3 days ago
Peer Education: One Of The Most Underrated Growth Engines In Medtech
Tlalit Bussi Tel Tzure is the Vice President of Business Development and Global Marketing for the Medical Device Company, IceCure Medical.
In medtech, where adoption of new technologies can be cautious and slow, one powerful driver that often goes overlooked is peer education.
We've all experienced the power of a referral—when someone you trust recommends a book, a treatment or a restaurant, you're far more likely to give it a try. It's not about the pitch. It's about trust.
In medicine, that same dynamic plays out every day. When physicians learn directly from their peers—not sales reps or marketing teams—it carries real weight. A simple, authentic statement like 'I've used this technology, and it really helped my patient' can open doors that no polished demo ever could.
In this article, I will share my experience on why peer education works so well in medtech—and how, when done right, it can become a strategic engine for growth and lasting adoption.
When Trust And Confidence Start With Peer Experience
In healthcare, it makes perfect sense that doctors are cautious with new treatment options. These are decisions that deeply impact the health of patients, and no one takes that lightly.
That's why it's so powerful when a physician can speak to someone who's already using the technology and come out the other side more confident.
I remember clearly the first time I witnessed this in action: the power of one physician describing their experience with my company's cryoablation system to a colleague who was still on the fence. There was no fancy presentation. No pressure. Just a real, honest conversation rooted in clinical experience. That kind of exchange doesn't just build trust; it fosters real confidence.
This is why peer education is more than just a helpful tool, but rather a growth engine that can open doors and create the kind of clinician-led adoption that drives long-term success.
Why Peer Learning Works—Business Value, Not Just Clinical Comfort
Doctors are not interested in being 'sold to' by companies. They want stories from the field from someone who has used the same tool in real-life situations and can speak authentically about patient outcomes.
Peer education works because it bridges the gap between theory and practice and opens a dialogue.
Sharing a lived experience delivers clinical credibility and emotional reassurance. It shortens the path to adoption and lowers the perceived risk of using a new technique.
This is why I see peer-to-peer education as an extension of a company's go-to-market strategy. It's how companies can accelerate confidence, build adoption and, ultimately, support better care.
Peer Learning Models That Work: Intimate, Strategic And High-Touch
In medtech, the most effective peer education models are those that align closely with how physicians prefer to learn: through authentic, practical interactions with their peers.
Rather than relying on sales-driven presentations, smaller hands-on sessions—often led by experienced users or key opinion leaders (KOLs)—create space for authentic clinical discussions. I have found these intimate, peer-led formats consistently foster deeper engagement and greater confidence in adopting new technologies and can do more to shift clinical perspective than months of traditional follow-up.
Tailoring Peer Education To Different Prospect Types
Not every physician learns the same way. Senior clinicians and KOLs often benefit most from direct, strategic dialogue with respected global peers.
I've seen this in action: A leading breast surgeon from the United States and a radiologist from South Africa engaged with a highly regarded breast surgeon who is one of the pioneers of breast cancer cryoablation. The learning went far beyond technical instruction—it became a strategic conversation between peers shaping the future of care.
But other surgeons and breast radiologists who are focused on broadening their treatment offerings may prefer accessible formats like hands-on workshops at events such as those held by the Society of Breast Imaging or the American Society of Breast Surgeons. Sessions like these can offer practical exposure and structured learning through a recognized association of experts in their medical specialty.
Building The Right KOL Relationships—Years In The Making
Building successful KOL relationships relies on trust built over the years. KOLs aren't just spokespeople; they are strategic collaborators, early product co-creators and long-term champions.
The most impactful KOLs often:
• Help shape device usage and treatment protocols.
• Participate in investigator-led studies, case reports and webinars.
• Provide critical feedback that informs product direction.
Throughout my years in the medical device field, I've seen firsthand how building the right relationship with a KOL who is truly passionate about delivering the best patient care can turn them into an exceptional product advocate. Involving physicians in shaping your technology and empowering them to help educate the next generation of doctors is not only rewarding—it can become a powerful driver of your business model.
As another example, an interventional radiologist from CHU de Nimes in France hosted several fellow radiologists from throughout Europe who were looking to expand their knowledge in treating a broader range of tumor types. Through case discussions and observation, he helped his fellow professionals to explore how to apply new tools more widely in their own clinical settings.
Why Trust Is The Real Growth Strategy
Peer education isn't just a marketing gimmick. It is a key business strategy that plays a central role in adoption, especially for high-consideration products that require trust, not just awareness.
When it's done well, peer education delivers more than conversions. It leads to stronger relationships, richer feedback loops and long-term growth. It transforms passive users into active champions.
When people believe in your product and your team, that belief spreads faster than any campaign ever could.
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