THIS ISSUE
Kash Ikram talks Telesurgery, MicroPort as an Innovator-Pioneer and the new Era of Robotic Assisted Surgery
Hakan Baraner introduces Zap Surgical and innovation in radiosurgery
Michael Heuer talks Innovation in Afib management, AI in EP, European market adoption and cross-industry collaboration.
Marco Baiguini talks Omnichannel strategy, Customer Centric Approach, Collaborative Teams and Future MedTech trends.
Silke Riemer on Selling in Europe, CustomerCentric Sales, advising Investors, and the "Our MedTech Lives" Podcast
Stan Kalinin talks The Winning Mindset: How Sports Can Motivate MedTech Sales Teams? Building a High-Performing Workforce in MedTech. The Power of Corporate Culture, Foundations, HR Strategy, Culture Transformation
FROM THE EDITOR
I would like to welcome you to our issue MedTech Opinion Leader.
At MedTech Opinion Leader, we are dedicated to bringing you the latest insights from industry trailblazers, comprehensive analyses, and forward-thinking perspectives Our mission is to empower you with the knowledge and insights needed to shape your own vision in the ever-evolving medical technology landscape. Through expert commentary and in-depth coverage, we strive to be your go-to source for staying ahead of the curve in this dynamic field.
THE LATEST ISSUE OF MEDTECH OPINION LEADER COVERS TELESURGERY, PFA TO REVOLUTIONIZE AFIB TREATMENT, IOT AND SHIFTING PATIENT CENTRIC PARADIGM, ROBOTICS SURGERY, HOW TO SHIFT FROM PRODUCT FEATURES TO SOLUTIONS SELLING APPROACH THROUGH OMNICHANNEL, BUILDING SALES TEAMS USING SPORTS MINDSET AND TALENT IS A NUMBER ONE ASSET CULTURE IS KEY THOU.
Stan Kalinin
KASHIF IKRAM
MEDTECH OPINION LEADER: KASH IKRAM TALKS TELESURGERY, MICROPORT AS AN INNOVATOR-PIONEER AND THE NEW ERA OF ROBOTIC ASSISTED SURGERY
Stan: How does "The Era of Robotic Assisted Telesurgery" emerge?
Kash: Today we are potentially revolutionizing how surgical procedures are delivered, is the ability to combine telecommunications and surgical robotic technology, enabling the surgeon to treat a patient in a different location This has a role in democratizing healthcare across a nation between wealthy and poorer regions, and across borders between highly populated and remote areas, between developed and developing nations Even to subterrain, submarine and in space. As connectivity and surgical technology improve, surgeons will be able to send their skills over vast distances and serve patients they may never meet in person Challenges such as latency, regulatory issues and suitably trained staff remain, however, moves are afoot to overcome them
The concept of being able to operate on patients at a distance was born in the military where the need to get to the injured within minutes and not placing the healthcare professionals in danger was highly desired. In 2001, French Minimally Invasive Surgeon Prof Jacques Marescaux (IHU Strasbourg) performed cholecystectomy surgery on his patient in Strasbourg France while he himself was positioned at a robot console in New York, USA. This impressive feat, known as the Lindbergh Operation, inspired many, including a group in Canada that followed, however the surgical robotics and telecommunications technology was not yet developed enough for this to become routine practice Over the last two decades robotic technology has improved with robots becoming far more capable, widespread and costs have reduced.
A perceived delay in the surgeons’ movements and the actual movements of the robot in the patient is known as latency. Latency below 150 milliseconds is not perceptible by the human brain
Today, after a 20-year hiatus, the advances in telecommunications (5G & Low Earth Orbit Satellites), and the ability of software to condense and expand images and data at both ends in milliseconds, enables the surgeon to perform as if they are in the same room. This greatly enhances safety and effectiveness
Imagine not having to be taken by an ambulance to a hospital for stroke treatment if you can be treated in the ambulance when it arrives, the expert doctor miles away in a specialist center. Or a surgeon being able to operate on several patients in different rooms without having to wait for Operating Room Turn around Perhaps you live on an island and don’t savor the thought of traveling far away for weeks to be treated without your family and loved ones being close by A surgeon in the future could potentially treat 4 patients in 4 countries without having to queue up in a single immigration line at the airport and surrender their fingerprints
Stan: What are the biggest challenges facing telesurgery adoption today?
However, as well as the technical issues there are other hurdles that need to be overcome: Medico-Legal, Ethical and Financial. Here the discussions are ongoing to answer questions such as who is responsible for the patient if the surgeon is in another location? If experts are remote, will this affect the knowledge of the hospital’s own surgeons? How do all Healthcare providers, and hospitals get reimbursement for their contributions? Will the surgeon need accreditation in both hospital/regions/countries? Can the system be hacked?
Telesurgery is novel and as such throws up new questions to be solved but the benefit to patients and clinicians is undeniable This genie is not going back into the bottle, again
MICROPORT
Stan: How is MicroPort pioneering innovation in telesurgery, and what key developments are shaping the future of remote surgical procedures?
Kash: Today there are several telesurgery or telemedicine platforms being developed, tested and actively being used One of note is the Toumai® surgical robotic platform developed by Medbot Microport a multi-national company based in Shanghai, China. This surgical robot received the European CE Mark in 2024 and is a new generation platform that enables surgeons to precisely perform minimally invasive Urology, Thoracic, Gynecological and General surgical procedures The Toumai® surgical system is in use in over 100 hospitals across the world and holds the record for the longest telesurgery procedure performed safely by Dr Youness Ahallal (of Nice University Hospital) from Shanghai, China to Casablanca, Morocco. This clearly illustrates why many of us are excited about the doors Telesurgery opens.
Stan: Could you tell more about MicroPort and its advancements in robotics surgery?
Kash: MicroPort Medbot is unique in that it works in 6 different medical areas when it comes to medical and surgical robotics MicroPort Medbot has several robots in its stable including, but not limited to, Toumai Endoscopic Surgery Robot, Skywalker Orthopaedic Surgical System and 3 others in development, as well as collaborations with Robocath on their R-One Vascular Interventional Surgery System, and Biobot Surgical PTE LTD´s Mona Lisa Prostate Puncture Surgical System.
THE TOUMAI® SURGICAL SYSTEM IS IN USE IN OVER 100 HOSPITALS ACROSS THE WORLD AND HOLDS THE RECORD FOR THE LONGEST TELESURGERY PROCEDURE PERFORMED SAFELY BY DR YOUNESS AHALLAL (OF NICE UNIVERSITY HOSPITAL) FROM SHANGHAI, CHINA TO CASABLANCA, MOROCCO. THIS CLEARLY ILLUSTRATES WHY MANY OF US ARE EXCITED ABOUT THE DOORS TELESURGERY OPENS.
Stan: Could you tell more about MicroPort and its advancements in robotics surgery?
Kash: MicroPort Medbot is unique in that it works in 6 different medical areas when it comes to medical and surgical robotics. MicroPort Medbot has several robots in its stable including, but not limited to, Toumai Endoscopic Surgery Robot, Skywalker Orthopaedic Surgical System and 3 others in development, as well as collaborations with Robocath on their R-One Vascular Interventional Surgery System, and Biobot Surgical PTE LTD´s Mona Lisa Prostate Puncture Surgical System.
Stan: What makes MicroPort® MedBot™'s Toumai® Endoscopic Surgery Robot special and how does it perform Telesurgery?
Kash: The Toumai® Endoscopic Surgery Robot has been in development for 10 years and was approved by China´s regulatory authority, NMPA in January 2022 and currently is the only Asian surgical robot that has CE Mark approval
There are certain technical core competencies that are required for all medical robotics systems. Working in several medical market segments allows Microport Medbot can gather a great amount of clinical and technical experience and leverage that expertise across multiple platforms to enhance hybridization and efficiencies.
The Toumai® Endoscopic Surgery Robot has performed over 5,000 complex Urology, Gynaecology, Thoracic and General surgical procedures. Many of them performed for the first time in China using a surgical robot It’s in active use in over 100 medical institutions
MEDBOT ALSO MANUFACTURES AND DEVELOPS ITS CORE SYSTEMS AND INSTRUMENTS IN-HOUSE WHICH ALLOW FOR MAXIMUM DESIGN FLEXIBILITY, FAST DEVELOPMENT TIMES, AND LOWEST MANUFACTURING COSTS
The system has many advanced features including advanced 3D immersive stereo vision, Force sensing technology and the ability to perform Telesurgery through a series of networked Toumai® Endoscopic Surgery Robots. Imagine the patient being treated in one hospital while the treating surgeon is in another.
We are proud to pioneer this Telesurgery technology and capability to healthcare systems throughout the world. This is truly game-changing technology for the global delivery of healthcare.
Well, this has already been performed over 200 times with distances spanning over 5,000 kilometres between the surgeon and patient. This enables hospitals to bring expertise wherever it is needed, whether that be remote areas or overburdened centres We are already seeing fascinating use cases for Telesurgery in emerging and developed countries.
Stan: Being an extraordinary Leader in MedTech what in your opinion makes and breaks companies success?
Kash: This is a huge question, where do you start? Primarily the company must have the foundations. By this I mean a good productmarket fit for the time and strong financial management You also need effective leaders who have defined a clear vision, a strong strategy and allocated appropriate resources to achieve set goals.
So, what is it that these leaders should focus on, well, what`s important in the medical device field are the Values that the people in the company hold Medical device employees are attracted to strong values. At the end of the day, we are helping people when they are not well, and in need A set of strong values then builds into a high-quality Company Culture So, it’s a good start to look at the values your company has and see which ones your wish to strengthen and celebrate The Culture, (which as I said is a made up of Values) will evolve through this management process.
A strong culture attracts the best talent, and these talented people will drive innovation, efficiencies and results – in a word success.
A positive culture drives the right incentives, clear focus and provided resilience in tough times. This combination of talent and culture builds a company that people will want to do business with After all, people buy from people (or companies) they like. This drives greater value The one caveat I will add is never to become complacent, the world turns, and your company employees need to be continuously learning and developing, or your will be out competed or supplanted The companies that adapt best to changing environments have the most motivated employees.
Stan: How do you build a high performing Medical Device Capital Sales team?
Kash: Selling high-tech, high-cost medical devices is a Complex Matrix Sale technical, detailed, and involving multiple senior stakeholders, often including the hospital Csuite. It may cover disposables, capital equipment, and services, adding layers of complexity. Success starts with hiring the right people—those with healthcare system knowledge, strong emotional intelligence, proven problem-solving skills, and the confidence to lead a complex sales process.
Once you've identified the right people, train them thoroughly on the product, procedures, and relevant disease states Ensure they understand the science behind what they’re selling. Regularly refresh sales techniques, including purchasing processes, value propositions, pricing, and leveraging new technology
Implement a user-friendly CRM to manage the complex sales process Map out the workflow, define meaningful KPIs, and avoid unnecessary admin salespeople should focus on selling, not paperwork. Complex sales benefit from a team approach Involving subject matter experts and encouraging collaboration between reps builds team spirit and drives better results than competition alone.
While frequent check-ins are valuable, once the right goals and resources are in place, trust your team. Great salespeople thrive with autonomy and support
Finally, incentives matter. Medical device sales reps are motivated by purpose but financial rewards still rank high Whether through commission or performance bonuses, make it count. High-growth companies reward their top performers.
SUCCESS STARTS WITH HIRING THE RIGHT PEOPLE THOSE WITH HEALTHCARE SYSTEM KNOWLEDGE, STRONG EMOTIONAL INTELLIGENCE, PROVEN PROBLEMSOLVING SKILLS, AND THE CONFIDENCE TO LEAD A COMPLEX SALES PROCESS
HAKAN BARANER
MEDTECH OPINION LEADER: HAKAN BARANER TALKS ZAP SURGICAL AND STEREOTACTIC RADIOSURGERY INNOVATION, LEADERSHIP AND ADVISES YOUNG MEDTECH TALENT
Stan: ZAP Surgical uses some really advanced technology to perform radiosurgery treatments. What is a radiosurgery treatment ? Can you explain in simple terms how the ZAP-X Gyroscopic Radiosurgery Platform works, and what makes it different from other treatments?
Hakan: Stereotactic radiosurgery (SRS) is a well-established procedure for the non-invasive treatment of many brain tumors including brain metastases, meningiomas, and acoustic neuromas, as well as other intracranial disorders such as trigeminal neuralgia and arteriovenous malformations.
Considered an alternative to surgery for these indications, SRS often provides equivalent to superior outcomes, yet requires no surgical incision, and little to no patient recovery period Typically completed in a single brief outpatient visit, SRS allows patients to often resume normal activities on the same day as treatment.
ZAP-X uses an entirely unique gyroscopic gantry design, allowing it to direct high-precision radiation beams from over one thousand potential unique angles, all originating from and spread throughout a very large sphere In comparison, many historical radiation delivery systems simply deliver radiation from just a single plane
ZAP-X’s pioneering “multi-plane” design allows it to better concentrate radiation on the tumor target and optimize protection of healthy brain tissue and future patient neuro-cognitive function
ZAP-X is also recognized for being the first and only “vault-free” radiosurgery delivery system, thereby eliminating the need to build costly radiation treatment bunkers.
All other radiosurgery delivery systems are essentially encased and hidden from public view behind several meters of high density concrete shielding. In addition to significantly reducing shielding expenses, the “vault-free” ZAP-X
design allows hospitals to showcase their radiosurgery expertise by placing within floor to ceiling windows in lobbies or walkways, or simple conversion of under-utilized yet highly visible spaces
And lastly, utilizing a modern linear accelerator to produce radiation, ZAP-X is also the first and only dedicated intracranial radiosurgery system to no longer require Cobalt-60 radioactive sources. This innovation eliminates the significant costs to license, secure and regularly replace live radioactive isotopes, as well as removes related security risks and dangers.
Stan: As a leader in the EIMEA region, what's the most important thing you've learned about working with teams from different countries and cultures?
Hakan: Every country has its own unique realities. It is extremely important to develop the ability to understand, respect, and adapt to diverse cultural norms, communication styles, and work practices Leading in EIMEA requires cultural agility being able to navigate and bridge cultural differences effectively while fostering inclusion and collaboration Leaders must embrace diversity, listen actively, and adapt to the cultural nuances of their teams.
S
tan: What advice would you give to young people who are interested in a career in the medical technology field, especially if they want to become leaders themselves?
Hakan: MedTech is a fusion of medicine, technology, and business. Leaders in this field need to understand all three It is a landscape evolves rapidly
Be open to learning new technologies, regulations, and business models
Stay curious, and build a career that makes a real impact on people’s lives.
Cultivate a mindset of curiosity and adaptability Learn to listen
In a fast-moving industry like MedTech, proactive problem-solving is invaluable. Don't wait for someone to tell you what to do seek out opportunities, propose solutions, and take action
Whether you're an engineer designing a medical device, a data scientist analyzing patient outcomes, or an entrepreneur launching a health-tech startup, initiative sets leaders apart from followers.
EVERY COUNTRY HAS ITS OWN UNIQUE REALITIES. IT IS EXTREMELY IMPORTANT TO DEVELOP THE ABILITY TO UNDERSTAND, RESPECT, AND ADAPT TO DIVERSE CULTURAL NORMS, COMMUNICATION STYLES, AND WORK PRACTICES
MICHAEL HEUER
MEDTECH OPINION LEADER: MICHAEL HEUER TALKS INNOVATION IN AFIB MANAGEMENT, AI IN EP, EUROPEAN MARKET ADOPTION AND CROSS-INDUSTRY COLLABORATION
Stan: What emerging technologies in AFib management do you find most promising?
Michael: Pulsed Field Ablation (PFA) is rapidly becoming the gold standard in AFib treatment With AFib cases rising globally, efficiency and safety are key factors, and PFA offers strong efficacy with a favorable safety profile. Several second-generation systems are in development, including Field Medical, Pulse Biosciences, and Arga MedTech.
Additionally, hybrid approaches such as PulsedField-Cryo-Ablation (PFCA) are being explored in the field However, these technologies still face challenges related to setup complexity and procedural efficiency, which currently limit its readiness for routine clinical use
Beyond PFA, alternative energy sources for ablation are emerging. Companies such as AQUA Heart, Inc (California), Healium Medical (Israel), and MedLumics, S L (Spain) are developing novel ablation technologies, including both thermal and non-thermal approaches, which could introduce new safety and efficacy advantages
Stan: How do you see the role of AI, remote monitoring, or digital health tools in electrophysiology?
Michael: The impact of AI, remote monitoring, and digital health tools in electrophysiology is growing, particularly in diagnostics and clinical decision support. Several startups are advancing AI-powered solutions in this space. Notable players include:
Volta Medical, CathVision, and Cortex –already commercialized and actively used in clinical practice
Vector Medical Corporation and EnChannel Medical LTD – still in pre-commercial stages but developing promising AI-based diagnostic and mapping solutions
These AI-driven analysis tools might significantly improve diagnostic accuracy, procedural efficiency, and data interpretation, leading to time savings and optimized ablation strategies.
However, despite their clinical potential, commercial viability remains a major challenge, especially in Europe. Due to current reimbursement structures, many startups struggle to demonstrate financial sustainability Successful adoption will require:
Integration into large corporate platforms, ensuring broader accessibility and scalability Alignment with existing healthcare infrastructure, allowing seamless implementation into clinical workflows
Without these steps, widespread adoption will remain slow, despite AI’s clear potential to enhance outcomes and efficiency in electrophysiology
PULSED FIELD ABLATION (PFA) IS RAPIDLY BECOMING
THE GOLD STANDARD IN AFIB TREATMENT. WITH AFIB CASES RISING GLOBALLY, EFFICIENCY AND SAFETY ARE KEY FACTORS, AND PFA OFFERS STRONG EFFICACY WITH A FAVORABLE SAFETY PROFILE
Stan: What are the biggest challenges in adopting new technologies in this space?
Michael: The regulatory landscape in Europe has changed dramatically, presenting significant hurdles for new technologies
1. MDR & Regulatory Complexity: The introduction of Medical Device Regulation (MDR) in Europe has made the approval process longer, more complex, and resource intensive. Previously, Europe was the first market for innovative medical technologies, giving clinicians early access years before the U S Now, many startups prioritize FDA approval in the U.S., seeking acquisition during clinical trials rather than navigating MDR hurdles in Europe
2. Germany's Approval Delays & Clinical Trial Challenges: Germany, as the largest European MedTech market, has become less attractive for early-stage clinical trials. The introduction of BfArM (Federal Institute for Drugs and Medical Devices) has extended approval timelines from 3–4 months to 8–10 months, while other European countries still approve within 2–4 months. As a result, Germany is no longer the primary destination for First-in-Human or MDR trials, pushing innovation elsewhere
3. Reimbursement & Economic Barriers: European hospitals, particularly privately managed institutions, operate under strict financial pressures. As a result, hospital administrations hesitate to adopt new, highercost technologies unless immediate economic benefits are clear The current reimbursement model still favors repeated procedures rather than rewarding higher success rates in initial treatments A more progressive reimbursement system could encourage better clinical outcomes while reducing overall healthcare costs.
To remain competitive, Europe must streamline approvals, reform reimbursement policies, and incentivize innovation, or risk falling behind as a global MedTech leader.
Stan: How do you see cross-industry collaboration shaping the future of EP technologies?
Michael: Cross-industry collaboration is becoming an essential driver of innovation in electrophysiology, enabling faster technology advancements, improved patient outcomes, and increased clinical efficiency
By integrating expertise from adjacent fields, the EP space can benefit in several key areas:
1. AI & Data Science: Enhancing EP Diagnostics & Decision-Making Collaborations with AI and big data companies are enabling real-time, AI-assisted ECG/EGM interpretation, improving diagnostic accuracy and procedural efficiency.
Machine learning is helping to predict arrhythmia recurrence and personalize ablation strategies, ultimately leading to better long-term outcomes.
2. Imaging & Robotics: Advancing Precision & Workflow Optimization Partnerships with medical imaging companies (e.g., Siemens, Philips, GE Healthcare) are leading to better integration of real-time imaging with EP procedures, enhancing catheter navigation and lesion assessment.
Even though robotics in EP is still struggling to gain full acceptance, collaboration with robotics firms remains necessary to drive the development of robot-assisted catheter navigation, improving precision while reducing radiation exposure and operator fatigue
3. Consumer Health & Wearables: Remote Monitoring & Early Detection Partnerships with wearable technology companies (e g , Apple, Fitbit) are improving early AFib detection through continuous ECG monitoring. Remote patient monitoring solutions enable earlier intervention and better post-ablation follow-up
TO REMAIN COMPETITIVE, EUROPE MUST STREAMLINE APPROVALS, REFORM REIMBURSEMENT POLICIES, AND INCENTIVIZE INNOVATION, OR RISK FALLING BEHIND AS A GLOBAL MEDTECH LEADER
4. Pharma & Bioelectronic Medicine: The Next Frontier Collaboration between EP device manufacturers and pharmaceutical companies is leading to drug-device combination therapies, such as bioelectric implants that modulate autonomic function to prevent arrhythmias Bioelectronic medicine and neuromodulation technologies (e.g., SetPoint Medical, Galvani Bioelectronics) may offer non-invasive or adjunctive approaches to AFib treatment in the future.
Cross-industry collaboration is reshaping EP technologies by integrating AI, imaging, robotics, consumer health, and bioelectronic medicine into smarter, more efficient, and patient-centric solutions These partnerships will be key to improving accessibility, efficiency, and long-term outcomes in AFib management, while also addressing regulatory and reimbursement challenges
Stan: Having being one the most successful commercial executives in the MedTech space what are your top three strategies you follow to make positive impact on the performance of your teams?
Michael: These are my top 3 strategies to ensure positive impact and performance of the team
Building a High-Performing, Trust-Based Team
A successful team thrives on trust, collaboration, and clear communication, ensuring that everyone is aligned and motivated. The key priorities for building such a team are:
1. Trust, Psychological Safety & Active Listening
Trust is the foundation of effective teamwork Psychological safety allows team members to express ideas, ask questions, and challenge decisions without fear Leaders should actively listen to the team, seek feedback, and involve members in decision-making.
2. Close Collaboration, Co-Travelling & Regular Meetings
Strong relationships foster better teamwork. Co-travelling and shared experiences strengthen team bonds In remote settings, structured virtual interactions help maintain connection. Weekly check-ins ensure alignment, provide clarity, and address challenges early Quarterly team meetings allow for strategic reviews, goal-setting, and long-term planning
3. Clear Goals, Reviews & Development Plan
Goals should be specific, measurable, and agreed upon by the team Regular performance reviews help track progress, provide feedback, and support growth
If a team member struggles, a clear development plan should be implemented, including:
Support from the team and leadership. A defined timeline with measurable progress indicators
Transparent expectations on outcomes
If improvement does not occur, decisions about the role must be addressed openly
A great team is built on trust, clarity, and shared accountability. With open communication, structured support, and a commitment to development, performance challenges can be addressed effectively while ensuring the team remains strong and aligned.
CROSS-INDUSTRY COLLABORATION IS RESHAPING EP TECHNOLOGIES BY INTEGRATING AI, IMAGING, ROBOTICS, CONSUMER HEALTH, AND BIOELECTRONIC MEDICINE INTO SMARTER, MORE EFFICIENT, AND PATIENT-CENTRIC SOLUTIONS
MARCO BAIGUINI
MEDTECH OPINION LEADER: MARCO BAIGUINI TALKS OMNICHANNEL STRATEGY, CUSTOMER CENTRIC APPROACH, COLLABORATIVE TEAMS AND FUTURE MEDTECH TRENDS
Stan: How can you develop and implement a strategy to transition from traditional sales rep-centric sales to an omnichannel approach?
Marco: It is crucial to align on the definition of “Omnichannel” as “an organization’s go-tomarket model” that goes beyond just marketing and digitalization Omnichannel encompasses the entire customer journey and involves multiple functions such as Marketing, Sales, Commercial Excellence, IT, Supply Chain, and possibly more Embracing this broad perspective offers a great opportunity to think about the organization’s operating mechanisms and reflect on what could be different, what needs to be created new, developed or simply better interconnected to operationalize such approach
Putting the customer at the center and ensuring an integration of all your channels are two fundamental pillars of embracing Omnichannel
Here's a structured approach to developing and implementing this strategy:
1. Vision:
It is critical to recognize that innovation in MedTech cannot be about new products & services only, it must be also about customer engagement models, considering all the different stakeholders that are directly involved or can influence the purchasing decision, and how they can be better served. This means reimagining the entire commercial approach, leveraging technology and data to create personalized, valuable interactions that would set you apart and allow you to focus your resources where it matters the most
Frame a clear vision statement that defines why you're undertaking this transformation, how your organization will be different after the change and will stand out from competition, what business objectives the organization will achieve with the transformation.
2. Build on solid data through Market Research & Trends:
Most of the industry is likely experiencing customers are increasingly time-constrained and value efficiency in their interactions with vendors There is a growing preference for self-service options and digital channels for routine inquiries and orders, and remote interactions have become a norm Customers seek personalized support for complex decision-making. Different products or customer segments & behaviors might require different sales channels, content and recommendations level
At the same time companies are seeking for more efficient ways to serve different types of customers, or commercialize different types of products and operationalize complex sales processes. Understand your specific challenges & opportunities through customer interviews and market analysis Use data analytics to identify customer preferences and behaviours across different channels and focus on those that you can control & influence directly
3. Development:
Identify key capabilities needed to operationalize your vision This may include advanced CRM systems, AI for personalization, content management for multiple channels, e-commerce platforms and a remote sales force Make it a business-led decision, rather than a technology implementation, and focus on what best fits your market and organization. Form a crossfunctional project team with a clear mandate and governance to drive the program Make sure everyone understands what these new capabilities are, and how they will interact and deliver on the vision you set in the beginning Use a clear and simple narrative, adopt an agile methodology, and test as soon as possible, making sure your capabilities are not just stories but functional prototypes that can be used and experienced
IT IS CRUCIAL TO ALIGN ON THE DEFINITION OF “OMNICHANNEL” AS “AN ORGANIZATION’S GO-TO-MARKET MODEL” THAT GOES BEYOND JUST MARKETING AND DIGITALIZATION
4. Embrace Predictive Analytics and AI:
Integrate advanced predictive analytics and AI into your omnichannel strategy. These technologies can anticipate customer needs, optimize channel selection in real-time, and personalize interactions at scale. For instance, AI-powered chatbots can handle initial customer inquiries, freeing up sales reps for more complex interactions Predictive models can identify which customers are most likely to benefit from which products, allowing for more targeted and efficient sales efforts
5. Implementation:
One of the success factors is to involve the broader team as early as possible in the process, making sure people that are going to be impacted and will eventually use and manage the solutions are well informed and trained, giving them opportunities to contribute in the design. By providing solid guidelines centrally you can allow flexibility to adapt the model to more local needs as well Ensure a robust technology infrastructure and standardized business processes. Change management is crucial, communicate extensively about the benefits of the new approach and implement a comprehensive training program, providing ongoing support to help teams transition.
6. Measuring Results and Improving:
In order to assess the impact of the new capabilities, establish relevant KPIs such as lead generation & conversion rates, customer engagement rates, and sales efficiency metrics Regularly review these metrics to refine your solutions and overall model continuously.
You should be aware that these transitions will not be without challenges. You'll likely face initial resistance, for example from some sales reps who might fear being replaced by digital channels
However, by demonstrating how the omnichannel approach actually enhances their role – allowing them to focus on high-value interactions while digital channels handle routine tasks – you will be able to gain their buy-in and leverage their expertise in shaping the new model.
While the initial investment may be significant, the long-term ROI of an omnichannel approach can be substantial. Expect to see increased customer satisfaction, improved sales efficiency, and growth in market share Additionally, you'll have positioned yourselves as an innovative partner in the customers' success, and engaged your team in a growth journey, fostering creativity and hopefully having some fun!
Stan: How do you identify and understand the specific needs and challenges of your customers to offer tailored solutions?
Marco: Identifying and understanding customers' specific needs and challenges involves a multifaceted approach:
1. Customer Interviews and Voice of Customers (VoC) programs:
Conduct in-depth interviews to gain firsthand insights into their needs and challenges. These conversations allow to understand their perspectives directly and uncover pain points that may not be immediately obvious Implementing systematic VoC programs to regularly capture and analyze customer feedback across all touchpoints can be also a great opportunity to keep this dialogue on-going
2. Internal Expertise and Competitive Analysis:
Tap into the wealth of knowledge and experience of your team. This involves reflecting on the data points you’ve accumulated and synthesizing the insights from various team members who interact with customers in different capacities.
WHILE THE INITIAL INVESTMENT MAY BE SIGNIFICANT, THE LONG-TERM ROI OF AN OMNICHANNEL APPROACH CAN BE SUBSTANTIAL
Regularly assess competitors' offerings to identify gaps in the market and unmet customer needs. To support your analysis, you can leverage big data and advanced analytics to uncover patterns in customer behavior and preferences This can complement the humancentric approaches and provide quantitative insights.
3. Prototyping, testing and collecting feedback:
Build and deploy Minimum Viable Products (MVPs) to gather authentic feedback and insights, then continually refine your prototypes based on those. These prototypes don’t need to be perfect but functional enough to be deployed for real-world use, allowing to gather authentic user experience and customer reactions, and a good mix of insights.
4. Iterative Improvement:
Continually refine your prototypes based on feedback and observations This iterative process allows to rapidly improve your solutions, ensuring they evolve to meet customer needs more effectively. The ongoing nature of this process ensures that you stay closely aligned with all stakeholders’ evolving needs and challenges, as well as your progressive learning and understanding of the different, and often unknown, details and sub components of your solution
Stan: How do you ensure seamless collaboration between different departments (e.g., sales, marketing, IT, etc.) to deliver cohesive solutions to customers?
Marco: Ensuring seamless collaboration between departments is crucial for delivering cohesive solutions:
1. Leverage a powerful vision to help team members understand how their collaborative efforts contribute to overall goals. Coach and address resistance, providing guidance on effective cross-departmental work
2. Establish a formal program with clear management and governance structures. Involve senior management and secure sponsorship to prioritize collaborative efforts. Form cross-functional teams with members from different departments based on specific knowledge and areas of responsibility.
3. Implement Collaborative Tools and Processes. You can utilize project management practice and communication tools that facilitate cross-functional information sharing and collaboration Leverage testimonials from peers who have successfully collaborated, appointing peer ambassadors to champion collaborative efforts, and also regularly sharing success stories to demonstrate the tangible benefits of teamwork
4. Establish Shared KPIs. Develop performance metrics that encourage collaboration rather than departmental silos Proactively identify and address challenges such as conflicting priorities, communication barriers, or resource constraints By implementing these strategies, you create an environment where collaboration is not just encouraged but expected and enabled.
Stan: What future trends do you foresee in the MedTech sales landscape, and how do you plan to stay ahead of these changes while continuing to focus?
Marco: Some of the most significant trends shaping the MedTech sales landscape in the coming years are in my opinion:
A continued increase in sales complexity.
This will be driven by the introduction of more sophisticated, integrated service offerings and a growing number of stakeholders involved in purchasing decisions. Demand for personalization will continue to grow accordingly, with professionals needing tailored, high-value content delivered efficiently through appropriate channels.
ENSURING SEAMLESS COLLABORATION BETWEEN DEPARTMENTS IS CRUCIAL FOR DELIVERING COHESIVE SOLUTIONS
A growing expectation for Value-Based Healthcare will drive a shift towards outcomesbased reimbursement models requiring sales teams to articulate the value proposition of products in terms of patient outcomes and costeffectiveness
Technology Integration.
From Leveraging data collection and integration to generate actionable insights, to Artificial Intelligence and Machine Learning that will revolutionize MedTech sales From predictive analytics to automated customer interactions and personalized product recommendations. Remote Selling and Virtual Engagement are also becoming more common Digital sales tools and virtual product demonstrations will become permanent fixtures in the sales landscape. It will be important to also consider evolving regulations, particularly around data privacy, as they will likely impact sales & marketing strategies, data collections and analytics.
Finally, from an organizational perspective, the industry will likely continue to face pressure to optimize costs and increase efficiency.
This will require to be smarter about where to focus efforts, prioritizing high-potential opportunities and improving conversion rates. It will be key to find ways to reach more potential customers, create new opportunities, and work more efficiently on real priorities.
Staying ahead of these changes while maintaining an omnichannel focus will require a commitment to continuous learning and adaptation, developing robust data analysis capabilities to inform strategy, upskilling the commercial team to effectively use new technologies and insights and implementing an Agile Sales Approach to allow for quick pivots in response to market changes Companies might also need to prioritize Customer Success and Shifting focus from purely sales-driven metrics to long-term customer value and outcomes
By focusing on these areas, MedTech companies can position themselves to thrive in an increasingly complex and technology-driven sales landscape. I am personally confident it will be a tremendous opportunity for those that are curious and embrace a growth mindset, and am looking forward with enthusiasm and energy to the possibility of shaping MedTech and making a positive impact for all stakeholders
A GROWING EXPECTATION FOR VALUE-BASED HEALTHCARE WILL DRIVE A SHIFT TOWARDS OUTCOMESBASED REIMBURSEMENT MODELS REQUIRING SALES TEAMS TO ARTICULATE THE VALUE PROPOSITION OF PRODUCTS IN TERMS OF PATIENT OUTCOMES AND
COSTEFFECTIVENESS.
SILKE RIEMER
MEDTECH OPINION LEADER: SILKE RIEMER ON SELLING IN EUROPE, CUSTOMER-CENTRIC SALES, ADVISING INVESTORS, AND THE "OUR MEDTECH LIVES" PODCAST
Stan: Why companies failing to sell MedTech in Europe?
Silke: A one-size-fits-all go-to-market strategy almost never works Europe is a very complex area with fragmented markets with stricter regulatory requirements being introduced in recent years such as EU Medical Device Regulation (MDR) Many companies underestimate the time, costs, resources and documentation needed for CE marking under MDR. Product approval delays affect especially startups or small to mid-sized companies Even products previously approved under MDD may now require re-evaluation.
More than 20 official languages make the European market entry even more difficult as you need all official documents in the local language when you want to sell
As said Europe isn’t one single market, it is an area with 47 countries with different health systems
Once you obtained the regulatory approval for your product it still doesn’t mean that you are getting paid Companies must navigate country specific reimbursement processes In certain countries this requires additional local clinical trials or health economics data.
Once you got your product market ready you need to decide on the right sales channel. While in some countries direct sales operations are preferred in other markets distributor business dominates Finding the most suitable distributor can also be a challenge. Especially when you introduce a new technology, product or treatment category which requires a lot of dedication to the new project in their portfolio the distributors might not allocate the resources you wish for and products with a shorter sales cycle and faster ROI might be preferred
Assuming that you have an exciting product, the cultural differences might appear. While in some countries doctors like to compete for being the first user, other markets will require pilot projects lead by KOL’s.
Cultural differences are also evident when it comes to the sales and marketing language you are using, which means that translating sales and marketing material would not be enough.
Stan: Being a MedTech Commercial Leader for many years what is your approach to customers?
Silke: Also this is very different from country to country in Europe. While in some countries customers appreciate the direct communication with the leadership team, physicians in other countries purely rely on their local support and reject “managers’ tourism”. This word is not my invention, one of my customers has coined this term when I was a sales rep and told them that my manager wanted to come with me to visit them.
But no matter if I am visiting a customer or I coach my team, the standard I set is to always add value for the customer. It might be a painful realisation but no physician, no purchaser or any other stakeholder cares if you sell or not The only thing that counts is what problem you are solving for them or which added value you are delivering. This is always true, but is even more important in the private sector where health care professionals have no fix income and only make money when treating patients. This means that every meeting with an industry representative is an investment for them and the ROI matters While most salespeople are intrinsically motivated some complain about the complexity and the high need for explanation in MedTech sales Here is my answer to that The people in the sales department are among the best paid in the company, for exactly the reason mentioned above - the stakes are high, the audience is sophisticated, and the buying decisions are rarely quick or simple You are often dealing with multiple decision-makers, there is rarely just one customer.
Therefore, always be prepared to the maximum to minimise the time you are taking from your (potential) customer and add the most possible value to each and every meeting
A ONE-SIZE-FITS-ALL GO-TO-MARKET STRATEGY ALMOST NEVER WORKS. EUROPE IS A VERY COMPLEX AREA WITH FRAGMENTED MARKETS WITH STRICTER REGULATORY REQUIREMENTS
Build a compelling value proposition for each stakeholder If you want to perfect it, take this advice I got long, long time ago and never forgot. Never go to a customer meeting with material you could also give to someone else
And finally always remember, at the very end the entirety of customers decide whether your company succeeds or fails As the face of the company to the customer, you play a major role in the success of your company.
Stan: I know that you give back a lot to MedTech Professional community by running your own podcast called Our MedTech Lives, how did you come up with this idea?
Silke: This podcast developed from an annual MedTech industry day for the University of St. Gallen MBA program which we ran as a group of senior MedTech executives for 9 years under the leadership of my ex-colleague, ex-manager and now co-host and good friend Kashif Ikram.
Following these MedTech days we were always approached by many participants with mostly the same questions, especially about how to get into our industry.
When starting to brainstorm about a potential podcast we realised that most of us started in MedTech by coincidence, even careers happened by chances. We were wondering what if we could help people to make conscious decisions With our podcast we aim to attract talents and help people develop their careers in our industry.
We interview veterans of the Medical Device industry and learn about their career journeys, what they are proud of achieving or being involved in and what were the challenges they had to overcome We also touch on different areas of med-device illustrating the huge variety of careers in this wonderful industry.
You can watch “Our MedTech Lives” on Youtube or listen to the episodes on Spotify
Stan: What advise would you give to Investors who are willing to strengthen their sales teams?
Silke: Building a sales team does not only mean hiring reps You build a commercial function that needs to match your product’s maturity, market access requirements and buyer behavior.
Think through the entire sales cycle and adapt it to the local market. A super simple example. Many US companies start to sell in Europe offering credit card as the only payment option that is accepted almost nowhere in our region
Yes, that means that you need a lot of local sales people, whether direct sales people or distributors and agents to cover the European market. Also not to be forgotten are the supporting functions, be it marketing, regulatory, clinical, legal etc , etc I do not intend to exclude anyone or rank them according to importance Ultimately, everyone is part of the success.
What I see on the other side is an over-hiring of commercial leaders who often fail without having a corporate structure. I would hire people with entrepreneurial mindset who have done successful commercial launches; people, who roll up their sleeves and do not mind going into the field themselves and have not too junior local sales people who could potentially grow into a more senior role
The commercial clusters can become smaller as the company becomes more successful, you can grow the leadership team at any time.
My urgent advice is to invest in a user friendly CRM early. Lots of startup companies think that you can handle your pipeline easily at the beginning Which might be true, but The earlier you start with the data entry the easier it is due to the smaller size of data. You do not lose data when entering it all later. You as the company own your data right from the beginning and do not rely on sales reps to report everything you need to know and you do not need to rely on the goodwill of handing over complete data if people leave the company
BUILDING A SALES TEAM DOES NOT ONLY MEAN HIRING REPS. YOU BUILD A COMMERCIAL FUNCTION THAT NEEDS TO MATCH YOUR PRODUCT’S MATURITY, MARKET ACCESS
REQUIREMENTS AND BUYER BEHAVIOR.
As a sales leader it is difficult to project results if you do not have a precise overview of deal stages in your pipeline.
Also accurate sales targets are challenging to predict But exact figures are key to success for a startup company when it comes to financing rounds or if you need investors trust in case of corrective actions and it even plays an important role in purchasing decisions
The last question investors might ask themselves I would like to put up for discussion How much knowledge of your specific target market or product knowledge should the first commercial hires have? Recently I see more and more requests for an existing customer network and knowledge which goes down not only to a specific medical specialty but to a very specific product category.
Me personally, I have successfully launched products into new markets for me. I do not believe in “selling to friends” in medical business. I believe in a good onboarding training and experience in sales strategies and tactics Also the identification with and the loyalty to a company is much higher when not poaching employees from the competition And stability and relationships of trust internally and externally are key for your long-term success.
ME PERSONALLY, I HAVE SUCCESSFULLY LAUNCHED PRODUCTS INTO NEW MARKETS FOR ME. I DO NOT BELIEVE IN “SELLING TO FRIENDS” IN MEDICAL BUSINESS. I BELIEVE IN A GOOD ONBOARDING TRAINING AND EXPERIENCE IN SALES STRATEGIES AND TACTICS
CHRISTIAN FRENER
MEDTECH OPINION LEADER: CHRISTIAN FRENER TALKS
ORGANIZATIONAL BEHAVIOR, ITS IMPACT ON PERFORMANCE, MANAGING REGIONAL DIFFERENCES, ONBOARDING
Stan: Hi Christian, I am very happy to have you with us today regarding the continuous series of Q&As where we talk about organizational behavior, culture and hiring strategies from the Executive HR stand point. To start our conversation I want to ask you what strategies can be used to motivate individuals and teams towards achieving organizational goals?
Christian: Hi Stan, thank you for having me. Interesting...
Counter question, is it the task of the company / the supervisor to motivate the employees / team members? Shouldn't it be a matter of course that every employee shows up to work motivated and approaches and performs his or her tasks with a positive basic motivation? When it comes to high performance and meeting or exceeding individual, team, and company goals, a combination of strategies is required to address each employee's individual needs and aspirations and align them with the company's overall goals
In order to derive clear goals at the business unit, department, team and ultimately individual level, the question is whether employees understand and comprehend the overall goals of the company. It should be a given, even if the reality of is different, to set clear, specific, and achievable goals that align with the overall goals of the organization These goals need to be discussed with individuals and teams and put in writing. Quarterly review and possible adjustment or prioritization is recommended
Artificial revenue goals that cannot be achieved under any circumstances are demotivating and do not achieve the anticipated results First, team members and teams should understand the purpose and importance of their work. Here, team leaders/department heads have a responsibility to help employees understand this
A vision/mission, such as fighting cancer in a sustainable way, is very effective in motivating employees and teams to do their best every day
They emphasize the impact each employee has and the value they bring to the company and society.
Team members and teams should have a sense of autonomy and ownership in their work They should have the freedom to make decisions, solve problems, and take ownership of their tasks Team leaders are responsible for encouraging employees to foster creativity, innovation, and independent thinking.
Recognizing and rewarding individuals and teams for their achievements and contributions is essential. I strongly believe that praise or a thank you for a great performance is a tremendous motivator On the other hand, I am a big proponent of a clear and transparent reward and recognition system combined with a performance-based approach that recognizes the efforts of employees and teams and motivates them to excel A guaranteed payout misses the mark and should be avoided.
Supervisors are encouraged to provide regular feedback to employees and teams Praise as well as constructive criticism, guidance and support from supervisors motivate and improve employee performance This fosters a culture of continuous learning and growth
Investing in the professional development of individuals and teams pays off! Provide opportunities for continuing education, skill enhancement, and career advancement. Show genuine interest in employees' personal development and help them reach their potential
Encourage collaboration and teamwork among individuals and teams. Create a supportive and inclusive work environment where employees can collaborate, share knowledge, and learn from each other. Foster a sense of camaraderie and collective responsibility.
Ensure effective communication within the organization. Keep individuals and teams informed of progress toward goals, strategy changes, and relevant information
RECOGNIZING AND REWARDING INDIVIDUALS AND TEAMS FOR THEIR ACHIEVEMENTS AND CONTRIBUTIONS IS ESSENTIAL. I STRONGLY BELIEVE THAT PRAISE OR A THANK YOU FOR A GREAT PERFORMANCE IS A TREMENDOUS MOTIVATOR
Encourage open and transparent communication channels for sharing ideas, concerns, and feedback.
Leaders play a critical role in motivating individuals and teams Lead by example and demonstrate enthusiasm, dedication, and a strong work ethic. Show genuine interest in the well-being of your team members and provide guidance and support when needed
Recognize the importance of work-life balance and create a supportive environment that enables individuals to maintain a healthy worklife balance. Encourage flexible work arrangements and provide support to manage workload and stress
Stan: How do regional differences affect human resource management?
Christian: Regional differences can have a significant impact on human resource management (HRM) practices within an organization. Organizations that take a centralized HRM approach often inadvertently overlook these subtleties, which can affect talent attraction and retention, among other things, and ultimately weaken the success of the region.
Laws and regulations governing labor practices vary between regions and particularly at the country level
Specific mention should be made of minimum wages, statutory allowances, working hours and legal requirements for overtime and weekend assignments, employee rights, vacation policies, social security requirements Compliance with these local regulations is essential
Regional differences affect the availability and quality of the labor market Factors such as population density, education levels and skills availability vary from country to country. HRM must adapt their recruitment and selection strategies to attract and retain the best talent in each region Regional differences in cost of living and economic conditions can impact compensation and benefits packages. HRM must consider these differences to ensure that employee compensation is competitive and in line with local industry standards where talent is recruited. For example, a salary that is considered attractive in one country may be inadequate in a neighboring country due to differences in the cost of living. Furthermore, it is important to note that any legal requirements regarding participation in the company's success in the form of a profit-sharing bonus e g France may not apply in other countries.
In regions with multiple languages or dialects, HRM should consider language requirements for effective communication and collaboration in all circumstances. This includes ensuring that job postings, policies and training materials are available in the appropriate languages to promote understanding and integration and to comply with country-specific requirements. The latter is essential, especially in organizations that communicate using a common corporate language.
Employee expectations and preferences can vary from region to region Factors such as worklife balance, job security, opportunities for advancement, and work culture can significantly influence HRM practices Country-specific, effective employee engagement and satisfaction strategies must be developed and applied to ensure long-term success.
IN REGIONS WITH MULTIPLE LANGUAGES OR DIALECTS, HRM SHOULD CONSIDER LANGUAGE REQUIREMENTS FOR EFFECTIVE COMMUNICATION AND COLLABORATION IN ALL CIRCUMSTANCES
For example, recognition programs, performance incentives, and employee development initiatives must be tailored to the specific needs and preferences of employees in each region and, in some cases, at the country level
Flexibility and adaptability are key to successfully managing HRM practices in different regions and countries
Stan: How do soft factors like communication skills, leadership potential, and cultural fit influence the hiring process?
Christian: Soft factors such as communication skills, leadership potential and cultural fit play an important role in the hiring process While technical qualifications and hard skills are elementary, soft factors often determine whether the new employee will feel comfortable in a company and contribute effectively to its goals During the hiring process, interviewers often assess an applicant's communication skills through interviews, written communication samples, and presentations Strong communication skills can be indicative of a person's ability to express themselves, actively listen, and build relationships.
Even if a position does not involve direct management duties, leadership skills can still be valuable in influencing team dynamics, driving projects, and taking initiative Employers assess leadership potential through behavioral interview questions, case studies, or assessment exercises. Candidates who demonstrate leadership qualities, such as taking ownership, inspiring others, and problem solving, tend to be highly sought after.
Cultural fit refers to how well an applicant's values, work style, and personality align with the company's culture and values. Employers often look at cultural fit to ensure that new hires integrate well with the team and work environment Cultural fit can be determined through interviews, reference checks, and even informal interactions. Employers look for candidates who share similar values, have compatible work styles, and can easily adapt to the company's norms and practices.
These soft factors influence the hiring process in several ways First, they help employers assess an applicant's potential for success at the company. Technical skills can be developed over time, but soft skills are often more difficult to teach Second, soft factors contribute to team dynamics and cohesion. Hiring candidates who have strong communication skills and leadership potential can improve collaboration and productivity within the team Finally, cultural fit makes employees feel comfortable and engaged, which reduces turnover and increases overall job satisfaction
SOFT FACTORS SUCH AS COMMUNICATION SKILLS, LEADERSHIP POTENTIAL AND CULTURAL FIT PLAY AN IMPORTANT ROLE IN THE HIRING PROCESS. WHILE TECHNICAL QUALIFICATIONS AND HARD SKILLS ARE ELEMENTARY, SOFT FACTORS OFTEN DETERMINE WHETHER THE NEW EMPLOYEE WILL FEEL COMFORTABLE IN A COMPANY AND CONTRIBUTE EFFECTIVELY TO ITS GOALS.
CHRISTOPHER HALL
MEDTECH OPINION LEADER: CHRISTOPHER HALL TALKS WEARABLES
MEDTECH INDUSTRY, HEALTHCARE OPPORTUNITIES IN APAC, BUILDING
NEW VERTICALS AND LEADERSHIP
Stan: Hi Christopher, thank you very much for your time spent with us today. I know that you have spent many years in the wearables and digital health medtech industry. Given your extensive experience, could you share with our readers what you believe are the important factors that impact the user adoption and effectiveness of wearables in improving health outcomes?
Christopher: Hi Stan, thank you for your question. Firstly, we have to focus on the user. We can have a wearable with the most amazing technology and design, but if users find it too complex or cumbersome to use, we have nothing. And human behavior is the hardest thing to change, so the more intuitive and seamless the wearable experience is to our existing behaviors, the more likely we will wear, use and engage with it. Remove all friction. Ensure that the user is at the center of all product design and experience design Think about how to keep user engagement strong, be it gamification or monetary rewards. This last part is important To achieve true scalability in wearable and digital health, I believe user incentives are necessary. This can range from paying users to adopt and maintain healthy behaviors, compensating them for their data, or rewarding positive actions
Secondly, integrating with the health ecosystem is essential Strong partnerships outlast standalone solutions, which often face competition and commoditization. We are seeing more examples of pharma companies working with digital health to drive drug compliance, improve adherence, and boost patient engagement Devices like the Apple Watch offer diagnostic functionality for heart arrhythmia and fall prevention, for instance, and they can directly connect to a care team to provide intervention This is one example of how more consumers’ and patients’ health will be addressed in the future, across many conditions including diabetes, sleep abnormalities, respiratory health, hypertension, and mental health. A few other companies offering remote monitoring are, Omron, Biofourmis, Livongo, Omada Health, and Biobeat
Stan: You have been in various leadership executive positions for many years in the HealthTech and MedTech sectors and covered International Markets excessively including APAC. What do you see as the healthcare opportunity in this region?
Christopher: The US market is the largest MedTech market today, while the EU takes a distant second APAC as a whole is behind them. However, the APAC region is home to roughly 60% of the global population, or to put it in perspective, more than 12 times the US population We don’t need to go into the details of the addressable market to see the opportunity this already represents. Specifically, in some markets Japan, Korea, and increasingly China and Singapore an aging population will be a big focus for healthcare solutions. Meanwhile, countries with large remote populations like India and Indonesia have the opportunity of an underserved market But there remain significant challenges for healthcare here. Among them, are market fragmentation, infrastructure, and overall rising healthcare costs, even if that inflation is lower than in other markets.
Every APAC country requires a different strategy and significant localization, not only because of their broad cultural differences, but also because of different regulatory, political, economic, and trade structures
WE CAN HAVE A WEARABLE WITH THE MOST AMAZING TECHNOLOGY AND DESIGN, BUT IF USERS FIND IT TOO COMPLEX OR CUMBERSOME TO USE, WE HAVE NOTHING
Stan: How do you build new verticals in healthcare?
Christopher: Building new verticals is about serving more specific types of customers – a niche, in some cases –with the products and services we already have. For instance, at Fitbit, I was tasked with building a B2B healthcare vertical in APAC and I quickly identified that the greatest path to impacting population health was to work with governments. To offer our products as a preventative tool for their citizens and reduce healthcare inflation I approached the Health Promotion Board first, which is the prevention arm of Singapore’s Ministry of Health, and we worked together to launch a nationwide prevention program using biomarker monitoring and rewards for healthy habits
Another way to build a vertical is to create new products or services from our existing resources, thereby creating a new stream of revenue with less expenditure. For instance, I was previously at a private pharma company in the US that manufactured IV injectables The company was hit with financial challenges at one point due to FDA approval delays, and in my commercial role there, I scrambled to find new revenue streams. I discovered that our production facility had an artesian well to provide an unlimited supply of clean water, and I thought, could we sell bottled water? Conveniently, I knew that one of our company’s board members was a CEO of a regional supermarket chain Fast forward several months and our pharma company was selling over a million gallons of water per month, creating a supplementary revenue stream with little expenditure
Stan: Can you give examples of interesting verticals created in healthcare recently?
Christopher: Continuous Glucose Monitors (CGMs) Dexcom, Medtronic, and Abbott –created for diabetes care – have a great opportunity to expand into a new market segment addressing weight loss management within primary care.
Home monitoring like Google Home and Alexa building partnerships for additional health utility for example, diagnosing conditions like sleep aponia. As I mentioned before, I love these types of solutions because the monitoring is passive and doesn’t require the patient or consumer to change their behavior. For wearables and smartphone digital health, eliminating the need for users to change and adhere is a key way to scale
Stan: How do you define success in commercial leadership within the MedTech space?
Christopher: Bringing to market health solutions that make a visible impact on improving outcomes, at the same time ensuring that those solutions generate profit for the company and our partners. Solutions that don’t reach the right people, or solutions that don’t financially sustain its stakeholders are not long-term solutions Internally, it’s important that the incentive structures we create for our sales team are in line with both impact and profit objectives It’s equally important though to recognize that incentive structures should be reviewed constantly, firstly to ensure that they continue to align with our objectives, but also to keep pace with changes in consumer behavior, competitive landscape, regulation, and the overall healthcare ecosystem.
BUILDING
NEW VERTICALS IS ABOUT SERVING MORE SPECIFIC TYPES OF CUSTOMERS – A NICHE, IN SOME CASES –WITH THE PRODUCTS AND SERVICES WE ALREADY HAVE
STAN KALININ
MEDTECH OPINION LEADER: STAN KALININ TALKS THE WINNING MINDSET: HOW SPORTS CAN MOTIVATE MEDTECH SALES TEAMS? BUILDING A HIGH-PERFORMING WORKFORCE IN MEDTECH. THE POWER OF CORPORATE CULTURE, FOUNDATIONS, HR STRATEGY, CULTURE TRANSFORMATION
Building a High-Performing Workforce in MedTech. The Power of Corporate Culture, Foundations, HR Strategy, Culture Transformation.
The Foundation: Understanding Your Culture
An organization's culture, its core values, behaviors, and beliefs, shapes everything from decision-making to employee interactions As Cowling and Lundy (1996) put it, culture is "the way we do things around here." Recognizing your existing culture is crucial for effective hiring and onboarding Matching new team members with the culture from the start reduces mismatched expectations and boosts retention.
Different Cultures, Different Strengths
Several dominant cultural types exist:
Clan Culture: Emphasizes teamwork and family atmosphere, common in smaller businesses
Adhocracy Culture: Focuses on innovation and creativity, often seen in startups
Market Culture: Driven by competition, results, and efficiency, prevalent in FMCG companies
Hierarchy Culture: Values consistency and predictability, common in highly regulated environments
Hiring for Cultural Fit
Transparency about your company culture during hiring is essential Understanding the cultural landscape upfront helps attract candidates who align with your values and goals. Evaluating cultural fit alongside skills and competencies prevents misunderstandings and reduces turnover.
Strategies for a Motivated MedTech Workforce
Employee Motivation and Engagement
Intrinsic Motivation: Connect individual roles to the company's mission for a deeper sense of purpose.
Clear Goals: Set and regularly review realistic goals at all levels, fostering ownership. Autonomy and Ownership: Empower employees with decision-making and encourage innovation.
Recognition and Rewards
Transparent Reward Systems: Tie performance-based incentives directly to contributions.
Regular Feedback: Foster a culture of continuous feedback for growth and engagement
Professional Development
Continuous Learning: Invest in education and career advancement opportunities
Supportive Leadership: Leaders should mentor, guide, and demonstrate passion for the company's mission.
Adapting to a Global Workforce
Regional Differences: Tailor HR practices to local laws, regulations, and cultural norms. Language and Communication: Ensure clear communication across regions with inclusive materials
UNDERSTANDING YOUR CULTURE
AN ORGANIZATION'S CULTURE, ITS CORE VALUES, BEHAVIORS, AND BELIEFS, SHAPES EVERYTHING FROM DECISION-MAKING TO EMPLOYEE INTERACTIONS
Beyond Skills: Hiring for Soft Skills
Communication Skills: Prioritize strong communication for teamwork and customer interactions.
Leadership Potential: Look for leadership qualities in all roles to inspire and drive projects
Cultural Fit: Assess cultural fit to enhance team cohesion and reduce turnover
Building a Collaborative and Communicative Team
Promoting Collaboration: Encourage knowledge sharing and teamwork to build camaraderie and collective responsibility
Effective Communication Channels: Maintain transparency by keeping employees informed about company progress and strategy changes
STAN KALININ
The Winning Mindset: How Sports Can Motivate MedTech Sales Teams?
I have always liked drawing parallels between the business environment and sports There is so much in common
In the current economic climate, finding inner motivation can be challenging
However, viewing business and sales performance through a sports performance prism can significantly enhance your perspective, especially in fields like MedTech
Just like athletes appreciate results because of the hard work they put in, success in MedTech sales isn't guaranteed despite navigating complex regulations, keeping up with rapid technological advancements, and addressing the critical needs of healthcare providers and patients Think of the struggle to get a revolutionary medical device past the FDA or CE mark (MDR) – that's a hurdle that demands immense dedication and resilience, just like facing a tough opponent in sports
In both arenas, setting clear goals, maintaining a positive mindset, and staying resilient in the face of setbacks are crucial The discipline and commitment seen in sports can inspire MedTech sales professionals and MedTech Teams altogether too to push their limits, stay motivated, and ultimately achieve greater success
Here's how adopting a "sports mentality" can benefit MedTech sales teams:
Focus on the Process, Not Just the Outcome:
Much like athletes who train rigorously to excel in their sports, MedTech teams must continuously hone their skills and knowledge This involves relentless practice, learning from failures (we all make them!), and celebrating gradual progress. Every successful presentation, every satisfied customer, every regulatory hurdle overcome is a win that brings the team closer to its ultimate goal.
Higher Stakes, Higher Purpose:
Moreover, the high stakes in the MedTech industry, where products and solutions can significantly impact patient outcomes, add an extra layer of motivation and purpose, driving TEAMS to perform at their best. Knowing that their efforts can improve lives adds a powerful dimension to the daily grind
Embrace Challenges as Opportunities:
By adopting a sports mentality, MedTech sales teams can foster a culture of persistence and teamwork. This mindset encourages viewing challenges as opportunities for growth, much like athletes do when facing tough competitors Imagine a team struggling to close a deal with a hospital because of a competitor's established presence. This becomes a chance to strategize, refine the pitch, and showcase the unique value proposition of your product Just like athletes develop new plays to overcome strong defenses, MedTech teams can use challenges to become more effective
Ultimately, the principles of effort, resilience, and continuous improvement in sports provide a powerful framework for MedTech teams to navigate their demanding environment and achieve sustainable results.
FOCUS ON THE PROCESS, NOT JUST THE OUTCOME
WHAT HAPPENED IN ROBOTICS SURGERY IN THE LAST 3 MONTHS: RETROSPECTIVE ANALYSIS OF THE SECTOR FROM FEBRUARY 2025 UNTIL APRIL 2025?
Johnson & Johnson MedTech completes first cases with Ottava surgical robot
Johnson & Johnson MedTech, a global leader in surgical technologies and solutions, today announced completion of the first cases in the clinical trial for the OTTAVA™ Robotic Surgical System The cases mark the first clinical experience with the OTTAVA System.
THINK Surgical has first surgical robot cases with Maxx Orthopedics total knee implant
THINK Surgical, Inc., an innovator in the field of orthopedic surgical robots, today announced the successful first use of Maxx Orthopedics' Freedom Total Knee implant utilizing the TMINI® Miniature Robotic System by Dr. David V. Cashen, a Joint Replacement specialist at Coastal Orthopedics Surgery Center in Bradenton, Florida.
Intuitive wins FDA clearance for single-port robotic surgery stapler
Intuitive (Nasdaq: ISRG), a global technology leader in minimally invasive care and the pioneer of robotic-assisted surgery, today announced that the U S Food & Drug Administration (FDA) cleared the company’s fully wristed SP SureForm 45 stapler for use with its da Vinci SP surgical system in thoracic, colorectal, and urologic procedures
Moon Surgical gets FDA nod for AIenhancement for surgical robot
Moon Surgical, a French-American pioneer in surgical innovation, announced today the United States Food and Drug Administration (FDA) clearance for ScoPilot.
45
Cornerstone Robotics secures $70M for new surgical robotics products
Cornerstone Robotics (CSR), a surgical robotics company, announced it raised more than $70 million in Series C funding EQT led the round, with participation from Qiming Venture Partners, Alpha JWC Ventures, the Innovation and Technology Venture Fund, eGarden Ventures, CTS Funds, K2VC, and LongZ Capital.
Spineart and eCential Robotics announce FDA clearance of PERLA® App for use with Op.nTM robotic navigation platform
Spineart, a fast-growing company in spine surgery innovation, and eCential Robotics, an expert company in surgical robotics, proudly announce the 510(k) clearance from the U.S. Food and Drug Administration (FDA) of the Spineart PERLA® TL application (PERLA® App) for use with the new eCential Robotics Op.nTM robotic navigation platform.
Over 30,000 patients treated with Versius
Versius the second most utilised soft tissue surgical robot in the worldi has now been used in over 30,000 surgical cases globally across a broad range of specialties including urology, general surgery, gynaecology and thoracic surgery
CMR Surgical secures more than $200M to accelerate growth
CMR Surgical (“CMR” or “the Company”) – the global surgical robotics company – today announced the successful closing of a financing round of over $200 million through a combination of equity and debt capital to support the company’s ambitious growth plans.
WHAT HAPPENED IN ROBOTICS SURGERY IN THE LAST 3 MONTHS: RETROSPECTIVE ANALYSIS OF THE SECTOR FROM FEBRUARY 2025 UNTIL APRIL 2025?
Stereotaxis Submits EMAGIN Catheter for Regulatory Clearance as it Pioneers Robotics for Endovascular Surgery
Stereotaxis (NYSE: STXS), a pioneer and global leader in surgical robotics for minimally invasive endovascular intervention, today announced FDA regulatory submission for the first robotically navigated catheter designed to expand usage of Robotic Magnetic Navigation into the broader endovascular field.
Ronovo Surgical wins regulatory nod for laparoscopic surgical robot in China
Shanghai-based Ronovo develops broad, crossspecialty robotic-assisted surgery (RAS) technology It unveiled the Carina platform in February 2023 as a modular system built on proprietary technology to enable configurable robotic assistance for laparoscopic surgeries across multiple specialties
Robeauté raises $28 million for neurosurgical microrobots to transform brain health
French robotic medtech Robeauté has raised $28 million funding for its neurosurgical microrobots. Neurological disorders are difficult to diagnose in the early stages when intervention can have the most impact.
HistoSonics, Inc. considers US IPO, may seek multi-billion dollar valuation
Investing.com -- HistoSonics Inc., a medical device firm backed by Johnson & Johnson (NYSE:JNJ)'s venture capital division, is contemplating a US initial public offering (IPO) that could take place within the year
FDA clears robotic knee surgery system from Monogram Health Technologies
Monogram Technologies (Nasdaq:MGRM) announced today that it received FDA 510(k) clearance for its mBôs total knee arthroplasty (TKA) system
Capstan Medical brings surgical robot to valve replacement
Capstan Medical, a developer of robotic-enabled minimally invasive solutions to address heart valve disease, announced today the successful completion of pioneering first-in-human robotic assisted transcatheter mitral valve replacements
Cortechs.ai, EDAP TMS Announce World’s First Focal One Robotic HIFU Procedure
Cortechs.ai, an emerging leader in novel imaging solutions for prostate cancer care, and EDAP TMS SA (Nasdaq: EDAP), the global leader in robotic energy-based therapies, today announced the successful completion of the world’s first OnQ Prostate-assisted Focal One® Robotic HIFU procedure at the University of California
Biobot Surgical's Mona Lisa 2.0 Secures CE Certification: Transforming Prostate Care with Precision, Efficiency, and Versatility for Prostate Biopsy and Ablation
The Mona Lisa 2.0 has been granted European CE certification for robotic-assisted biopsy and tissue ablation in prostate cancer, Biobot Surgical, the developer of the platform, announced in a news release
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Zimmer Biomet Receives CE Mark Approval for RibFix Advantage® Fixation System
Abbott receives CE mark for Volt Pulsed Field Ablation System
Subtle Medical's SubtleHD™ Receives CE Mark, Expanding Access to AI-Powered MRI Enhancement Across Europe
Subtle Medical, a global leader in AI-powered medical imaging enhancement, announced today that SubtleHD™ has received CE Mark certification, officially launching the solution in Europe.
Q’Apel Medical wins CE mark for Armadillo neurovascular access system
Q’Apel Medical today announced it received CE mark certification for its Armadillo SelectFlex Neurovascular Access System.
CathVision’s ECGenius system gains CE Mark, enabling European distribution
CathVision is set to commence commercialisation in Europe in the upcoming quarters, building on its current US customer base
Carestream Health receives CE Mark for x-ray system, detectors
Carestream Health has received a European Union (EU) CE Mark for both its Focus HD detectors and its DRX-Rise Mobile x-ray system
The DRX-Rise Mobile x-ray System is a fullyintegrated unit that the company said is serviceable for first-time users or those looking to expand their diagnostic radiology fleet.
CBM Lifemotion® Achieves MDR CE Mark for New Lifemotion® ECMO System
CBM Lifemotion® announces a major step forward in critical care medicine with the Medical Device Regulation (MDR) CE mark certification of its Lifemotion® ECMO System*. This certification marks a significant milestone for Extracorporeal Membrane Oxygenation (ECMO) and Extracorporeal Life Support (ECLS) technology.
Senseonics Completes CE Mark Submission for Eversense 365, World’s Longest-lasting Continuous Glucose Monitor
Senseonics Holdings, Inc. (NYSE American: SENS) a medical technology company focused on the development and manufacturing of long-term, implantable continuous glucose monitoring (CGM) systems for people with diabetes, today announced it has filed for CE Mark registration for the Eversense® 365 CGM system
Orthofix Receives 510(k) Clearance and CE Mark for TrueLok Elevate Transverse Bone Transport System
Orthofix Medical Inc (NASDAQ:OFIX), a leading global medical technology company, today announced it has received U S Food and Drug Administration (FDA) 510(k) clearance and the European CE Mark for the TrueLok™ Elevate Transverse Bone Transport (TBT) System
Impulse Dynamics Receives European CE Mark For Expanded Indication For Diastolic Heart Failure
It received European CE Mark approval for an expanded indication for the Optimizer® Smart Mini system
WHAT COMPANIES RECEIVED CE MARKS:
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Gore receives CE mark for lower profile Viabahn VBX endoprosthesis
Gore has announced recent CE mark of a lower profile Viabahn VBX balloon expandable endoprosthesis (VBX stent graft)
Enable Injections wins CE mark for enFuse drug delivery device
Enable Injections announced today that it received CE mark approval for its EnFuse syringe transfer system for drug delivery.
Stereotaxis Magic ablation catheter is now CE mark approved
Stereotaxis (NYSE:STXS) said today that it has secured CE mark approval for its Magic roboticallynavigated magnetic ablation catheter. The St. Louis–based robotic surgery company submitted Magic for both CE mark and FDA approval nearly a year ago; it still awaits an FDA nod in the U S
Imricor’s second-generation Vision-MR Ablation Catheter earns CE mark
Imricor Medical Systems has achieved a key milestone with its second-generation Vision-MR Ablation Catheter receiving CE mark certification under the new, more stringent European Medical Device Regulation (MDR) for the treatment of type 1 atrial flutter (AF)
Nanox receives CE Mark for x-ray unit on display at ECR 2025
Nanox Imaging has received the CE Mark to market its Nanox.ARC 3D digital tomosynthesis system, including Nanox CLOUD, its accompanying cloud-based infrastructure.
Hologic
Obtains CE Mark for Affirm® Contrast Biopsy Software
Global women’s health leader Hologic, Inc. (Nasdaq: HOLX) today announced that its Affirm® Contrast Biopsy Software, which combines contrast-enhanced diagnostic capabilities with accurate lesion targeting to help streamline workflow and accelerate biopsy procedures,1-2 is now CE-marked.
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CMR Surgical secures over $200m to commercialise surgical robotic system
CMR Surgical has completed a financing round of more than $200m, combining equity and debt capital to expedite the commercialisation of its Versius Surgical Robotic System, particularly focusing on the US market
Supira Medical Attracts $120M in Series E Financing
Supira Medical Inc. (Supira) has completed an oversubscribed Series E financing round, raising $120 million through new and existing investors. The money will be used to expand the company’s clinical programs for both high-risk percutaneous coronary intervention (HRPCI) and cardiogenic shock (CS).
restor3d raises $38M to support 3D-printed product lines
US-based 3D implant company restor3d aiming to advance orthopaedic care has secured $38m to advance its range of patient-specific musculoskeletal implants
Eargo, HearX merge into one OTC hearing aid firm, receive $100M boost
In a significant move that promises to reshape the over-the-counter (OTC) hearing aid landscape, Eargo and Hearx have announced their merger to form LXE Hearing The consolidation of these two prominent players in the direct-to-consumer hearing aid market comes with a substantial $100 million investment from Patient Square Capital, signaling strong confidence in the future of OTC hearing devices.
Boston Scientific Leads Investment in 4C Medical Technologies, Inc.
The $175 million series D financing is expected to help accelerate the clinical development and commercialization of 4C Medical's next-generation transcatheter mitral valve replacement technology.
Wearable defibrillator maker Kestra Medical Technologies, Inc. Medical goes public with upsized $202M IPO
Merit Medical Systems has struck a deal to buy Cook Medical’s lead management portfolio for about $210 million in cash.
Nervonik Raises $13 Million in Series A Financing to Advance Next-Generation Peripheral Nerve Stimulation for Chronic Pain Relief
Nervonik, Inc (Nervonik), a medical device company developing an opioid-free peripheral nerve stimulation (PNS) system, has successfully closed a $13 million Series A funding round
Sofinnova Partners raises €1.2B to invest in med tech, biotech, digital health
Pulnovo Medical Secures $100M in Series C Funding
Pulnovo Medical, a medical equipment provider, has closed a nearly $100 million Series C financing round co-led by Qiming Venture Partners and Lilly Asia Ventures, with additional support from OrbiMed and Gaorong Capital.
KEY FUNDING AND M&A DEALS:
RETROSPECTIVE ANALYSIS OF THE SECTOR FEBRUARY 2025 UNTIL APRIL 2025?
Beta Bionics raises $204m to kickstart medtech IPO season
Beta Bionics has begun life as a public company with a $204m initial public offering (IPO), significantly higher than its anticipated target
Imaging AI developer Quibim collects $50M in VC funding for US expansion
The imaging artificial intelligence developer Quibim has raised $50 million in venture capital funding, to support its work on MRI, CT and PET processing tools that aim to help spot tumors and other diseases.
Zimmer Biomet to buy Paragon 28 for $1.1B
The deal will give Zimmer Biomet access to Paragon's surgical implants and equipment used to treat foot and ankle ailments, while bolstering its fracture and trauma, and joint replacement businesses.
Globus Medical to buy Nevro for $250M
Globus Medical’s world is about to get a little bigger, as the orthopedic devicemaker moves to acquire Nevro and its neuromodulation platforms for treating chronic pain
ImpediMed Secures $15m Growth Capital Funding
Endovascular Engineering secures $42m for clot removal technology platform
OrganOx raises $142m to accelerate growth of metra platform technology 50
Teleflex to Acquire BIOTRONIK Vascular Intervention’s Business for €760 million
Teleflex Incorporated (NYSE:TFX), a leading global provider of medical technologies, today announced it has entered into a definitive agreement to acquire substantially all of the Vascular Intervention business of BIOTRONIK SE & Co KG for an estimated cash payment on closing of approximately €760 million
Thermo Fisher Scientific Fisher to buy Solventum’s purification and filtration unit for $4.1B
Boston Scientific to acquire renal denervation company SoniVie Ltd
Boston Scientific Corporation (NYSE: BSX) today announced it has entered into a definitive agreement to acquire SoniVie Ltd., a privately held medical device company that has developed the TIVUS™ Intravascular Ultrasound System.
Zydus Group eyes global medtech foray with €257 mn acquisition of AMPLITUDE Surgical
AMT Medical Secures $25 Million in Series B Funding to Revolutionize Coronary Artery Bypass Surgery
Phantom Neuro Secures $19M Series A Funding Led by Ottobock to Advance Neural Interface Technology for Prosthetics and Robotics
Phantom Neuro, the neurotech company advancing human-machine interfaces, today announced an oversubscribed $19 million Series A funding round led by Ottobock, a global leader in the fields of prosthetics, orthotics, and exoskeleton technology.
KEY FUNDING AND M&A DEALS:
RETROSPECTIVE ANALYSIS OF THE SECTOR FEBRUARY 2025 UNTIL APRIL 2025?
UK-based Brainomix has completed a £14m ($18m) Series C funding round to advance commercial expansion in the US.
Brainomix, a company pioneering AI-powered imaging tools in stroke and lung fibrosis, today announced the completion of a £14M ($18M) Series C investment round
Laplace Interventional Inc. Announces Series C Financing of $22M for its Transcatheter Tricuspid Valve Technology
Minnesota based Laplace Interventional, a medical device company developing a transcatheter tricuspid valve technology, announced today that it has completed its Series C financing led by a nondisclosed global strategic investor along with investments from Aphelion Capital, Engage Venture Partners, Unorthodox Ventures, JWC Venture and Features Capital
Cardiac Dimensions raises $53M for mitral contour system
Cardiac Dimensions, a Kirkland, Wash , company with a technology to treat heart valve malfunction, has raised $53 million from investors Its total funding is more than $200 million.
Sibel Health raises $30m to expedite deployment of Anne One platform
Medical technology company Sibel Health has secured $30m in an equity financing round to expedite the commercial deployment of its Anne One monitoring platform
Johnson & Johnson to Acquire V-Wave
Johnson & Johnson1 (NYSE: JNJ) today announced that it has entered into a definitive agreement to acquire V-Wave Ltd., a privately-held company focused on developing innovative treatment options for patients with heart failure.
Alleviant Medical Secures $90 Million Financing to Expand Interventional Heart Failure Pivotal Trial Program
Alleviant Medical, Inc., a privately held medical device company developing a no-implant atrial shunt for heart failure, today announced a $90 million financing to fund its second pivotal trial.
Galway medtech Ceroflo raises €5 million to develop device to treat and prevent stroke
GT Medical Technologies, Inc.: $37 Million (Series D) Raised For Improving Lives Of Patients With Brain Tumors
GT Medical Technologies, Inc (GT MedTech), a medical device company with a corporate purpose of improving the lives of patients with brain tumors, today announced the company has completed a $37 million first close of a Series D financing round
Cleerly Raises $106 Million in Funding Company's AI-powered, FDA-cleared technology supports non-invasive CT imaging for improved coronary artery disease treatment.
