Fello has one of the strongest networks in the tech marketing space, and the medical device sector is a key part of that. We’re proud to work with one of the largest medical technology manufacturers in North America, along with a wide range of companies across the industry.

That’s why we were excited to sit down with our friend, Harel Shachar. Harel is a seasoned marketing leader who has spent over a decade driving growth in Canada’s medical device sector. With a background that spans military leadership, biotechnology engineering, and advanced business training at Johns Hopkins, Cornell, Harvard, and SDA Bocconi, he brings both rigor and versatility to every project.

Harel has led portfolio expansions, orchestrated complex product launches, and built cross-functional strategies that deliver measurable impact for clinicians, patients, and healthcare organizations. Outside the office, he balances his drive through endurance sports, stand-up comedy, and chess—each offering a unique lens on discipline, creativity, and timing.

What truly sets him apart is how he blends curiosity and evidence with storytelling and empathy, ensuring that marketing doesn’t just sell products—it improves patient outcomes while building lasting business value.

1. What are the biggest differences between marketing a medical device and other health products?

Marketing a medical device is a very different challenge than promoting over-the-counter or consumer health products. Three dynamics stand out:

1. Regulation shapes the strategy, not just the message.

In Canada, devices can’t be marketed directly to patients, and every claim must be backed by strong clinical data. That means regulatory compliance isn’t an afterthought it’s the foundation. From R&D design to launch campaigns, success depends on credible evidence that solves genuine unmet needs.

2. Multiple stakeholders define value differently.

Adoption doesn’t come from a single decision-maker. Surgeons look at outcomes in the OR. Procurement teams focus on cost efficiency. Patients want quality of life. Policymakers weigh population risk. Effective marketing requires tailoring the message to each audience in their own language.

3. Training is as important as technology.

Unlike pharmaceuticals, devices often require new procedures and workflows. Success depends on education from in or training to ongoing support. That investment not only improves patient outcomes but also strengthens trust and accelerates adoption.

2. How do you navigate regulatory restrictions while still creating resonant campaigns?

The key is to embrace regulation as a creative constraint. Health Canada limits direct-to-consumer promotion, so we focus on evidence, education, and trust.

• Clinicians get detailed, data-driven content through webinars, congresses, and peer-reviewed channels.

• Patients receive awareness and educational materials that empower them to ask informed questions of their providers.

Content formats like white papers, infographics, explainer videos, and KOL partnerships make the science accessible and the benefits tangible.

What levels the playing field is culture: competitors face the same restrictions, but organizations that build cross-functional collaboration marketing, medical, regulatory can turn complex data into clear stories that resonate. In that sense, compliance doesn’t just protect credibility; it strengthens it.

3. Which digital strategies work best with healthcare professionals?

In my experience, the most effective digital channels are those that respect clinicians’ time and provide immediate utility:

• Live and on-demand education procedural videos, webinars, and KOL-led events.

• Credential-verified portals secure access to clinical data and training materials.

• Targeted campaigns email outreach that aligns with sales team engagement at the hospital level.

The reason is simple: by the time most HCPs begin researching online, they’re already in the consideration stage. Making credible, easy-to-find resources available accelerates decision cycles, builds trust, and supports adoption without ever stepping outside compliance.

4. What’s your process for launching a new device?

A successful launch is less about splash and more about readiness. I focus on four steps:

1. Engage early adopters. Advisory boards and pilot programs with KOLs validate the value proposition and generate local evidence.

2. Equip internal teams. Sales, clinical, and regulatory functions need aligned materials, training modules, and economic data before day one.

3. Segment stakeholders. Physicians, procurement, and supply chain managers care about different metrics clinical outcomes, workflow, cost efficiency. Messaging must reflect that.

4. Support adoption. From training to post-launch data collection, ongoing education ensures the device is used correctly and consistently.

The goal isn’t just a strong launch day, but lasting clinical uptake and advocacy.

5. How do you balance science with storytelling?

The answer lies in translation.

Every campaign starts with robust clinical evidence. That’s the non-negotiable. But numbers alone don’t drive change. The marketer’s role is to frame that evidence around real-world impact: fewer complications, faster recovery, more confident clinicians.

Doctors respect data, but they also respond to clear stories, compelling visuals, and proof that a technology makes their work and their patients’ lives better.

The balance comes from connecting evidence with empathy:

• Accuracy ensures credibility.

• Storytelling ensures relevance.

That’s how complex technology becomes a meaningful transformation in patient care.

Fello's Perspective.

At Fello, we see medical device marketing as more than getting products into hospitals. It’s about building trust, driving adoption, and ultimately improving patient outcomes. The real impact comes when evidence and empathy work together—when strong data is paired with clear stories that resonate. That’s where we come in: creating strategies and campaigns that help innovative technology make a real difference, while staying grounded in the realities of healthcare.