelligence (industry standards like Definitive Healthcare and IQVIA, plus newer players like Alpha Sophia bringing innovative approaches to targeting, enrichment, and segmentation), and real-world claims data showing where volume actually lives. If your team can’t answer which accounts represent our best opportunity, and who is covering them? in one meeting, this is the first gap to close.

    2. Whitespace is the norm, not the exception

    Research spanning more than 500 sales forces found that 55% of sales territories are either too large or too small at any given time, and that realigning existing territories alone can increase revenue by 2–7% (Zoltners & Lorimer, Journal of Personal Selling & Sales Management).

    And that’s just misaligned coverage. True whitespace is an even larger unaddressed opportunity: territories no one reaches, products that aren’t a priority in the rep’s bag, and facilities never on the call plan. In our client programs, the pattern is consistent. Accounts without coverage decline, while covered accounts hold and grow. The question isn’t “do we have whitespace?” Almost everyone does. It’s “have we mapped it, valued it, and assigned a coverage model to it?”

    3. Education is a revenue lever, not a cost center

    In healthcare, revenue isn’t realized at the decision. It’s realized at utilization, when clinicians are confident, trained, and actually using the product. In Connexio’s advanced wound care clinical education program, spanning more than 10,000 virtual in-services across 4,700 facilities, accounts saw a 63% increase in sales in the first month following a virtual in-service. If your 2027 plan funds demand generation generously but treats training as an afterthought, it’s optimized for the wrong half of the revenue equation.

    4. Content readiness means selling value, not just features

    A strong content ecosystem arms the sales conversation: economic value propositions, ROI calculators, credible clinical evidence, and patient-facing materials that support adoption after the sale. The audit questions are simple. Does the field have the right tools? Can they sell economic value, not just clinical value? Most organizations haven’t asked them systematically since the last launch.

    5. Channel mix should follow evidence, not habit

    The Pareto Principle holds up in channel audits: roughly 80% of results come from about 20% of the channel mix. The discipline is knowing which 20%. That means auditing digital, direct, live, and content channels by measurable impact, then doubling down instead of spreading budget evenly out of habit.

    The stakes are quantifiable. McKinsey research across more than 60 medtech companies found that those with the most advanced commercial capabilities grew 1.4x faster than peers with average capabilities. Commercial readiness isn’t housekeeping. It’s a growth strategy.

    The timing matters

    An initiative that isn’t in the 2027 budget by Q4 doesn’t happen in 2027, because scoping, data integration, and team build-out all happen before launch. Teams that assess readiness now enter planning season with a fact base. Teams that wait inherit last year’s assumptions.

    Get the full framework

    The complete assessment is in our whitepaper, Winning the Healthcare Market: A Strategic Guide to Sales & Marketing Readiness. It includes the full readiness checklist across data, coverage, education, content, and channels, plus benchmark questions to score your organization.

    Download the whitepaper here.

    Connexio Health builds revenue activation channels for med-tech, pharma, and diagnostics manufacturers, activating the territories, products, and markets your field team can’t reach. Contact us at info@connexiohealth.com or 607-545-4010.

    Kathryn Kellam

    September 1, 2026
    Whitespace, Clinical Education, Connexio Health, IFU, Non-Personal Promotion, VSO
    Clinical Education, Healthcare marketing, Marketing, Sales organization, Sales Strategy
  • 3 Jobs Every Pharma & Med Tech Leader Must Nail Before 2026

    3 Jobs Every Pharma & Med Tech Leader Must Nail Before 2026

    For pharma and med tech leaders, 2026 isn’t a distant horizon — it’s around the corner. Planning cycles are tightening, budgets are being finalized, and commercial teams are already laying the groundwork for next year’s performance.

    But readiness isn’t about checking boxes or building bigger dashboards. It’s about ensuring the right work is done now — so you don’t spend Q1 catching up while competitors move ahead.

    Here are the three jobs that matter most before January.



    1. Align Field Resources to Growth Priorities

    Field teams are the engine of commercial success — but even the strongest team can’t deliver if coverage doesn’t match opportunity.

    Many organizations enter Q1 with territories misaligned, leaving whitespace untouched and key accounts underserved. The result? Missed engagement, slower adoption, and room for competitors to gain traction.

    What to do now:

    • Reassess coverage maps against 2026 growth targets.
    • Use data-driven segmentation to identify whitespace and high-potential accounts.
    • Build flexibility into your model — through hybrid coverage or field augmentation — to maintain reach without increasing cost.

    The brands that win in 2026 will be those that treat field coverage not as a fixed structure, but as a strategic lever for growth.

    📘 Explore more:

    Winning the Healthcare Market: A Strategic Guide to Sales & Marketing ReadinessDownload


    2. Turn Data Into Actionable Insight

    Pharma and med tech teams have never had more data — and yet many still struggle to turn that data into meaningful action.

    CRM metrics, claims feeds, prescribing trends, utilization data — all essential, but often fragmented. The job now is to transform this volume into clarity.

    What to do now:

    • Connect disparate data sources to build a unified commercial view.
    • Identify leading indicators that predict performance, not just describe it.
    • Focus analytics on “what to do next,” not “what already happened.”

    When data is simplified into clear next steps, field teams execute faster, marketers target smarter, and leadership makes decisions with confidence.

    📄 Explore more:

    Healthcare Sales Forecasting: A Practical Guide to Setting Clear Goals and Metrics for Program PerformanceDownload


    3. Build Engagement Strategies That Earn Trust

    HCP engagement expectations are evolving rapidly. Physicians don’t want more touchpoints — they want meaningful ones.

    The leaders who succeed in 2026 will integrate personal, digital, and educational interactions into a single, cohesive experience that builds credibility and drives behavior change.

    What to do now:

    • Audit your engagement mix — are digital and in-person efforts working together or in silos?
    • Focus content and cadence on HCP needs, not internal metrics.
    • Measure consistency and value, not just reach.

    Consistency creates trust — and trust drives lasting commercial success.

    🎧 Listen to learn more



    Final Thought

    The 2026 countdown isn’t about more activity — it’s about smarter execution.

    Align your field to your future, turn data into direction, and engage in ways that build trust. Do these three jobs before Q1, and you’ll enter 2026 not just ready — but ahead.

    Kathryn Kellam

    October 6, 2025
    Connexio Health, Data and Technology, Marketing, Non-Personal Promotion, VSO
    Healthcare marketing, Non Personal Promotion, Sales Strategy
  • Why September is the Best Time to Plan for 2026

    Why September is the Best Time to Plan for 2026

    In both healthcare and business, success doesn’t come from chance—it comes from preparation. The organizations that thrive are the ones that don’t just act but also step back to optimize and plan before the competition.

    Momentum Doesn’t Wait for January


    Many leaders treat strategic planning as a December or January exercise. The problem? By then, the market has already shifted, competitors have acted, and opportunities may have passed.

    Momentum isn’t created by reacting late. It’s built proactively, with thoughtful planning done before the year closes.

    That’s why September—when there’s still time to assess results, adjust strategies, and prepare for the year ahead—is the best moment to get ahead.

    From Implementation to Optimization

    Implementing a solution is only the starting point. The real gains come when organizations:

    • Optimize what’s working so it delivers even greater impact.
    • Evolve what isn’t so that weaknesses don’t carry into the next year.
    • Build readiness to adapt quickly when new challenges and opportunities appear.

    This is where the investment of time and resources begins to generate compounding returns.

    Why Early Planning Wins

    Getting started before the year closes delivers three major advantages:

    • Clarity: You’ll know what’s effective—and what isn’t—while there’s still time to adjust.
    • Momentum: January becomes a launchpad, not a scramble.
    • Confidence: Teams can execute with focus instead of reacting under pressure.

    Ready to Lead, Not React

    September isn’t just another month—it’s a turning point. By planning early, organizations can enter the new year with clarity, alignment, and a competitive edge.

    Your 2026 success story doesn’t start in January. It starts now.

    Kathryn Kellam

    September 18, 2025
    Uncategorized
    Healthcare marketing, Marketing, Non Personal Promotion, Sales Strategy
  • Why Distributors Aren’t a Launch Strategy

    Why Distributors Aren’t a Launch Strategy
    Connexio Pulse
    Connexio Pulse
    Why Distributors Aren’t a Launch Strategy
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    Distributors drive volume but not adoption. Learn why launches require more than placement, with strategies in provider education, segmentation, and commercialization that turn innovation into lasting traction and market momentum.

    Kathryn Kellam

    September 4, 2025
    Podcast, Sales Strategy
  • Sales Augmentation: Smarter Strategies for Field Success

    Sales Augmentation: Smarter Strategies for Field Success
    Connexio Pulse
    Connexio Pulse
    Sales Augmentation: Smarter Strategies for Field Success
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    Connexio Health shares how sales augmentation addresses stretched field teams. Learn why the 80/20 rule leaves accounts underserved, and how pairing strategies improve coverage, efficiency, and growth without burning out teams.

    Kathryn Kellam

    September 4, 2025
    Podcast, Sales organization, Sales Strategy
  • In-Person vs. Virtual Account Management: Settling the Debate 

    In-Person vs. Virtual Account Management: Settling the Debate 
    Connexio Pulse
    Connexio Pulse
    In-Person vs. Virtual Account Management: Settling the Debate 
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    Explore the pros and cons of in-person, virtual, and hybrid account management in healthcare. Learn how organizations strike balance and discover what truly drives stronger relationships and better outcomes.

    Kathryn Kellam

    September 4, 2025
    Podcast, Sales organization, Sales Strategy
  • Healthcare Transformation Lab: Boosting Reach Through Virtual Engagement

    Healthcare Transformation Lab: Boosting Reach Through Virtual Engagement

    In today’s rapidly evolving healthcare landscape, reaching the right stakeholders with the right message at the right time is more complex than ever. Field teams remain a cornerstone of engagement, but even the most seasoned representatives face limitations—time, geography, access, and bandwidth. As we strive for more meaningful, sustained connections in an omnichannel world, Virtual Account Management (VAM) has emerged as a powerful complement, enabling organizations to expand their reach, deepen relationships, and unlock new levels of performance.

    The Case for Virtual Account Management

    While field teams offer invaluable face-to-face interaction, they often face access restrictions, particularly in specialty areas where providers are time-constrained or dispersed. Virtual Account Management fills critical gaps, allowing healthcare organizations to:

    1. Maintain continuity between in-person visits through strategic digital touchpoints.
    2. Engage hard-to-reach providers who may not be accessible through traditional rep channels.
    3. Prioritize accounts more intelligently, focusing high-touch field resources where they’ll have the greatest impact.


    With a VAM layer in place, teams can extend coverage, deliver consistent messaging, and adapt more nimbly to the evolving access environment.

    Field + Virtual: A Force Multiplier


    When done right, virtual account managers do more than echo field messages—they amplify them. This hybrid model fosters coordination and balance between roles:

    1. Field reps focus on high-value, relationship-driven engagements.
    2. Virtual managers reinforce brand messaging, address follow-up needs, and introduce new resources across multiple channels.

    Together, they create a surround-sound experience that fosters trust and guides providers through the decision-making process.

    Data-Driven Precision

    Integrating virtual account management with data intelligence tools—such as predictive segmentation, whitespace identification, and next-best-action algorithms—supercharges targeting strategies. By leveraging insights from prescribing trends, engagement history, and clinical behavior, organizations can determine:

    1. Which accounts warrant in-person vs. virtual engagement?
    2. What content resonates best at each stage of the provider journey?
    3. How to time and sequence interactions for maximum impact.

    This kind of precision ensures field and virtual teams operate in lockstep, reducing redundancy and boosting ROI.

    Results That Speak

    Healthcare organizations that adopt hybrid models often report measurable gains:

    1. Improved coverage across under-engaged territories.
    2. Increased HCP engagement rates, particularly among digitally native or access-limited specialists.
    3. Enhanced agility, allowing commercial teams to pivot rapidly in response to market changes or product needs.

    In short, virtual account management isn’t a replacement for field force—it’s an evolution. One that empowers teams to work smarter, adapt faster, and ultimately deliver better outcomes for providers and patients alike.

    Closing Thought

    In an era where personalization, access, and agility reign supreme, augmenting field teams with virtual account management is not just a trend—it’s a transformation. Those who embrace this model will find themselves better equipped to meet the moment—and the future—of healthcare engagement.

    Kathryn Kellam

    August 4, 2025
    VSO, Whitespace
    Sales organization, Sales Strategy
  • Sales Forecasting 101 for MedTech Startups 

    Sales Forecasting 101 for MedTech Startups 

    Building a Predictable Revenue Engine from the Ground Up 

    Executive Summary 

    For MedTech startups navigating the complexities of commercialization, an accurate sales forecast is not just a numbers game; it’s a strategic imperative. Sales forecasts fuel investor confidence, inform staffing decisions, shape marketing strategies, and ultimately, dictate the pace of market entry. This whitepaper offers a structured approach to sales forecasting tailored to emerging medical technology companies, focusing on the key drivers, decision points, and process dynamics that shape successful go-to-market plans. 

    1. Start with the Right Questions 

    Before you input a single number into a model, consider the following foundational questions: 

    Who are your target customers—new vs. existing, clinics vs. health systems?
    Estimate annual revenue per customer using baseline pricing, order frequency, and contract terms.
    What’s your expected ramp-up period? Revenue doesn’t start on Day 1 — forecast gradual adoption. 
    How long is your sales cycle? Factor in the delay from campaign launch to first purchase. 
    How efficient is your team at converting? Yield follows execution.

    2. The Process Yield Funnel: Define Your Commercial Steps 

    The model in your spreadsheet uses a Yield-Based Sales Funnel that breaks down the customer acquisition process into conversion stages. This gives startups clarity on where pipeline attrition happens — and how much activity is required to hit revenue targets. 

    Sample Funnel for Existing Customers (Upsell): 

    Step Description Example Yield 
    Campaign Target Total contacts engaged 100% 
    Decision Maker Reached Contacts reached 60% 
    Opportunity Identified Qualified interest 50% 
    Product Demo Engaged leads 75% 
    Sale  Closed deals30% 


    This example results in a 6.75% overall conversion rate (0.6 × 0.5 × 0.75 × 0.3), meaning you’ll need to start with ~15 prospects for every sale

    What If You Don’t Have Benchmarks? 

    Many MedTech startups lack historical data early on. In this case, apply the 10:3:1 Rule: 
     
    * For every 10 people you talk to, 3 will be interested, and 1 will buy. 
     
    This rule of thumb is a reliable proxy to model early activity until actual conversion metrics emerge. It equates to a 10% close rate on total outreach. 

    Application Example: 

    If your goal is 100 new customers, then: 

    You’ll need 300 qualified leads (expressed interest) 
    Which means reaching out to 1,000 prospects

    Use this rule to estimate:

    How many prospects you need in your CRM
    How many outreach messages or calls does your team execute 
    How much staffing and tooling is needed to support your top-of-funnel volume 


    3. Account for Ramp-Up: Reality vs. Optimism 

    One of the most overlooked aspects in startup sales forecasts is the time lag between launch and scale. Your model smartly includes:

    Ramp-up percentages per month (e.g., 2%, 4%, … up to 12%) 
    Cumulative customer adds 
    Corresponding monthly revenue growth 


    This reflects real-world adoption patterns, particularly in healthcare, where provider trust, procurement cycles, and clinical validation all cause friction. 

    Recommendation: Use a conservative ramp profile, and validate with similar MedTech analogs if possible. Over-forecasting Month 1 revenue is a rookie mistake. 

    4. Understand Revenue Sources 


    MedTech companies typically derive revenue from: 

    Baseline Revenue: Pre-existing customer base
    New Customer Acquisition: Fresh accounts converted from cold outreach 
    Upsell/Cross-Sell: Expanding wallet share from current users 

    Your model includes average order value, monthly value per customer, and projected upsell impact (e.g., 10%). Use industry benchmarks but validate with pilot data or early customers when possible.

    5. Staffing and Capacity Assumptions 

    Your ability to reach, convert, and retain customers depends on team capacity. Use the following logic: 

    Rep Productivity: How many demos or sales calls per week? 
    Lead Coverage: Do you have enough SDRs to reach the entire campaign target? 
    CSM Load: Who manages existing accounts for upsell? 

    Pro Tip: Forecast sales and support team growth in sync with your revenue ramp. Overhiring too early kills runway. Underhiring bottlenecks growth. 

    6. KPIs to Track and Refine 

    Every forecast should come with a feedback loop: 

    Conversion rates at each funnel stage 
    Actual vs. forecasted new customers 
    List item
    Customer acquisition cost (CAC) 
    Revenue per rep and rep ramp time 
    Payback period on sales spend 


    Conclusion 

    Sales forecasting for MedTech startups is not just about math. It’s about thinking critically through your commercial assumptions, mapping the buyer journey, and designing a funnel that aligns with real market behavior. The included model offers a robust foundation, but your ongoing discipline in testing, learning, and adjusting is what will ultimately ensure success. 

    Kathryn Kellam

    June 22, 2025
    Healthcare Manufacturing, VSO
    Sales organization, Sales Strategy
  • Tariffs and the Healthcare Ripple Effect: What Manufacturers Must Know 

    Tariffs and the Healthcare Ripple Effect: What Manufacturers Must Know 

    Tariffs may seem like geopolitical headlines or economic policy levers, but they have immediate and measurable effects for healthcare manufacturers. From increasing costs on essential materials to forcing shifts in commercialization models, tariffs can dramatically alter go-to-market strategies. 

    At Connexio Health, we help medical device, pharmaceutical, diagnostic, and biotech innovators respond to disruption with agility. Here’s what healthcare manufacturers need to know—and do—when tariffs are in play. 

    The True Cost of Tariffs in Healthcare 

    Tariffs are government-imposed duties on imported goods. When these apply to materials used in healthcare products, such as electronic components, active pharmaceutical ingredients, or packaging supplies, they impact everything from unit economics to launch timelines. 

    A diagnostic manufacturer sourcing overseas electronic parts may face higher costs and delays. A pharmaceutical company reliant on foreign ingredients could see its supply chain destabilized. Even if a product is entirely U.S.-made, packaging, shipping,g and labeling components might still be tariff-affected. 

    These impacts extend beyond the supply chain. Increased costs may erode the margin or require price adjustments. For provider organizations under value-based care pressures, this can create friction, especially when outcomes, reimbursement, and budgets are under scrutiny. 

    The Commercial Model Under Pressure 

    Research from the Alexander Group shows how leading companies react to tariff-induced disruptions. According to their findings, 83 percent of affected firms permanently adjusted their commercial strategies. These changes include: 

    • Accelerated use of virtual sales and account management models 
    • Tighter account segmentation to focus on high-margin opportunities 
    • Investment in analytics to optimize territory planning and resource deployment 

    This shift isn’t temporary. As global instability, inflation, and tariff risk persist, manufacturers must design commercial models that flex and adapt. 

    Three Moves to Make Right Now 

    Whether your company is already feeling the impact of tariffs or simply planning for volatility, there are immediate steps you can take: 

    1. Audit Your Supply Chain 

    Map your current supplier base and assess exposure to tariff-related cost increases. Consider alternatives or backup sources that allow for faster pivots. 

    2. Rethink Pricing and Profitability 

    Work with your finance and sales leadership to review pricing models. Where are margins at risk? What are the thresholds your customer base will tolerate? Consider bundling, subscription models, or value-based pricing structures. 

    3. Reposition Your Sales Messaging 

    Equip your commercial teams with messaging that highlights product value, clinical outcomes, and economic benefit. With many providers operating under tighter budgets, clarity around total cost of ownership and ROI is critical. 

    The Connexio Health Advantage 

    At Connexio Health, we specialize in commercialization strategies that account for complexity. Whether you’re launching into a competitive space, navigating uncertain economic conditions, or realigning your sales force, we bring the insights and execution support you need to stay ahead. 

    Tariffs may be outside your control, but how you respond is not. Now is the time to assess, adapt, and accelerate. 

    To learn more about commercialization strategies that accelerate success, visit connexiohealth.com. 

    Kathryn Kellam

    May 13, 2025
    Distribution, Healthcare Manufacturing, Uncategorized
    Hot Topic, Manufacturers, Sales organization, Sales Strategy
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