April De Crescentis, MHA, BSMP
Denver, Colorado
Overview
I work with healthcare, MedTech, and HealthTech leadership teams at growth inflection points, typically when marketing exists but confidence in it doesn’t. Often the symptoms look familiar: marketing activity without clear revenue attribution, decisions escalating to the CEO, launches that feel riskier than they should, and teams that are busy but not aligned around outcomes. My clients benefit from that pattern recognition. I step in as a fractional, embedded CMO, taking ownership of marketing strategy, prioritization, and performance so it operates as a true business driver, not a cost ce
About
I work with healthcare, MedTech, and HealthTech leadership teams at growth inflection points, typically when marketing exists but confidence in it doesn’t. Often the symptoms look familiar: marketing activity without clear revenue attribution, decisions escalating to the CEO, launches that feel riskier than they should, and teams that are busy but not aligned around outcomes. My clients benefit from that pattern recognition. I step in as a fractional, embedded CMO, taking ownership of marketing strategy, prioritization, and performance so it operates as a true business driver, not a cost center or support role. Over the past 15+ years, I’ve led and scaled marketing and commercial functions across consumer, B2B, and Fortune 500 MedTech environments. Before founding Harlequin Marketing, I spent a decade inside global MedTech, including at Medtronic, where I led initiatives that generated more than $30M in incremental revenue and delivered over $50M in margin improvement. The work I’m most proud of involved taking respiratory and patient monitoring products into alternative care settings like home care, SNFs, and LTACHs, markets the organization had never intentionally entered. With limited resources and no existing playbook, my team and I redesigned the go-to-market approach around real customer economics and workflows, not just clinical messaging. The result was 13% portfolio growth in a highly constrained environment, driven by adoption, not promotion. That experience shapes how I work today. I operate as part of the leadership team. I take ownership of marketing strategy, prioritization, operating cadence, and performance, and working closely with sales, finance, product, and clinical stakeholders. My role is to reduce decision drag at the executive level, give teams clear direction, and ensure marketing efforts translate into measurable business outcomes. As a result of my 15+ years leading and scaling companies and marketing functions, I was invited to teach marketing at MSU Denver and advise early-stage healthcare companies on commercial strategy. I bring both operator experience and an educator’s perspective, but my focus is always the same: helping leadership teams make better decisions, faster, with less misfires. If you’re looking for senior marketing leadership without committing to a full-time hire, or need experienced support through a critical growth phase, we should talk.