Evolving the Sales Model with Product Maturity
Interview with AVITA Medical CEO James Corbett
Key Learnings From Jim's Experience
Generate additional clinical evidence beyond regulatory requirements to accelerate market adoption and physician confidence. AVITA Medical exemplified this approach by delivering over 300 podium presentations at major medical conferences and completing five PMAs — far beyond what regulatory authorities demanded. Viewing clinical studies as an ongoing commercial investment creates a foundation that enables physicians to confidently adopt new technologies, especially when expanding into specialties that may initially seem foreign.
Adapt commercial strategies to match product maturity. Rather than maintaining static sales models throughout commercialization, AVITA Medical transitioned from a specialist-heavy model with clinical experts supporting every two sales representatives to a streamlined approach where experienced reps handle the entire sales process independently. Early-stage products require intensive clinical support to educate physicians, but as adoption matures, the sales force must develop technical competence to operate efficiently without extensive specialist backup.
Own the raise — the best capital strategy is a DIY one. Jim urges CEOs to lead fundraising themselves — not just to close the round, but to learn what resonates and refine the pitch in real time. This hands-on approach provides invaluable market feedback that gets lost when intermediaries get too involved. Just as important, he warns against chasing a build-to-sell strategy. The most attractive companies are those focused on long-term value: delivering real customer outcomes, executing well, and building sustainably.
Patient stories have a unique power in healthcare. They can rally teams, shape product decisions, and in some cases, change the course of a career. For James (Jim) Corbett, he experienced a unique moment when he learned about Charlie Xavier — a woman whose recovery defied every medical expectation and ultimately influenced his decision to lead AVITA Medical, a therapeutic acute wound care company.
Charlie had suffered burns over 85% of her body in an industrial accident. Doctors told her husband that, with luck, she might survive a year in the ICU before passing. Six months later, she walked out of the hospital — her recovery made possible by RECELL, an FDA-approved Spray-On Skin technology that harnesses the regenerative properties of a patient’s own skin.
Stories like Charlie's convinced Jim the mission was worth pursuing and catalyzed his transition from board member to CEO in September 2022. The decision represented a shift for a medtech veteran who became president of Boston Scientific's international division at just 36 years old and has since led multiple device companies across various clinical categories.
At AVITA Medical, he's scaling RECELL, which has been shown to accelerate healing time by roughly 30% compared with a standard skin graft. The company also has two other commercially available products — PermeaDerm, a biosynthetic wound matrix, and Cohealyx, a collagen-based dermal matrix — to further its goal of reduced hospital stays and faster wound care therapy.
Jim’s journey offers insights into what it takes to commercialize at different stages of product maturation, align strategy with clinical data, and stay grounded in patient outcomes that drive meaningful innovation.
Guest
CEO of AVITA Medical
Jim is CEO of AVITA Medical, a role he took on in September 2022 after initially joining the company's Board of Directors in June 2021. He brings nearly 40 years of medical device leadership experience to AVITA Medical. Jim’s career spans global commercial and operational roles, including President of Boston Scientific and General Manager of Scimed Life Systems. Jim has served as CEO of six companies, including three publicly traded entities — Microtherapeutics, ev3, and Alphatec Spine — as well as CathWorks, Home Diagnostics, and Vertos Medical.
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Lessons from an Evidence-Driven Commercial Strategy
AVITA Medical’s commercialization strategy demonstrates the long-term value of generating clinical evidence that goes well beyond regulatory mandates. “We’ve had over 300 abstract podium presentations at major medical conferences on RECELL,” says Jim. “And we’ve done five PMAs.” That volume of data doesn’t just satisfy the FDA — it equips physicians with the clinical confidence needed to adopt new technologies, particularly in high-acuity settings like burns and trauma.
That distinction became critical as AVITA Medical expanded from burn care into trauma. “We showed up at trauma and said, ‘Hey, we’ve got this thing — spray-on skin,’” Jim recalls. “It was like we were from Mars.” Even with regulatory clearance in hand, AVITA Medical faced resistance from trauma surgeons and administrators unfamiliar with the technology. To close that gap, the company launched multiple postmarket studies designed to validate use in new procedural settings. “We’re going to do the same level of evidence generation for our newer products,” Jim adds.
The takeaway: generating clinical data is a commercial strategy as much as a regulatory one. “It brings evidence that the clinician can use to guide treatment decisions,” says Jim. “Real, solid proof — that’s what drives adoption.” Especially when moving into unfamiliar specialties, continuous data generation can help overcome inertia and accelerate trust in the technology.
Evolving the Sales Model: Matching Commercial Strategy to the Adoption Curve
AVITA Medical’s go-to-market strategy wasn’t static — it evolved alongside the product’s maturity and clinical adoption. Early on, the company relied heavily on clinical specialists to support physician education and procedural training. “We had about a two-to-one ratio — two sales reps for every one clinical specialist,” Jim explains. “That team added real value early on, helping physicians get comfortable with the technology.”
But as the customer base grew and surgeons became more familiar with RECELL, the commercial model needed to shift. Earlier this year, AVITA Medical restructured its sales organization to streamline coverage and push more responsibility to the frontline team.“Now, sales reps are expected to handle the entire process — from education to execution — on their own.”
The specialization of sales reps also enables AVITA Medical to gain the necessary trust to sell from its related product suite, which includes its biosynthetic wound dressing PermeaDerm as well as Cohealyx, a dermal matrix for revascularization, which was commercially launched in April 2025.
The strategy reflects more than just operational pragmatism — it draws on Jim’s early career spent on the commercial front lines. He began in sales at Warner-Lambert, later joining Edwards (then part of American Hospital Supply), where he rose through roles in sales management, national accounts, and global marketing. That progression gave him a firsthand understanding of how frontline teams drive adoption — and how their needs evolve as products mature. “Your team has to grow with the market,” he says. “It’s not just about adding more people — it’s about elevating their capabilities.”
Another key point: AVITA Medical deployed a team of Medical Science Liaisons (MSLs) to accelerate physician engagement and scientific visibility. While the sales team focused on commercial execution, the MSLs worked behind the scenes to drive research, support publications, and get physicians on the podium. “Their role is to get the physicians to do studies and to get on the podium — even those we don’t control,” Jim explains. By encouraging independent validation and specialty-specific research, the MSLs helped deepen credibility and expand clinical reach without adding commercial friction.
Own the Raise: Why Founders Should Lead the Fundraising Journey
For Jim, who has raised capital in many forms from private equity, venture debt, IPOs, PIPEs — raising capital isn’t just a transaction. It’s a strategic learning opportunity that no founder should delegate.
“Do it yourself,” he says. “Pick up the phone. No one can do it better than you.” While he acknowledges the need for bankers in public offerings, he says it is best to avoid leaning too heavily on intermediaries during private fundraising. The direct conversations are where the most valuable insights emerge, he says.
“When you do it yourself, you’re learning what resonates with investors — and what doesn’t,” Jim explains. “You can modify your pitch, sharpen your story, and better understand the market’s perception of your business.” That real-time feedback loop gets lost when someone else is running point. He also notes that virtual tools like Zoom have made it easier to run efficient investor outreach, though he still favors the impact of face-to-face meetings. “I prefer a good old-fashioned Non-Deal Roadshow (NDR) in front of investors. That’s still the best way to do it.”
But capital strategy doesn’t stop at raising money — it’s also about how you position the business over time.
The Porsche Principle for Medtech M&A
Jim emphasizes that the strongest acquisition targets aren’t built for sale — they’re built for staying power. Rather than optimizing for a future exit, he encourages founders to prioritize business fundamentals: deliver consistent results, solve real problems, and scale with intention. That’s what draws serious interest from strategic buyers.
In his words: “Keep your eyes on the horizon. Don't think about selling, don't think about your IPO, think about your business.”
To illustrate the point, Jim shares a lesson from Porsche driving school: when moving fast, you don’t steer by focusing on what’s directly ahead — you look toward the horizon. “If you’re looking down at what’s right in front of you, it’s too late to adjust,” Jim says. “The same applies in business. You’ve got to keep your eyes up and think long term.”
On the topic of integration, acquirers tend to follow one of two playbooks: either they talk about blending the best of both organizations, or they expect the acquired company to adopt their systems wholesale, Jim says. In his experience, the first approach often fails — too much ambiguity, too many decision-makers. The second, while rigid, tends to work more reliably because it provides structure and a clear chain of command.
Final Thoughts on Hiring and Coaching
Throughout his career, Jim has focused on building organizations that are not only commercially strong, but reflective of the world around them. At AVITA Medical, that’s evident in the company’s leadership composition. “Today, 60% of advanced degrees go to women — so it shouldn’t surprise anyone that our leadership team reflects that,” he says. “I don’t need a DEI policy to tell me to hire the best people.”
That same mindset extends to how he views leadership growth. One of the most consistent themes in his journey is the value of coaching. He credits much of his development to the feedback he’s received over the years — including how to communicate more effectively, stay precise with language, and reinforce conviction through clarity. “Words matter,” he says. “Say affirmative things. Be specific. Use examples. It makes a difference.”
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