MESH Interactive Agency

09/30/2026

Some of your company's most useful perspectives may never make it into your marketing.

In medtech, biotech, and other technical industries, companies often look to their founders or most credentialed experts to lead their thought leadership programs.

But the people who understand your customers best may be found elsewhere in your organization.

When you choose a spokesperson primarily by title, you risk overlooking the people who ask insightful questions, challenge assumptions, and understand the problems your customers are trying to solve.

And when those perspectives are missing, your content can easily become another stream of product information and familiar industry talking points.

You're missing opportunities to teach your audience something they can actually use.

In his latest LinkedIn newsletter, Bill Schick, FCMO and Founder of MESH, explores how companies can identify the right people to lead their thought leadership efforts and build a program around their expertise.

He examines:

- What makes someone an effective thought leader beyond their credentials
- What strong thought leaders and successful salespeople have in common
- How to turn expert conversations into useful content without adding to everyone's workload

There may be several people within your organization who have something worth sharing. The opportunity lies in recognizing their expertise and finding a way to bring their perspectives to your audience.

Read Bill's latest newsletter, "Who Should Be the Thought Leader for Your Company?", and reconsider whose expertise you're sharing with the market.

https://www.linkedin.com/pulse/who-should-thought-leader-your-company-bill-schick-emba-fcmo-zj6yc/

09/18/2026

Growth problems don’t always look like a lack of activity.

Sometimes demand is there. The pipeline is moving. Sales is engaged.

But somewhere between opportunity and revenue, the system has become harder to move through.

Longer buying cycles. More stakeholders. More approvals. Tighter budgets.

More justification required to get a deal across the line.

That friction can be easy to miss when leadership is focused on leads, pipeline, and top-line revenue.

The natural response is often to add more:

More demand.
More outreach.
More opportunities.

But if each deal now takes significantly more effort to close, adding volume can simply put more pressure on the same constraint.

And the source of that friction matters.

Pricing. Positioning. Qualification. Procurement. Competitive alternatives. Buyer economics. Even a product that’s more engineered than the customer actually needs.

Each one calls for a different response.

In his latest LinkedIn newsletter, Bill Schick, FCMO and Founder of MESH, looks at a part of commercial performance that often gets lost between marketing metrics, sales activity, and financial reporting:

How much effort does it take to create a dollar of revenue?

He explores:

- What to measure beyond leads and revenue
- How to spot where commercial effort is increasing
- Why more demand can make an existing constraint worse
- How to identify the real source of friction before deciding what to fix

When growth feels harder than it should, the answer may be sitting somewhere inside the path from opportunity to revenue.

Read his latest newsletter and take a closer look at where your commercial system is creating unnecessary work.

https://www.linkedin.com/pulse/your-sales-team-busier-than-ever-so-why-does-growth-bill-vio6c

Hint: compare your commercial yield. (Apologies in advance to my German friends lol).

09/17/2026

AI is rapidly raising the floor for marketing and creative work.

Websites look cleaner.
Presentations get sharper.
Copy gets tighter.
First drafts arrive faster.

That sounds like progress — and it is.

But when competent work becomes easier for everyone to produce, the gap between finished and effective gets harder to see.

A polished result can still miss the buyer, flatten the positioning, follow the same best practices as everyone else, or simply feel… average.

And that creates a new challenge for teams using AI:

Can you recognize when something looks good but still isn’t doing the job?

As the tools improve, that ability becomes increasingly important.

In his latest LinkedIn newsletter, Bill Schick, FCMO and Founder of MESH, explores what happens as “pretty good” becomes the baseline.

He looks at:

- Where best practices can start working against differentiation

- Why polished output can make weak thinking harder to spot

- How domain expertise, customer understanding, taste, and judgment shape stronger work

AI can accelerate the work. The advantage comes from knowing what deserves to move forward.

Read the newsletter and consider the question every team using AI should be asking: Who has the expertise to determine whether the output is actually good?

https://www.linkedin.com/pulse/ai-made-diagnostic-founders-website-10x-better-schick-emba-fcmo-gmh9c

08/19/2026

The decisions that derail commercialization rarely look like mistakes at first.

More often, they look like reasonable assumptions.

About the problem.
The market.
What investors need to hear.
What early interest really means.
What evidence matters.
What will drive adoption.

Next week, MESH Founder Bill Schick, eMBA, FCMO and Katherine King French, MBA, Director of Strategy at Smith+Nephew, are teaming up for an MDG Boston Lunch & Learn Masterclass:

Why Great Science Still Fails
A practical look at seven costly mistakes that can surface before a raise, pilot or launch—and how to catch them earlier.

Bill + Kate bring complementary perspectives across:
• Startup growth
• Investment
• Commercialization
• Market strategy
• Global MedTech leadership

The session will combine research, market data and real-world company examples with a practical founder workbook to help attendees pressure-test their own plans.

The goal:

• Spot the risks.
• Challenge the assumptions.
• Leave with a focused 30-day action plan.

When: August 26th, 12–1 PM ET
Location: Online
Tickets: $10

Registration link in the comments.

08/05/2026

Product adoption is shaped long before a healthcare product reaches the market.

In the latest episode of LifeSci Continuum, Bill Schick talks with Anywhere DX co-founders Nathalya Mamane and Michael Mina, MD, PhD, about building an at-home diagnostic around what families would realistically buy, keep, and use.

They discuss:
- Starting with a real consumer problem
- Setting clear requirements before engineering begins
- Making regulated technology easier to use
- Navigating FDA, funding, and market adoption

For founders developing medical devices, diagnostics, or consumer health products, this conversation offers useful questions to consider early.

Watch the episode: https://youtu.be/9UcOoSVb2B0

07/22/2026

Most investor pitches contain the right information.

Market size.
Product capabilities.
Growth projections.
Competitive advantages.

Then the meeting ends, and the opportunity is still hard to picture.

The audience understands the pieces. They just don’t yet see how they fit together.

That usually means the story needs more context around:

- Who feels the problem
- What is changing in the market
- Who feels the pressure
- Why the current options fall short
- Why the opportunity matters now
- How your product changes the outcome

Use data to support that story.

Market size, traction, customer behavior, and proof points should help people understand the opportunity and believe in it.

A strong investor story helps people see the opportunity, understand the timing, and remember why your company matters.

For many startups, the opportunity is already there. The challenge is making it easy for someone else to see.

07/21/2026

Medtech fundraising gets harder when the audience cannot quickly understand why the problem matters.

In this episode of LifeSci Continuum, Bill Schick, eMBA, FCMO talks with Christina Goudy, CEO and co-founder of Reach Orthopaedics, about what fundraising for an early-stage medical device company actually looks like in today’s market.

Key takeaways from their conversation:
- Adapting as investor expectations and market conditions change
- Using storytelling to make the opportunity easier to understand
- Matching the level of detail to the audience
- Building credibility early with a clear story, identity, and company presence

If you’re building a medtech startup or preparing to raise capital, this episode offers practical insight from someone navigating it in real time.

Watch the episode: https://youtu.be/cyxU05zR_rQ?si=MrEgCVVZTjWj9pvG

04/29/2026

Most brand promises sound great.

“Faster.” “Smarter.” “Modern.” “Best-in-class.” “Innovative.” “Trusted by teams like yours.”

Then the buyer does the obvious thing: they look for proof… and find a whole lot of nothing.

So your big claim lands like a headline—not a reason to believe.

When proof is missing (or buried), the buyer doesn’t argue. They pause.

And that pause shows up as:
- Deals stuck in “send me more info” limbo
- Sales calls turning into credibility tours
- More comparisons, more committees, more “we’ll get back to you”
- Price becoming the easiest thing to debate

Buyers want something they can point to internally and say, “This is why we chose them.”

Put proof where the promise lives. Make it impossible to miss.

Try this simple “proof stack” anywhere you make a big claim (homepage, landing pages, ads, decks):

Start with the claim in plain language. One sentence.

Follow it immediately with one hard signal.
A before/after, a number, a third-party mention, a benchmark, a recognizable logo.

Then show one concrete example.
A use case, a short story, a screenshot, a workflow—something that feels real.

Add one customer line that says the outcome in their words.
Not “great service.” Results and relief.

Finish with a next step that fits the moment.
Walkthrough, case study, checklist, comparison—whatever helps them keep moving without forcing the demo.

Two rules that keep this clean:
Proof should sit next to the promise.
One strong proof beats five weak ones.

Good marketing makes claims.
Better marketing makes those claims believable.