INTRODUCTION.

A bad hire in any industry is costly. But in MedTech, where precision, regulation, and innovation intersect, the impact is magnified. Whether you're scaling a commercial team post-Series A or hiring a Head of Regulatory ahead of a product launch, the wrong person can delay growth, drain resources, and damage your credibility. So how do you avoid it?

1. The Real Cost of a Bad Hire

Financial Impact

It’s estimated that the cost of a bad hire can reach up to three times the individual’s salary. That includes recruitment fees, onboarding costs, lost productivity, and the cost of rehiring. In early-stage MedTech, where budgets are tight and speed matters, this is a hit most can’t afford.

Cultural Disruption

A misaligned hire can disrupt team cohesion. In smaller, fast-moving companies, this can lead to friction, low morale, and attrition - especially if the hire is in a leadership role. In MedTech, where cross-functional collaboration is crucial, one wrong fit can set progress back months.

Reputational Risk

A poorly performing commercial hire can alienate key customers or KOLs. A sub-par RA/QA leader can damage your credibility with regulators. These risks don’t just affect the individual - they reflect on your brand and long-term prospects.

2. Why the Wrong Hires Happen

Rushed Decisions
Startups often hire under pressure - whether from investors, market demands or timelines. In the rush, red flags get overlooked, or the hiring process is truncated.

Poorly Defined Roles
Sometimes companies hire based on generic job descriptions or what they think they need - rather than clearly defining the outcomes required from the role. That’s particularly dangerous in MedTech, where regulatory environments and commercial pathways are niche and varied.

Overvaluing Pedigree
It’s easy to be swayed by impressive CVs. But what works in a large, established business may not translate to a 20-person startup. Startups need hands-on doers who thrive in ambiguity - not just strategic thinkers.

3. Getting It Right: Practical Steps to Avoid a Bad Hire

Start with Clarity
Be clear on what success looks like in the role. What do you expect them to deliver in the first 6–12 months? What kind of person fits your culture - not just your current team, but the one you’re trying to build?

Use Structured Interviews
Standardised, consistent questions help reduce bias and compare candidates more objectively. Include scenario-based questions that reflect real challenges the candidate will face.

Prioritise Fit for Stage
Early-stage MedTech requires a different mindset. Look for people who have built things, not just managed them. Ask about how they’ve worked with limited resources, regulatory constraints, or ambiguous go-to-market strategies.

Backchannel References
Don’t rely solely on formal references. Backchannel through mutual connections where possible. People are more candid when they’re not constrained by corporate policy.

Partner with Specialists
MedTech is complex. Working with recruiters who understand the space - and can challenge you on your brief, market expectations, and candidate quality - saves time and improves outcomes.

4. The Role of Data in Better Hiring

Using data to inform hiring decisions is becoming standard practice. Skills assessments, behavioural profiling, and predictive hiring tools can all offer insights beyond the interview.

At PROJECTUS, we use a combination of market data, talent mapping and structured assessment to ensure our clients don’t just get a candidate - but the right candidate.

5. Building a Hiring Culture

Ultimately, hiring should be a team effort. Create a culture where hiring is seen as a critical part of everyone’s job - not just HR or founders. Encourage team members to refer high-quality candidates, be involved in interviews, and understand what good looks like.

CONCLUSION.

In MedTech, the stakes are high. A single poor hire can stall momentum, cost money, and dent investor confidence. But by slowing down, defining roles clearly, and partnering with specialists, you can stack the odds in your favour. The cost of a bad hire is too high to leave to chance.