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Our Services
1
Elizabeth provides training solutions in the following areas:
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Medical Device Technology Assessment in Asia-Pacific Markets
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Go-to-Market consultation
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Medtech salesforce training
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Clinical marketing campaign
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Identify medical device talents in Asia Pacific & team development
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Executive Coaching
Elizabeth's calmness and active listening often make her clients feel valued and understood. She uses these skills to establish a personal connection and identify positive growth opportunities. Her skill set comes from 20 years of experience as an Asian Pacific marketing director in the medical device industry.
Who is TwoDoors best suited for?
TwoDoors serves three groups that all sit at the intersection of MedTech, Asia Pacific, and leadership.
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MedTech executives in transition or stretch roles VP/GMs, regional or country leaders who are stepping up, managing organizational change, or needing stronger executive presence with multitple stakeholders.
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MedTech startups and overseas companies entering APAC who need an experienced insider to stress‑test value propositions, design APAC go‑to‑market strategies, and build credible KOL and education pathways.
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Universities and innovation ecosystems that seeking mentors, judges, and trainers who can bring APAC MedTech commercial reality into startup programmes and interdisciplinary leadership development.
What does a MedTech Executive coach do?
I combine 20+ years of APAC MedTech leadership with professional coaching from last 5 years to create a focused thinking space where you can: clarify your mandate, test decisions, and practise new leadership behaviours safely before you take them back to your team.
Typical topics include executive presence with global HQ and KOLs, leading change, managing complex stakeholders, and sustaining performance without burning out yourself or your teams.
Because I understand clinical landscape, reimbursement, distributors, and therapy adoption, you do not need to “translate” your world before we can work on it. With ICF and WABC standards guide my practice, the agenda, goals, and definition of success always remain in your hands.
How is Executive Coaching different from Mentoring?
In coaching, we focus on your goals, thinking patterns, and behaviour. I ask questions, reflect patterns, and use evidence‑based tools so you can access your own answers and design experiments you feel accountable for. The conversation is non‑directive and confidential, which is especially important for third‑party‑sponsored work.
In mentoring, I share my experience directly. We might walk through value‑proposition design, business model canvas, commercialization paths, or how to structure clinical‑evidence and KOL strategies in specific APAC markets.
During a coaching session, I will not automatically move into mentoring. If we discover a clear knowledge gap—such as APAC go‑to‑market, clinical‑data competence, or internal stakeholder mapping—I will suggest separate mentoring, consulting, or learning resources after the session.
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