How Spentys became the reference brand in digital orthotics.

Spentys was competing for attention against industry giants with global marketing teams and budgets many times its own. Early on, the company had to pivot too: hospital casting rooms found 3D printing too slow and too expensive next to plaster. The real fit was long-wear custom orthotics, where comfort, personalisation and reimbursement all favour a printed device. That pivot meant a new audience, new messaging and a brand to build from zero.

Ooho did not run a campaign. It built an engine and kept it running for seven years, through a market pivot, a product rebuild and a repositioning. Three parts did the work.

1. Know the buyer, sharpen the message

When Spentys moved from hospitals to O&P, Ooho interviewed prospective users and built ideal customer profiles and buyer personas: the orthotist, the workshop manager and the CAD lead, each with their own pressures. From that came strategic messaging for a multi-stakeholder sale, plus ready-to-use pitch decks, battle cards and, later, account-specific digitalisation reports that sales could put in front of a prospect's leadership. Every six months the messaging was reviewed against field feedback, and the website, brochures and page copy were refreshed to match. In 2026, the same process repositioned Spentys as the automation engine for digital O&P production, ahead of its move to a web-based platform.

2. Become the industry's thought leader

Spentys had no ties to the field, so Ooho gave it something to say. Buyer's guides for choosing a 3D printer or scanner. Industry reports built on interviews with decision makers at the leading O&P companies. A four-part webinar series co-hosted with a clinical partner, Bionic Prosthetics & Orthotics. A monthly newsletter, product-update pages, and 162 social posts in a single year. Most of it was about the technology, not the product, and that is why the field listened. Ooho paired the content with a SaaS-grade brand: a conversion-optimised website, product photography and video that looked years ahead of the category.

3. Show up where the field meets

Ooho ran near-monthly event presence at OT World, AAOP, AAOS, AOPA, ISPO and Arab Health, with booths, talks and workshops. During COVID it turned a product launch into an online event that drew the industry in. Every touchpoint fed HubSpot through tracked landing pages and UTMs, so leads were routed and measured. When the sales team grew to five people across the US, France and Benelux, Ooho added cold outreach on top, and reply rates were high because every prospect had already met the brand five times.

The numbers grew every single year. Between 2019 and 2022, website visitors went from 12,202 to 42,027 (3.4×), LinkedIn followers from 720 to 5,262 (7×) and inbound form submissions from 281 to 1,351 (4.8×). At peak, Spentys was collecting around ten new form downloads a day from a field that three years earlier had never heard of it.

The brand result is harder to count and worth more. Spentys became the company the industry associates with 3D in O&P. The large O&P groups started booking meetings to hear what Spentys thought about digitalisation. In 2026, Hanger, the largest O&P provider in the United States, added Spentys' custom upper-extremity line to what its clinicians can order, five years after first seeing the brand at US events.

The engine still runs. In 2026 Ooho cut the blog from 105 posts to 43, ungated 27 assets and rewrote the site around the new positioning. Spentys went from unranked to #1 on Google for "3D orthotic software" and "digital O&P software", and organic search is now the top answer to "how did you hear about us" on the contact form.

Spentys never had a big budget. Ooho gave it a full marketing team on demand: strategists, designers, web developers, SEO specialists and copywriters, switched on when needed and off when not. That flexibility carried the company through a market pivot, a product rebuild and a leaner 2026, without losing the brand it had built. Seven years in, the collaboration is still measured the same way it started: by the leads that come in and the meetings that get easier.