Signing a distributor agreement does not make a partner ready to represent a medical device company.
The contract establishes the relationship. Readiness depends on what happens before the partner begins working with customers—and what support remains available afterward.
Product training is part of that preparation, but it cannot answer every question the field will face. A distributor also needs to know which information is approved for use, how to handle clinical questions, where to find current resources, and when to involve the company’s experts.
Leadership needs to make the onboarding requirements explicit. What must each partner complete? Who confirms completion? How will new personnel at an existing distributor be prepared? When product information changes, how will that update reach people already in the market?
I have built distributor training infrastructure across expanding international markets. Mandatory onboarding created a consistent starting point, a record of required training, and support for applicable legal and regulatory obligations. Ongoing education and clear ownership of updates made that preparation useful beyond the initial launch.
When a partner struggles, it is reasonable to examine performance. It is also worth asking whether the company established the conditions for that partner to execute its commercial strategy.
Distributor readiness begins with structured onboarding. It continues through access to approved information, practical field support, and a clear process for keeping education current.
If your company or a portfolio company is expanding through distributors and needs support building that infrastructure, contact me at kelly@kellyelliottglobaladvisors.com.