Emily Muir | Director of Sales & Marketing, Ontogen Medtech | Building Success Through Fostering Relationships & Non-Linear Pathways

Spencer Jones | Founder, XO Medtech & MedtechVendors.com | MedTech Innovation, AI Integration, & Building Community

Spencer Jones, Founder of XO Medtech and MedtechVendors.com, shares how frontline nursing experiences led him to patent vascular access innovations and ultimately take devices from idea to FDA clearance and product launch. Spencer walks through learning business fundamentals through accelerators, raising early funding, and building sales and distribution networks, then explains why launching a digital-first, AI-native ecosystem has enabled faster, leaner execution than traditional medtech pathways. Spencer also discusses leadership, clear communication, and why AI adoption is essential to accelerate and de-risk early-stage medtech.  Guest links: https://www.linkedin.com/in/medtech-innovation/ [https://calendly.com/url?q=https%3A%2F%2Fwww.linkedin.com%2Fin%2Fmedtech-innovation%2F&user_uuid=be7d6323-5969-4bc8-9783-101ed039e567&stage=0&hmac=54a62676f603469192296e66a063ee697e66e66888026ed842b63737f67c89e8] | www.xomedtech.com [http://www.xomedtech.com] | https://medtechvendors.com/ [https://medtechvendors.com/]  Charity supported: Polaris Project [https://polarisproject.org/] Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com [theleadingdifference@velentium.com].  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen [https://www.linkedin.com/in/lindseydinneen] Producer: Velentium Medical [https://www.velentiummedical.com]   EPISODE TRANSCRIPT Episode 080 - Spencer Jones [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host Lindsey, and today I'm delighted to welcome to the show Spencer Jones. Spencer is the founder at XO Medtech and MedTechvendors.com. He is an RN, MedTech entrepreneur with 12 years of med device leadership. He's a two time med device CEO with 10 plus patents under his belt and has taken devices from idea to FDA clearance and product launch. Spencer has built sales and distribution networks, led product development teams, and raised over 10 million in VC and Angel Capital. Spencer founded XO MedTech in 2024 to create a digital first medtech ecosystem, deploy AI native tools for medtech operators through medtechvendors.com and cultivate the next generation of medtech innovators. All right, Spencer, welcome to the podcast. Thanks for being here. [00:01:43] Spencer Jones: Thank you for having me, Lindsey. I'm very, very excited to be here. Like it's, it's always more fun to be a guest than it is to host the pod, so absolutely thrilled to be a guest on the pod. Thank you for having me. [00:01:54] Lindsey Dinneen: Of course. Absolutely. Well, yeah, let's just, if you won't, don't mind just sharing a little bit about yourself, your background and what led you to medtech. [00:02:04] Spencer Jones: Yeah. Born and raised in Arkansas. I've lived, I traveled a ton and lived in Memphis and whatnot, but grew up in a healthcare household. Dad did anesthesia for, what was it, 36 years or something at the same place. So I thought I was gonna be a CRNA, like actually started pre-med. Took chemistry my freshman year while I was, you know, it was just, I got a C and I was like, maybe, maybe med school's not for me. But but anyways, did the nursing school thing, got out, started working, pretty quickly, knew if you've ever spent any amount of time in frontline healthcare, you just kind of get, it's like a barrage of things that suck. It's just, especially nursing, the devices you're using are commoditized. Like just the workflows are bad. You know, people, it's, healthcare is very broken. Every, it's no secret. Everybody says that. Everybody knows that. So anyways, I noticed pretty quickly that hey, like why isn't this better? Why can't this be like this? And, you know, kind of had that mindset. And before I could even go through like critical care enough to apply to a CRNA school, ended up patenting some devices in the vascular access space. Really leveraged accelerator programs and the entrepreneurial support organizations that were in my area, in my region to, I call it that get that dirt money, which is like the before the seed, you know, your pre kind of, your pre-seed /seed you know, before the pre-seed money. And, and also like the business training, right? Like I wasn't formally trained on business stuff like that. So did that. Did the venture capital hamster wheel a little bit, took a, you know, device through class two de novo clearance. Was doing ride-alongs training, sales reps, doing marketing stuff, you know, managing our ip, managing clinical you know, 300 patient RCT that we had to do in the middle of COVID, launched the product and then past couple years, I left, left that company in 2022. Products still on the market and they got, you know, clearance in, in Europe now and et cetera, et cetera. But just been working more in laparoscopic spine or laparoscopic surgery orthopedic spine and then doing some like consulting projects and, and things like that. And then yeah, XO Medtech and Medtech Vendors that's been. You know, for the past two years, like a big focus. And I know we're gonna talk more about that, but yeah. So it's just been, it's been a great journey. Medtech is one of my --I love it and hate it at the same time, but I wouldn't wanna be doing anything else, frankly. So. [00:04:17] Lindsey Dinneen: Awesome. That's a great intro. Okay. You were, I really, I enjoyed how you sort of went straight from okay, so, so "I, you know, started the career, started in the industry, and then I, I, you know, got a bunch of patents." What were the ideas for the patents? Where did those come from? If we could just go back, how did that, what was that inspiration like? [00:04:39] Spencer Jones: Yeah. So I was night shift, med-surg, big, pretty big hospital in Little Rock. It was like one of the, one of the bigger ones in Little Rock, St. Vincent's, which is like CHI, St. Vincent, et cetera. And like one of my patients --well the, the very first one was a dual lumen peripheral IV. A patient has a peripheral IV in, I need to get a blood draw. They're like, "Go stick his other arm." I'm like, "Why can't we get it out of his, you know, IV that's in his, that's in his forearm?" And, and they were like, "Well, you, you know, you don't want to contaminate, you know, the thing." And I was like, "Oh, okay. That kind of makes sense." And I was like, well, PICC lines have two lumens. So you know, I was like, why couldn't, you know, why couldn't we just have a second lumen on, you know? And I was like, do those exist? And they didn't really exist. There was kind of one that existed, but it was more of like a longer extended dwell peripheral and you know, you kind of needed ultrasound to place it. You didn't really place, you know, normal nurses on the floor weren't gonna place it. And so I kind of, that one was just sheer-- I experienced something that I was like, "Dude, you're kidding me. There's gotta be a better way to do this." You know what I mean? And you know, kind of similar approach in that one. We, you know, that was the very first one so I was like doing these drawings on note cards and then like meeting with a patent attorney and I was like, did that provisional filing and wrote the patent myself and the claims and all this stuff. And the guy thought I was like, just " Okay, yeah, I'll, I'll file the provisional for you, bro, whatever." Filed the provisional, you know, ended up like going to a different attorney 'cause that guy was kind of just not taking me seriously. And so, ended up going to a different person, filed a non-pro provisional, started raising all this money, and that original attorney reached out later, was like, "Oh, so glad, glad to see blah, blah, blah." I was like, "Yeah, yeah, whatever." But then the second one, I, which was Safe Break Vascular, had the, it's kind of similar. Patient was like, had patients pulling out their IVs, pulling out lines, you know, and it's a million things. It's, it's walkie talkie, so like Alzheimer's, dementia, memory care type stuff. You, it's TBIs, it's agitation, sundowners. It's, you're coming off medication, you're drowsy, you forget, you're hooked up. You need to go to the bathroom. You trip on it. The nurse trips on the tubing. There's like a million reasons how, you know. Where mechanical force can get applied to an IV line. And same thing, I was just like, man, like this, it, it feels holding on for dear life is like the wrong approach because skin is only so strong. You get skin tears. Adhesives, you only want them to be so, you know, so, so strong. And it just, you know, it, wrapping it up, then you can't assess the site, you can get infiltration. So it didn't feel like any of the options we had were great. That one, I started to do patent research literally on the floor at the hospital. Like that night. I was like, I, 'cause I knew enough then found someone that had patented it. Like same exact concept. It was a nurse. And design was bad. Like the design, it had springs in it and it was just like not manufacturable and not a good design, but there were like conceptually it was like spot on. And then there were some elements of it that I was like, this would be very useful to have if I was gonna like actually do this. So me and somebody I'd met, and in accelerator program, we bought the patent from 'em for 20 grand which was a steal of a deal. It was like 10K up front, 10K after 18 months. And yeah. And then we turned around and raised a, you know, million dollar seed round within like, within nine months after acquiring the patent, got into an accelerator, ZeroTo510, shout out to them. But acquired the patent in February. Got it, or March, got into ZeroTo510, April. Went there in May, closed our seed round of a million in December, so it was like a nine month, yeah, ordeal. [00:08:03] Lindsey Dinneen: Wow. That's okay. That's awesome. I love the story. I love the fact that it was from boots on the ground going, "Okay, I see this problem. There's gotta be a better solution." That's super cool. So. All right, so you have these patents, you're going and you're working with accelerators. Can you tell us a little bit about what that experience was like, especially since you mentioned, you know, you didn't necessarily have the business background, so there was, there was probably a bit of a learning curve to that whole, you know, how do you get your idea from your, your note card drawing to commercialization. So I'd just love to hear about your experience. [00:08:35] Spencer Jones: Yeah. The, so I did one accelerator before ZeroTo510. It, I basically did two within about a year, a year of each other. It was like back to back to back. But the first one I did, it was industry agnostic. So it was just a lot of like mentorship and lean canvas startup methodology kind of business practice stuff like accounting 101, you know, building financial forecasts and models and like all of that stuff. So I really learned a ton about kind of just non device specific stuff there. Obviously I was learning a ton about device stuff along the way, but then once I got to ZeroTo510, that's when things kind of like really, you know-- and I had, I had won, I won that first accelerator. It was like a competition, and so I had 150K. And I was like, "Oh wow. So maybe, maybe this is gonna be a career path," 'cause I was still working full-time as a nurse and then I got into the second one. ZeroTo510 was amazing. Allan Daisley was running it. James Bell was like the co-director, I think, and it was like bootcamp. It was like, you know, 8:00 AM to 5:00 PM. It was like sessions and mentor hours and office hours and " Alright, we're done with that. You guys work on this for an hour and a half, we're gonna come back and talk about like the finished product and you better have it done." You know what I mean? And it was every day. I lived up at this building. It was amazing sponge mode. You know, it was one of those environments where you're just like constantly soaking it in and learning and learning and like you can feel your brain expanding like every day. You know, you wake up excited. And that one was amazing. Met a ton of people that I still work with today. You know, met my co-founder at XO Medtech. Met him at that accelerator. But yeah, it was just, that one was amazing. I was like, life changing. Came back from that and I was like, "This is what I was meant to do." I felt like I you know, found my calling. And so, yeah, shout out to the people there that you know, we're a part of that. [00:10:20] Lindsey Dinneen: Love it. Excellent. So, okay, so you found your co-founder for XO Medtech, and this is great because I wanted to dive into that. So, so you've, you've now successfully taken like several products to market and of course you have a lot of other great industry experience. What was, how was it different starting XO Medtech and Medtech Vendors than perhaps other things that you'd done in the past? [00:10:47] Spencer Jones: Yeah. You know, I'm gonna say it was way easier just to be honest. I mean, I mean, you know, I think we, we were doing a lot. We started building XO Medtech in 2022, 2023, and at that time a lot of it was like, it was really focused on the community and the training platform and the resources and kind of all the videos and things that we put in there. Which I still like to this day, will stand on it, that like there, if you're an early stage innovator and you're, you wanna like kind of internally like level yourself up, right? There's no better place than like XO Medtech and the training and inside there to do that, right? But, but yeah, it was we started doing it at a time when AI was starting to become, like Chat GBT, what was it, four was coming out or whatever. So we started it kind of before the wave and then as we were continuing to build it in like 2023 which was like the meat of us building it. It was like kind of starting to become more of a thing, but we still weren't really using it that much. But then as we really went into kind of like launch and growth mode in 2024, it was just like a huge tailwind and like being able and, and it continues to be. But like not having to raise, you know, three, four, $5 million to get a business off the ground and to get to a point where you can start selling something is just incredible. I mean, like we are, we are so agile and can move so quickly and, you know, we don't have any investors. We don't want any investors. So like our speed at which we can move is unbelievable. And coming from somewhere where it's " Oh, you wanna put out something for marketing? Route it through the quality management system and like maybe it goes out in two weeks." You know, we can go from like idea to feature in a week. You know what I mean, you know, let alone like idea to like press release, right? That's 10 minutes if we want to be, right? So really it's just, it's a lot easier and this takes nothing away. There's some incredibly rewarding parts of kind of my, like my medtech journey and stuff like that, like the day we got FDA clearance and, and X, Y, and z whatever date, you know, first sale and getting our first GPO contract. But it's, it's definitely more I would say day to day, just like the exhilarating agility, excitement type stuff that you like, don't really get with with me. And I'm not, I'm not taking anything away from, I'm still a medtech person through and through and I'm sure at some at some point I'll you know, do another device. We're developing another device at Lapovations, so, in combo spine. So my hands are still in it, but I love, love, love what we do at XO Medtech. It's so much fun. [00:13:11] Lindsey Dinneen: Awesome. Well, I love hearing that. So tell us a little bit about both XO Medtech and Medtech Vendors and yeah, their, their focuses. [00:13:21] Spencer Jones: Yeah. So I think, you know, like I said, we started XO Medtech and it's, it's a online community. So think like Skool, like S-K-O-O-L School or Circle, or there's some other Mighty Networks, like one of the-- we use Circle-- but you know, it's whether you're ideation or just like curious about medtech all the way through like series A really, you know, we've got, you know, there's community feed, people are posting. I mean, we posted you know, Project Medtech, you know, event stuff, discounts a lot of exclusive stuff where, I think we added, it was like three or $4,000 worth of discounts. Like just for being like once you join XO Medtech. But then there's that primary feed people, it's like a massive exchange of value and it's it's not like LinkedIn. There's no promotion. Like we base, we will take your post down if you're like nakedly promoting your own stuff or your services, whatever. The whole point of it is to be massive exchange of value. So you know, "Hey, we did some like really cool testing, ETO sterilization testing on coil tubing to see how it retained its memory. Here's what we found, your pictures," you know what I mean? Just stuff like that where it's like kind of giving people behind the, behind the curtain peaks at your own organizations or that kind of, those, those moments of alpha, those nuggets that you've found and just sharing it so you can have you know, and they're doing the same and everybody's better for it. But then we have a training course and then some other like mini courses, probably a couple dozen downloadable resources. So these are like, you know, prebuilt, proformas, budget forecasts, you know, IP stuff, due diligence type stuff, like stuff to help you with, get your data room beef, you know, beefed up and looking good. And we do videos. There's some live events every now and then. So, so that was very focused on the founder side, you know what I mean, like the entrepreneur side. We, you know, my co-founder used to run a med device, venture studio, so like doing like business engineering, business development, engineering, you know, kind of market related stuff for like early stage, largely like clinician and inventors and stuff like that. He used to run a, a, a group that did that. And we knew we wanted to kind of start to do more offerings that kind of for that side of the table, like the CDMO contract manufacturer design and development group side of the table. So we launched, we started building MedTechVendors.com and launched it in 2025, February, 2025. And then did kinda a relaunch with adding some like agentic AI features in I think at the end of the summer last year. But it, but at its core, I always say this analogy, it's like Angie's List, right? You know, Angie's List, what do they do? Well, it connects people with local pros. Allows them to like, evaluate, engage them really easily, you know, get, get their stuff done quickly from trusted people. You know what I mean? So we have the same approach. We help device teams, and that could be device teams at large, medium, small, or startup organizations or tech transfer offices, whoever we help those device teams find, evaluate, and engage contract manufacturers, CDMOs testing facilities, design and development groups, one man band engineers, whatever through the platform. We have an an ag agentic AI chat. So like it'll ask you questions about your device. It'll start recommending, "Hey, do you need this? Do you need these types of services? Are you looking for this type of vendor? This type of vendor?" It pre-populates forms. It generates matches for you. You can review each vendor's profile, one click get email intros or request quotes, and we're adding some some really cool additional features around some different like skills that you can run. So, think like a reimbursement skill or market a, you know, different predicate device selection skill, whatever. And so those are all gonna be like linked up to the to this kind of AI agent. I don't wanna say too much 'cause we're still building it. I'm like really excited about, but there's other things that we're adding to it. The ability to do quote, visualization you know, and trying to make it kind of a, you know, a home away from home, a hub where you can track execution, get things done, engage vendors, and kind of evolve it more laterally in kind of the lifecycle journey. Not just " Hey, I'm looking for a vendor," 'cause that's a very acute point in time in a, you know, in a person's journey. But trying to expand it out to say the period of time when you're doing X and Y and Z and looking for a vendor so we can get some really was sticky, more sticky use and add more value. So, that was that. And we've started really focusing on some more like intimate, I would say, engagements with CDMOs contract manufacturers focused on giving their sales and marketing teams massive, massive leverage using AI and ai, AI native tools. [00:17:35] Lindsey Dinneen: Awesome. That's really cool. Yeah. Okay, so going back a little bit to the, to XO Medtech, I know you know you, you mentioned that there's a lot of resources available, but one of the things that I think is super cool, and I would love if you just share a little bit more about this, is you have a course that-- i don't remember the name off the top of my head-- but it's basically sort of Medtech Innovation 101. It's, I think... [00:18:00] Spencer Jones: Yeah, The Playbook. [00:18:00] Lindsey Dinneen: Call it like-- The Playbook! And you call it like the MBA for somebody who needs to learn. So can you just share the value of that and sort of what, what made you go, "Okay. I have, you know, the expertise in all these different areas enough to be able to share the journey from start to finish." [00:18:19] Spencer Jones: Yeah, absolutely. I think like the, the value there partially comes-- I mean, I think speaking about the value, you gotta speak about kind of like why there was a gap there, like how it, why it didn't exist, whatever. There's just a lot of really bad content in medtech. You know, there's a lot of stuff that reads I mean, there's guidance documents, you know, ISO and this and that. Like those are tough reads, right? And then, you know, the, the content around " "here's how you really fundamentally apply these guidance documents and here's how all this fits together." And it just felt like everything was I don't know what the opposite of like inside baseball is, right? Like that kind of " Hey, here's what you really need to know." Whatever the opposite of that is, is how medtech content felt like to me everywhere. It was just like polished press releases, really, like consulting speak. You know, "You gotta be strategic with your analysis." It's okay "You know, you know, you gotta find your champions." "How do I find them? What do I tell them? You know, how do I engage them?" So it was just, that was the big gap. So I think the value, what we tried to do with The Playbook was, you know, give, like I said, pre-seed all the way through Series A, the right information, like the right depth, on the right topics in the right order with the right assets, so resources, downloads, all that stuff along the way so that you can go cradle to grave on this, basically be a novice, or we've had people that have launched products and gone through it and they were like, "Holy crap, I wish I would've had this five years ago." But the whole idea is to basically not make you a supreme expert on any one of those topics. There's 46 different lessons, 47, and like you can get through each one in probably 20 minutes, right, 15 minutes. But not to make you an expert on each individual topic, but to give you like a dangerous level of information on any one, and then make you able to dive deeper on any of them, you know, very quickly and easily. So like when you meet with your, you know, a regulatory consultant or an IP attorney, or go down the list, you are not, they're not saying words you don't know for the most part. You're not paying them $300 an hour or $500 an hour to educate you on definitions and concepts. Right? You're, you're applying principles and evaluating strategy versus " What's that again? Like, how does this, what's the timeline for that?" 'Cause that you know, that's just not good for anybody. You know, so, so that, that's kinda the main, the main value prop thrust of it. And I just, I frankly didn't think it existed, but proof's in the pudding. Like we've sold it to accelerator programs, we've sold it to hospital, you know, innovation departments. We've sold it to incubators, like trade associations that have like their like kind of innovation arms. It works. Like when people do it, it works. It's funny-- we can talk about this too-- but like the, you can lead a horse to water thing. It's funny how many people say they want to be entrepreneurs and say they wanna be innovators and really they just want to just yap. And they don't actually wanna put the time in. I'm telling you, it's like crazy how many, you know, fake entrepreneurs there are out there. But it's okay. It's okay. You know, like there has to be, I think there needs to be some cleaving or weaning or calving of the herd to some degree because we've got, I don't know, and maybe we need to develop 'em more, but it's, it is frustrating seeing it firsthand when it's like "You have a really cool device, but you are so uninvestible and you have no interest in being coachable that it just hurts me." [00:21:30] Lindsey Dinneen: Oh yeah, absolutely. No, I love that you've done that resource and yes, super excited to see hopefully a lot of innovation actually happen and be successful as a result of that. So with, you know, okay, so you have, you have this community now and I'm wondering if there are any moments that kind of stand out to you, maybe as you've built the company, also Medtech Vendors that kind of enforce, "Wow, I am, I am in the right place at the right time." [00:22:00] Spencer Jones: You know, I definitely-- you know, it's, it's, it's really, there's not, I would say, any huge singular moments. I mean, we've had people like get business from coming on the XO Medtech podcast. You know, we've had people meet new clients, new strategic partners type stuff, like in the XO Medtech community. I mean, I've made a ton of friends in the XO Medtech community, people that I talk to you know, every, every week or two you know, Brad Shirley, I'll mention him. He's fantastic. And like I've learned from him, he's learned from me. We've both learned stuff from the community. I, I, I really do think it's though, it's like it's, you know, those-- whether it's a LinkedIn DM or you know, somebody messaging me in XO and they're like, "Hey, I just went through this lesson. It was like, so good. You know, blah, blah, blah." And I think those little things honestly like power me, power me up, give me juice, give me energy. You know, and, and like reading, we, we did a ton of, I mean we probably got 30 people that did kind of like a pre- and post- assessment and they gave their feedback on The Playbook so we could refine it like as we were, you know, after launch and all that stuff 'cause we're constantly trying to improve it. And have reading the testimonials and people just being like, yeah, like "This is, this is killer." People that are brand new, people that have been in the industry for 20 years that went through it. I think so, I think, I think it's kinda like a myriad of those things. I would say some of the stuff on-- and that's on the XO Medtech -- I think some of the stuff on the Medtech Vendor side and what we're doing with, you know, kind of campaigns and the tools that we're developing and the work that we're doing there, like we are fully an AI native organization. Like it, like we, it there is just not at all like a significant amount of people in medtech using AI to like actually do not in their products. I don't care about that. Like I'm talking about like in their day-to-day operations and, and whatnot and like we're trying to change that. And so like in that respect, like we will come out with things, you know, release features, release products, build custom tools for CDMOs and you know, the looks on their faces and like how amazed that they are at X, Y, and Z. And sometimes it's like stuff where it's hey, I'm like building them a just showing them how to do something with not even a tool that we built and like they're blown away. And anyways, all of that stuff, I feel like, man, like this is where I'm supposed to be because like. We, we've gotta make MedTech a more attractive investment opportunity. We've gotta compress the development cycles and the cost to develop and the time to develop and get things to market. You know, and I look at AI drug discovery for the pharma world as like a huge way that that's happening. But we have to have that similar type of like, when you to engage with this, it will be good for our ecosystem and industry as a whole, becoming more investible, becoming more cash efficient and all that stuff because you've seen other sectors, you know, software is taking money from early stage medtech, like nobody's business. You know, people are investing AI and you know, I just looked at the annual report from like HSBC, the Venture Report, and like me, early stage medtech funding continues to be down. You know what I mean? So we just gotta do something like, I, I feel like it's an existential, it's an existential issue for early stage medtech to get better at being scrappy and using AI. [00:25:03] Lindsey Dinneen: And there's so much opportunity there. Yeah, I love that you're helping to promote that. So you've gotten to lead a number of different companies now and through very challenging milestones. And so I'm curious, how has your own leadership philosophy developed over the course of your career so far? [00:25:24] Spencer Jones: Oh, what a good question. You know, I, I hate to say this, but I've almost gotten more cynical, you know. [00:25:30] Lindsey Dinneen: Okay. [00:25:31] Spencer Jones: Well, and it, it's, it's like I try to be very protective of my time and like protective of the time of the people that I work with, right. You know, and that doesn't mean I'm not willing to like go the extra mile and whatnot, but I think it's about respecting people's time. Right? And, and you know, I think honestly my leadership philosophy, I think a lot of it revolves around just like incredibly clear communication and like staying above the fray. No riff-raff, just just executing and moving fast and like keeping expectations really high, because I feel like when you've got complacency, you know, at the top, it just, it like doubles every rung of the ladder lower that you go in the org chart or whatever. You know, so I think like pace, you know, pace and hyper clear communication, like no subversive or passive aggressive or anything. It's just like straight up, like I'll just exactly tell you if I wasn't happy with something or whatever, but I just, I don't know, like I feel, I feel like you know, leadership style too, like I think, I think it, so much of it boils down to communication for me. It's just like really, really clearly communicating and like making sure that people understand what good work looks like and what a, them doing a good job looks like, and where... Yeah, I think, I think being clear about expectations, really clearly communicating those expectations around like work product, what it should look like, how fast it should get done, how many updates I need, or how many questions I expect to get as you're doing this, what resources I expect you to expend and explore before you come to me with something you could Google. Like all of that stuff, but honestly, I, it, it's kind of a tough question thinking in like the more immediate past, just because I feel like there's been such like, almost like a flattening of org charts, frankly, with the way that we're using technology and AI these days where I feel like in the companies I'm operating in right now, like it's mainly just principles and like lower level stuff, like we're either delegating to AI agents or delegating to like VAs that are in a different country or something, you know what I mean? And, and so there's just been a big flattening. You know, seven years ago, six years ago, I was managing, you know, new grads outta college, two or three at a time, and, you know, having to like, have these kind of like, you know, like brotherly, you know, like talks with, you know, these types of things, " Hey, like you really gotta do this" and like coaching and stuff like that, i, you know, there's a, we have to have that stuff. I'm just not in, in organization and honestly, the organizations I'm in right now in startup world I just feel I don't know. Like I, I feel like we're, I haven't seen that and I, I know a lot of organizations that are small and nimble and whatever, and I feel like the org charts are getting real flat in terms of like people that are getting managed, you know, it's a lot of agents getting managed, frankly. [00:28:21] Lindsey Dinneen: Yeah. Yeah, yeah. Interesting. Yeah, that, that's a really interesting insight too. But I really do think that to your point of coaching and mentorship and how much of a difference that makes, but especially, I was just on this conversation earlier today of the critical importance I feel that there is about establishing expectations across the board, whether it's your clients, your employees, your coworkers, just making sure that everybody's on the same page is such a critical aspect of, of setting yourself up for success. So yeah, I love that you touched on that 'cause like I said, literally earlier today. [00:29:00] Spencer Jones: Yeah. And, and can I, can I, quick aside here. It's, it's on topic, but before we move on, I mean, I, I'm not the first person to think this or say this, but I'll, I'll die on this hill. The more you use AI when, when you're using it the right way, right, the better leader and better specifically, the better communicator you'll become, right? Why? So much of interpersonal office drama, bad management, bad leadership is like what we talked about, right? It's poor communication. It's expecting people assumed something or had knowledge they didn't, right? It's not letting them know what you really wanted, what good work looks like, all that stuff. This is all context engineering, right, which is just a similar to prompt engineering, but context engineering is kind of the other more important piece these days with AI. What do I mean by that? Like I'm gonna give a prompt to a chat. Is it in just like a virgin chat or is it in a project? What context, what documents, skills, reference templates, et cetera, access to code bases does that project have, right? What am I telling it to do? How am I breaking that down? How am I, you know, big, high level goal? What do I want it to do? What does the output need to look like? How deep do I want it to go? Right? Like, how many questions I say, "Ask me like five or six questions" when I'm prompting, right, if I want that, right? Give, so giving the other person right in that space to say " What questions do you have?" Right? The, the, the best people at context engineering and leveraging AI in that way end up becoming more, better and better and better communicators because it's-- I mean, yes, you're talking to a machine, but at the same way, like those principles a hundred percent apply to good professional communication. So I'll die on that hill. There's a lot of people that are like brain rott using AI. It's " what's the weather today?" And you know, "how many calories does mayonnaise have?" And those people are not, you know, they're, they're not improving their leadership communication by using app, but the people actually doing it right a hundred percent are, [00:30:52] Lindsey Dinneen: Yes, I could not agree more. I think that is one of the coolest things that AI has taught me personally is-- to your point, to be a better communicator, to be clearer with the way that I communicate, to avoid assumptions that the other person, say, knows what I'm talking about or, or does have the context behind why I asked the question the way I did, or all those kinds of things. So I, I could not agree with you more. Yeah. And it's exciting to see how it continues to evolve. Okay. [00:31:22] Spencer Jones: Yeah. And why, real quick, why, like the AI models, especially with the reasoning models and stuff, Opus 4.6, all this stuff, telling them why they're doing something and why doing it, doing a certain task within that project flow is important is proving to be more effective than telling them how. And I think that's something where, you know, you tell someone what to do, they may do it, but if you tell them and make them believe why it's important, they do it that way, they're really gonna do it that way. [00:31:49] Lindsey Dinneen: Yeah. Love that so much. Okay. All right, so pivoting the conversation a little bit, just for fun. Imagine that you were to be offered a million dollars to teach a masterclass on anything you want, could be within your industry, but doesn't have to be. What would you choose to teach? [00:32:05] Spencer Jones: Does this, assume-- I have a question. Does this assume that I'm already I'm already capable and you know, have enough expertise to actually teach this class? Or is it like I choose this topic, I'm now an expert in that and I get to teach it? [00:32:19] Lindsey Dinneen: I like, I like I like both options, but I'm gonna go with option B because you have a million dollars to play with, right, so you could build up the expertise. Yeah. [00:32:29] Spencer Jones: You know, I would still say like building AI tools, AI agent systems, you know, skills and subagents and these flows and, and really tactically executing that for medtech. And that that goes from founder, you know, innovator to service provider, reg, quality ,reimbursement, like all the way up through sales and marketing and then like CDMO teams, you know, doing contract manufacturing, doing this. Like I, I just, I'm so passionate about it and I, I just see that there's so much untapped opportunity that that is the thing I think, and, and like we, we are doing that not a masterclass, but like we are working with groups to do some of that. But, I just, it's just so, so, so, so much opportunity to do it. And I think there's like weird structural reasons why it's not being adopted the same, you know, at the same clip it is in other industries. But you know, medtech's very rules-based game. You know, you've got your guidance docs, you've got your predicate devices, you've got your clinical trial protocols, you've got your stats analysis. You got your, you know, X, Y, Z hospitals get paid a certain way. Like lots of formulas, lots of reference material, lots of guidance docs. You know, it's very kind of rules and order based system in a lot of ways. And biology has its own kind of, prescriptive way that things happen, right? So I just feel like it's so primed for it. And anyways, I, I just, I wanna see it adopted more so we can see like what's happening with software now, where, you know, the cost to build and, you know, produce and get software to market has com has almost collapsed, but compressed to, you know, from like months, maybe years to, you know, days and weeks and, you know, you got a $200, 250 bucks worth of like software subscriptions, Claude this, that, the other, you can get it done in a week if you, you know, two weeks if you put your mind to [00:34:21] Lindsey Dinneen: Yeah. Yeah. No, that would be an incredible masterclass. I like it. All right. And then how do you wish to be remembered after you leave this world? [00:34:30] Spencer Jones: Oof. God, what a good question, Lindsey. You know, I hope to be remembered at all. [00:34:35] Lindsey Dinneen: Yeah. [00:34:36] Spencer Jones: You know, 'cause I, I'm definitely one of those people that's " nobody cares, nobody's thinking about you." You know, you may have, I, I mean, I think there's like some healthy main character syndrome that people can have that gives 'em confidence, but at the end of the day, no one cares. They're just, everyone's thinking about themselves. But if I am remembered, which I hope to be I wanna be viewed as like someone that was, I'd say, loved their family was a good dad, good husband. I would say brought people joy, was like fun to be around, but like from a interested in other people sense, you know, you know, genuinely cared about people. But I would say that on the professional side, like somebody that you know, would like consistently just delivered an absurd amount of value whether it was, you know, running a business or coaching and developing people at a company or working on behalf of clients or trying to make a positive change. I would say impactful and valuable, you know, with the work that I'm doing. That's, that's, that's how I wanna be remembered. I mean, we don't have big, I don't wanna be a unicorn billion dollar company. No, we have no desire to do that. We don't even have a, a desire to get acquired at any point. We're not raising money, you know, we've, we've deliberately chosen to bootstrap it. You know, we frankly just wanna employ really awesome smart people that we work with, you know, pay everybody well. And like I said, add a absurd amount of value you know, and joy to the people and the clients that we work with and like work at the company with, you know what I mean? [00:36:05] Lindsey Dinneen: Yeah. Yeah, that's a absolutely wonderful legacy to aspire to. I love it. All right. And then final question. What is one thing that makes you smile every time you see or think about it? [00:36:19] Spencer Jones: Oh, I gotta be, I've got a 1-year-old kid. Banks. Banks Austin Jones. So it's gotta be him, and my wife of course. One thing that makes me smile though, every time I see it, oh... you know, I am, I'll cry at a good TikTok, so I'm so I guess that's like a form of smiling, you know? But I'm a pretty big softie, honestly. You know, this is gonna sound weird, but it's kind of those moments where you know, people usually strangers and usually people that don't look like each other, just show humanity to each other. And that could be like holding a door open for somebody. It could be small things, you know what I mean? But I really love seeing those moments and capturing them like candidly, you know? Just you know, oh, I was in a restaurant, I saw this thing happen. You know? I really love that these days. [00:37:09] Lindsey Dinneen: Yeah. Yeah. We all need more of that these days too, so, yeah. Love it. Alright, well, Spencer, this has been a, a fantastic conversation. I really appreciate you and your time today. I love what you're building in the medtech industry and cultivating community and resources and providing value. So just thank you for everything you're doing to change lives for a better world. [00:37:34] Spencer Jones: Thank you. Can I ask you a question? I feel like you were so good, like with the questions and kind coming on the back of like my responses, but I have a question for you like what? You know, what about the medtech space, like most excites you? It can be a specific technology, it can be a specific, you know, company doing something. It can be anything, but what's most exciting to you, kind of looking at 2026 and, you know, kind of in the realm of medtech broadly. [00:38:00] Lindsey Dinneen: Yeah. Oh, I love that question. So I love this industry in general, but there, there's something really special about the energy of being around people who truly care about making a difference. Part of the reason I started The Leading Difference was because I, when I first joined, had sort of noticed this sort stigma from people from the outside who weren't very familiar with the innovation, what it takes to get from, you know, drawing to commercialization. Just didn't, just didn't know. And there was this stigma that people were here just for the money. And then I started meeting all of these incredible change makers who they had personal stories of what they were seeing, or a family member was impacted. And I just loved the fact that there were so many cool people doing such cool things and getting to play a small role in that was the coolest thing in the world. So, you know, I, I say I happily stumbled into medtech five years ago and found my people and my happy place, haven't looked back. I love it. I love being around people who are genuinely trying to do good things in the world. And I hear about new and you know, new ideas every day, and I get excited probably almost equally about most of them because it's just cool to see. So I don't know. Does that answer your question? [00:39:29] Spencer Jones: No, it, it does. I mean, it, it really the, it all comes back to the patient at the end of the day. And I definitely, I, I feel like when people think of like medical device stuff, like their minds immediately go to like Stryker sales reps or something, you know what I'm saying? And there's just so much more to it than that. And there's one of my favorite things about medtech is like the personalities, you know, like you got your wacky, you got your wacky inventors and you know, you got your straight laced regulatory people. But when you get to know 'em, they're, they're absolutely hilarious. You know, you got your attorneys, you got your like, and I, every industry, every industry has their personalities. But I think medtech, you know, you got your beef head sales reps that are like posting " What's up guys? I'm here in the locker room in my scrubs" and like "Motivation Monday." You're like, "Oh my God." But it's just like all these personalities and you go to these conferences and you just see 50 of the same person, but they're each different, they have their own dreams and conflicts and ideas and whatever, but they're still like so in the same box in some ways. I think that's one of the funnier, like funnier things about medtech that just makes it quirky, you know? [00:40:30] Lindsey Dinneen: I love it. And I also love the amount of respect that I see shared amongst people of very, very different backgrounds and areas of expertise. And that was one of the things that made me fall in love with the industry too. I was like, I, for instance, you know, I'm in, I'm in marketing and business development, so I play a very small role in, in sharing about these devices. But people, the engineers that I work with and the consultants that I work with, and everybody in the ecosystem is always just " Wow, well, I can't do what you're doing. And so I think what you're doing is fantastic." And so there's just, there's this mutual respect that I think is super cool about being here too. So yeah, I'm a fan. [00:41:08] Spencer Jones: Yeah, I agree. I agree. We could, we could keep going for, for days... [00:41:12] Lindsey Dinneen: I know. [00:41:13] Spencer Jones: ...On this. I really, I know, I know we have to wrap it, but but yeah. Well, Lindsey, thank you for having me. Seriously, this was a blast. And you know, I'll just maybe like quick sign off plug or something here. If anybody that's listening to this is like interested in, leveraging AI, leveraging AI in medtech or for you personally or whatever, follow me on LinkedIn and post a lot of content about it. You know, talk about it a lot on the podcast. But then if you're, if you're on the founder side, if you're an innovator, like join XO Medtech. If you're on the CDMO side, if you're, you know, on a sales and marketing team, contract manufacturer, CDMO, even like signed development groups, that kind of stuff like, you are like, "We know we need to be using AI to better leverage X, Y, Z, or do this thing. We have all these, we have HubSpot and this thing and that thing, and none of it works together well and we've got too many tools." Whatever. Just hit me up. Let's have a conversation. We're doing some absolutely incredible things leveraging AI, giving these sales and marketing teams like crazy leverage. So yeah, just drop a dm. I'd love to talk to you. [00:42:08] Lindsey Dinneen: Awesome. Sounds good. And we are so honored to be making a donation on your behalf as a thank you for your time today to the Polaris Project, which is a non governmental organization that works to combat and prevent sex and labor trafficking in North America. So thank you for choosing that organization to support, and we wish you continued success as you work to change lives for a better world. Looking forward to seeing the future of all the good things that you're doing. All right. Bye. [00:42:41] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.

Kat Hurd | Founder & CEO, Med Tech Collective | Shaping Industry Leaders & Enhancing Patient Outcomes through Sales Excellence

Kat Hurd, executive coach and founder/CEO of Med Tech Collective, shares how nearly two decades in medical device sales and leadership, including at Boston Scientific and Saluda Medical, shaped her mission to help reps and leaders build influence, ownership, and long-term career momentum in complex, high-stakes environments. Kat explains why strong clinical partnership can elevate sales conversations into trusted-advisor relationships that impact outcomes, and outlines how she coaches individuals, trains teams, and supports go-to-market strategy. She also dives into the distinct challenges women face when navigating rooms where they’re “the only,” the career accelerant of mentorship versus sponsorship, and practical ways to break into medtech by identifying gaps and learning the industry’s language.    Guest links: https://kathurd.com/ [https://kathurd.com/]   Charity supported: Save the Children [https://savethechildren.org] Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com [theleadingdifference@velentium.com].  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen [https://www.linkedin.com/in/lindseydinneen] Producer: Velentium Medical [https://www.velentiummedical.com]   EPISODE TRANSCRIPT Episode 079 - Kat Hurd [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host Lindsey, and I am delighted to welcome today Kat Hurd. Kat is an executive coach and the founder of MedTech Collective, where she helps medical device sales reps and leaders build influence, ownership, and long-term career momentum in complex, high stakes environments. With nearly two decades of real world experience in medical device sales and leadership, including senior roles at Boston Scientific and Saluda Medical, Kat brings a rare blend of commercial rigor, strategic insight, and credibility earned in the field based in Arizona. Kat is a speaker, advisor and coach who believes that when sales reps and leaders learn to own their voice, their business and their influence, the ripple effects extend far beyond individual success, shaping teams, cultures, and the future of the industry itself. Kat, welcome. Thank you so much for being here today. I'm super excited to speak with you. [00:01:45] Kat Hurd: Thank you so much for having me, Lindsey. It is an honor. I always love these conversations. [00:01:49] Lindsey Dinneen: Excellent. Well, if you don't mind just starting off by sharing a little bit about who you are, your background, and what led you to medtech. [00:01:58] Kat Hurd: Yeah, absolutely. Well, medtech, I like to say it's always, I was kind of born into it. So my mom is a nurse and she ran a medical clinic when I was in middle school and high school. So truly I would go to the clinic after school and, if, if actually we didn't have school, I remember one of the days sitting in a pharmaceutical rep lunch presentation, so I really got exposed before I even knew what it was. Even in that moment, I wish I'd understood more of what that rep was doing and really dug deep. You know, I thought I was gonna go to school and be a doctor, and then I quickly realized I didn't like freshman bio. And I wanted something where I could have an impact but still have some flexibility. So I actually, my to, to take you back to like how this all started, my background, sports medicine and so my undergrad and graduate degrees are in exercise science. I used to be taping ankles and rehabbing knee injuries and doing all of those things. And then I got exposure through that of being in the operating room when our athletes would have, you know, the injuries that were being surgically repaired, and that was really where I got that secondary introduction into medical device and started having conversations with other people who'd made the transition from athletic training where you have a ton of, you know, in insight into the human body and understanding of the medical world. And moving that into the sales arena. And so I met with someone in Iowa City. I'm a University of Iowa grad, and he was running the western half of the US for Boston Scientific at the time. And one thing led to another, led to me flying to Arizona and interviewing and then moving their site unseen really. I was there for, you know, max of 24 hours total in my interview process. And I just packed two suitcases and said "I wanna break into medical device." And that was in 2010. And I just fell in love with the industry and the therapy. So I was in neuromodulation working directly with spinal cord stimulator patients and started as a clinical specialist, and then I really quickly realized the way to have very clear impact on patients and providers was really actually to be in that sales role and be the one directing the support, directing the resources. And in neuromodulation, because you're in the OR and actually programming the stimulator, you're also kind of supporting the patient's care, which for me was right in my wheelhouse. And then I moved into leadership. And you know what you really wanna know is probably how did I land where I am now? And so I spent 10 years or 11 actually at Boston Scientific. And then moved to Saluda Medical, so to commercialize a small Australian based startup here in the US, which was such a fun and unique opportunity. And I always knew that was gonna be more of a three to five year play, and I just had it on my heart that I wanted to build a business to help reps be better reps, because I believe that the quality of care and the quality of outcomes is also directly tied to the partnerships and the caliber of the industry that supports the therapies. [00:05:00] Lindsey Dinneen: Okay. I love that. And I have so many questions as a result, but okay, let's start a little bit with what you're doing now and then maybe, we'll, we'll get to some of the other stuff as well, but, so you're supporting reps, and I think you said something really impactful about a lot of the patient outcomes kind of goes back to how, how the reps can be the best they can be. So I'm curious what all goes into that for you and what kind of training or coaching do you provide? [00:05:31] Kat Hurd: Absolutely. You know, I really, I saw that squarely and believed it when I was a sales rep myself. So I spent the first six years of my career on the sales side of things, and then moved into being a sales leader. And as a sales leader and then an area Vice President Saluda, it was the thing that I saw of like our teams and our people that excelled the most, weren't just the best salespeople, but they were the people that understood how to, for lack of a better word, leverage that clinical and patient experience into the entirety of the sales process and sales cycle. So good clinical care and driving good sales conversations, levels up the partnership and really creating this layer of, not just being a partner, but being a trusted advisor with the providers that you work with. So how that translates into my business now, 'cause oftentimes, you know, I get the question of like, why did you leave a burgeoning career? I had one physician who was like, "You were gonna be a CEO. Like, why'd you leave medtech?" I'm like, "I didn't leave. I'm just doing it differently," because I saw so strongly and so clearly that having the right resources as a sales rep and at the right time as a sales rep changes your career. I was lucky to have great mentors, but there's things that if I had had the right support and resources at the right time, I could have been even, you know, faster or more impactful in my results. And so that's what I do now. What my business looks like now is really, you know, threefold. So I work directly with sales reps who, not through their companies, but they'll come to me directly and we do sales and leadership coaching. So working on the strategies in their business, how they're, you know, clinically supporting. But, you know, I, I leave the clinical nuts and bolts to the organization because I'm not an expert, and that, unless it's spinal cord stimulation, then we can talk that for days. But you know, really how they're leveraging their clinical prowess into their sales process and building systems for success. And then I work directly with companies helping train and elevate their talent, both on the sales and leadership level. Then I also have an arm of my business where I do, and that's kind of more of the consulting arm of my business. I also help with sales strategy and go to market strategy. And then I also do more of like corporate speaking. So keynotes and workshops and seminars really focused on both how do you build and grow your career in medtech, particularly as a woman, because we know there's just not a lot of us. And you know, part of what I'm so passionate about is helping everyone and raising the caliber of talent everywhere, but also making sure that women have the structure, the resources, and the idea of the systems that they need to create so they can go as far as they want to. Doesn't mean they have to go all the way to the C-suite level if that's not what they want, but to ensure that they have the representation and the pathway in front of them to understand how to get there. [00:08:27] Lindsey Dinneen: Excellent. Okay, so let's dive into that a little bit because I know, I know you're super passionate about helping, you know, in general the industry succeed and, and move forward. But yeah, you have a particular passion for helping women. And I'm curious what's, what are some of the challenges or differences you see in a woman as she's trying to build her career in this versus say, a man who might just have a, a different experience? [00:08:52] Kat Hurd: Yeah, very different lived experiences and a lot of the tools and tactics and strategies that I work with my clients on are pretty universal. But what isn't universal and what we really work on for my female sales leaders and sales executives is that mindset and approach. Because you both have to you, well, you have to understand one thing, how to navigate rooms where you're the only or the lonely. Because most often in medtech, you will find yourself, at some point in your career, and if you haven't, please call me. I wanna know who you are and talk to 'cause that would be amazing if you've never been in a room where you haven't been the only woman. But it, it requires nuance. It requires an understanding of how to position yourself and your insights in a way that they land. And land effectively with the decision makers that you build the right connections. So you have access and visibility, and that's really the internal corporate side of things. And then you have the customer facing where there's of course nuance of, I mean, I had, when I was a sales rep, I had three female physicians as customers over the duration of my career. So I needed to understand how to work closely and collaborate with male physicians and do it in a way that there was a clear and fast line of what that relationship and rapport was. And I was able to do that so successfully that not only did I win a bunch of awards, but many of those individuals have become friends and mentors and sponsors of mine as well. [00:10:22] Lindsey Dinneen: Wow, that's incredible. Yeah. I actually wonder if you could speak a little bit to what you just said, because this is something-- so recently I had an opportunity to host a leadership summit, and one of the things that came up in the keynote was about how there different types of mentorship available. So, so you need, you need people who are kind of in your corner coaching you, but then you also need that kind of next tier, which is that sponsor like you were saying. So I wonder if you could speak a little bit to that. [00:10:54] Kat Hurd: Absolutely. Mentorship and sponsorship is, is some of the best lighter fluid that you can add to your career growth, truly. And I'm so passionate about it, I, some of what I do from a consulting work standpoint is actually help organizations build mentorship programs. That was my very first consulting contract when I started my business. So I, I'm actually very proud of that and I, I don't ever share that, so thank you for asking that question. 'cause I don't think I would've even called that out. But it's so inherently valuable and I, I'll just take us on a quick sidebar of why it's so important especially for women, because women, when it comes to career growth, will wait until they have 100% of the qualifications to apply for a role. When left to our own devices, we oftentimes will look at it and say, "I either don't wanna be rejected, I don't wanna waste anyone else's time or my time, or, well, I don't have all of those qualifications, so I'm not going to apply. I'll wait." Now, our male counterparts are far more brazen and they need three out of five of those qualifications, and they are convinced they are the top candidate, and there's something to be said for that, right? You know, I, I aspire to that level of, of confidence and conviction and I, I, you know, really both, you know, encourage and in some ways push and, and motivate my clients to do, to take that mindset and approach and not just the unbridled confidence. We do need that. But to understand that you don't have to have every single checkbox because when you're looking at career growth, if you're fully qualified and can do everything of the entire job scope on day one, you've actually already entered a role that you're already overqualified for. [00:12:37] Lindsey Dinneen: Ooh. [00:12:39] Kat Hurd: Because where do you grow? [00:12:41] Lindsey Dinneen: Mm-hmm. [00:12:42] Kat Hurd: So, so that's, that's the importance of mentorship and sponsorship is to have others see maybe what you don't, and help you identify where your talents and where your strengths are. Because really career growth, the best thing you can do is lean into those talents and then explore the edges that you need to grow into, and mentorship can help you do that. Now, the difference between mentorship and sponsorship: a mentor is someone who's likely walked the same path or similar, has done much of what you've done or has insight into it, and can provide insight, guidance, resources, and be a sounding board. What you don't want is a mentor that just commiserates or tells you that everything you're doing is right, yeah, because we all have areas to grow. So that's, mentorship is so important to have those people that it's kind of your lifeline, right? Can you, what's your phone a friends? You gotta have some of those phone a friends. And then sponsorship, those are people that can help you open doors. And sometimes a mentor will also be a sponsor. They're not mutually exclusive, but those sponsors are individuals who have influence and access to rooms that you aren't in, as do your mentors oftentimes, but can help open doors create introductions and open pathways that you didn't even know existed. The mentors and sponsors alike will be those people to encourage you to apply for roles when you think, "Oh, I don't know, I'm, I'm not sure if I'm ready." I mean, that actually, as I said, that took me right back to, I was in Atlanta, Georgia when there was an area vice president role that opened up. I was a regional director at Boston Scientific at the time. And I went to my area vice president, who I worked for, and he's like, I was like, I don't know if I'm qualified. He's like, absolutely, you're applying. [00:14:28] Lindsey Dinneen: I love that and "I'm gonna follow up with you." [00:14:32] Kat Hurd: Yeah, yeah, exactly. And I didn't get the role, but that isn't the point. It's the conversations and the growth that even comes from it too. So, so sponsorship is so important because it really is what can create some of the access and avenues and opportunities that you didn't know were possible. I'll share kind of a quick illustration of that 'cause it's very relevant. Dr. Mike Dorsey, he has a, a society called Sierra Spine Society. Not sure if you're familiar it. [00:14:59] Lindsey Dinneen: Little bit. Yeah. [00:15:00] Kat Hurd: It's one of the best conferences out there. I'll just say that. Like you get to ski while you're there and it is wonderful. But when you talk about sponsorships, so I've known Mike through my career, especially as I moved to Saluda Medical, you know, expanded my sales leadership influence and the geographies that I supported. But when I went out and started my own business, he was the first one to come to me and say, Hey, I wanna partner with you. I want you to come to Sierra Spine and run an industry panel. [00:15:30] Lindsey Dinneen: Yeah. Yeah. [00:15:31] Kat Hurd: And there's no conversation like that that exists now. And we were texting about it this morning. It's why it's such a timely example, because now these conversations are, are popping up at other society meetings about the partnership, the collaboration, what is the role of industry and outcomes, all of those important things. And so his sponsorship has led to me now having other opportunities and conversations with different societies and different physician partners about the importance of those collaborations, about the accelerant that they can be in care and in, in outcomes. And so without someone like Mike, like Dr. Dorsey, I wouldn't have had that opportunity. I wouldn't have even had necessarily the proof of concept to go have these conversations. So that's where sponsorship can be so inherently valuable in your growth and creating movements and motions that you just truly didn't know were gonna be possible. [00:16:26] Lindsey Dinneen: Yeah, and I think you said something that I wanted to touch base about. So, you know, you were talking about how oftentimes women don't apply for positions because they don't meet all the qualifications. And I, I know that's a very common thing and something that I've heard from people that I've helped mentor are sometimes when they're young in their career or they're wanting to break into, say, medical device sales, sometimes they have all of these incredible skill sets, but because they're not already part of the industry, they feel that they're not always sure how to connect the dots and get seen. And I'm curious, what are some of the things that you recommend for young professionals who are in this spot trying to break in or trying to keep growing? [00:17:10] Kat Hurd: Yeah. Yeah. It's getting, gaining a clear understanding of your talents, your experiences, and how they translate to the person that's hiring is one of the most challenging and also most transformative things that you can do when you're searching to break into the industry. And so it's really, you know, having conversations with hiring managers before you're in an interview process. The job interview starts, the job application, the job opening, and you know, recruiting starts far before the opening is posted. So, step one, and I know that folks out there know this, but it's really, it's getting clearer on what facet of industry you wanna get into, understanding what those pieces are that you, that are, are critical in that role. Like what does that hiring manager really need? What are the problems they're looking to solve with that hire? And then translating your experience into the solutions that they're ultimately looking for. So what that like in said and simpler language, you have to be able to speak their language and understand their needs so you can position yourself as the solution to those needs. [00:18:31] Lindsey Dinneen: Do you think also there are some good resources out there that you would recommend in terms of, part of what I know the barrier can feel like, and, and it, it can be really daunting when you first get in the medtech industry because, for many reasons, but somebody might say an entire sentence where you're like, I have no clue what you're talking about, based on all of the industry jargon um, and acronyms and things like that. And so I'm wondering, are there resources available that, you know, people that are looking to break into the industry could access? [00:19:04] Kat Hurd: There are a ton of resources out there. The challenge is knowing the right resources. There's also a ton of programs that will support you in your breaking in. This is gonna be an unpopular opinion. I don't think you need big, expensive programs to create results. What you need is a strong belief in your candidacy and an understanding of what your gaps are. [00:19:29] Lindsey Dinneen: Mm-hmm. [00:19:31] Kat Hurd: And then the solutions and strategies of how to fill them. Now you can get there faster with the resources and framework. I mean, I don't have a formal program, but I still help people on a, you know, one-off basis break into the industry. But at a broader level, I think what you're really asking is how does someone, it's kinda like eating an elephant. Like where do you, where do you take the first bite? You have to get started in knowing what you don't know. And so truly, I would encourage people if you're looking to break into the industry, to sit down and make a list of all the things that you don't know about the medical device industry. And that might be what are the different, you know, verticals of the industry? What are even the, you know, the specialties or the therapies and then, okay, so "I don't know even what space I would want to get into." That's, you know, bullet number one to identify. Then, "I don't know the language or terminology." That's an easy one to fix. I used to always tell candidates that go take an online medical terminology class. Learn to speak the language. I feel like they're out there for like 20 bucks or something. You can find really easy ones. I'm sure you could do free ones. You could probably ask chatGBT to create you, you know, a laundry list of acronyms and medical terminology and an understanding. Because when you understand the environment, that's when you can translate your experience into something that's relevant. But when you don't understand the environment the customers work in, what the needs are of the hiring manager and what the positioning is of the company, it becomes really hard to position yourself as the right candidate. So to go back to like, what are those resources? Absolutely. There's, there are folks that do some free programs. I mean, honestly, TikTok, there's a ton of people dropping knowledge on TikTok. There's some YouTube channels out there. I'm actually recording kind of a mini podcast series this week with Jay Pendleton, who's another. You know, big name in the medical device space, but adjacent to medical device from an industry standpoint, where we're gonna be talking about a lot of this because there is such a need, and the most important thing is first you identify the gaps and then you go find those resources. Of course, AI is a great place to go, but also have those human connections, make that outreach because that actually will help you then in your job search as well. [00:21:47] Lindsey Dinneen: Right, exactly. And then making those connections. I always say you never know where that'll lead. You just, you don't, you might think it's just a quick intro and, and that's fine, but then your, your name will come to mind from if somebody's hiring or needs something. It's just, yeah, that, that's great advice. So, one of the things I wanted to ask about is you do a lot outside of, you know, your full-time job, which I'm sure feels more, even more full-time now, uh, running your own business. But tell us a little bit about some of the things that you're passionate about outside of full-time work that you volunteer for. [00:22:25] Kat Hurd: Yeah. It, it's funny you say that, you know, the, the, the full-time job now is definitely like an all-time job, not just a full-time job, but I love it. So I hate to be that person that's like, it doesn't feel like work when you love what you do, but I loved what I did before, you know, this is a new way of me doing it. But I also firmly believe that the, and I've seen it in my business, the best years I had as a sales rep and as a sales leader were the years where I wasn't just giving to my team and to my organization but was also connected and giving to my community as well. So right now, that looks like me spending a ton of time at Ballet Arizona. I'm the Vice Chair of the board of directors, so I have, I committed to a four year leadership, yeah, leadership journey with them. So I have two years as vice chair and then I'll be Board Chair for two years. And it's just really, you know, I've been dancing since I was itty bitty. I had a short stint on the Phoenix Suns for a hot minute, and you know, it's been something that has been creatively my kind of happy place since I was little. And it's been really fun to take my business acumen and my strategic mind and get to apply it to the art form that I love. So that's where, you know, these days where I'm spending a lot of my time, but I also do rescue work and work at our local animal shelter, walking dogs, giving them treats, you know. There's something to be said for walking in after a long day or a long week to, and yes, people often are like, it's so sad. How can you do that? Those dogs are so happy to see you, there is no way, truly no way that you can leave pissed off. Like, it just, it takes the, the weight of the week or whatever the situation is, and shifts your mind and shifts your perspective because truly I think when we, you know, come from a head space of gratitude, because we are all so lucky to be in the medtech world, the opportunities that we have, the, you know, just uncharted territory really that our career can take. That's the best part. I'm sure you didn't imagine that you would have a podcast and you would have, you know, the influence that you do with MD&M and all these other opportunities that are afforded to you. And so, it's good to be reminded of how much we do have, and it never hurts to get some puppy kisses too. [00:24:42] Lindsey Dinneen: Exactly. Well, you're speaking my language on both of them. [00:24:46] Kat Hurd: Love that. [00:24:46] Lindsey Dinneen: When we were, when my husband and I were paused for a little while in Oregon, we would go and do and go walk dogs and, and yeah, it is, it is hard because you kind of fall in love instantly all the time, but it is such a, it's so, it's such a gift. It's a gift for you. [00:25:02] Kat Hurd: Yeah. It, it really is. And we foster failed twice, so, yeah. You know, so we probably just should admit that we aren't good fosters we're good, you know, pet parents, but it is, and even you can't take all of them home with you. So just, you know, having those moments with them is really fun. [00:25:21] Lindsey Dinneen: So you mentioned your business acumen being wonderfully applied to the arts world, which is a, which is so great. I'm also wondering how it's worked on the opposite side of things. Like what do you think dance taught you growing up that you apply? [00:25:37] Kat Hurd: I love this question, and I was just saying this last week. I sat down at dinner with a mentor and sponsor of mine, and I was telling him that I am convinced --you cannot convince me otherwise-- that my dance background-- 'cause I actually, I went as far as to get a degree in dance. So like I live and breathe it for for a long time. And that is what made me such a successful sales rep especially in the OR environment because what do you do as a dancer? You observe patterns of movement and you, you are, you can predict what's going to happen physically before it happens because you can read those cues and so that is exceptionally valuable in the OR when as a sales rep, your job is to be like bright and present when they need you, and blend into the background when they don't. And it is like a dance in the OR, it's absolutely choreographed. And then when that goes into sales conversations, it's reading the nonverbals and understanding what someone's body positioning and posture is telling you without their words. And you really do, especially I, I did a lot of modern dance in college, you learn that improvisation, you have to be able to read someone's movement before it happens. So yes, it's a great question and I, I, you know, strongly believe, I know that athletes often get hired as medical device reps, but I think dancers are just an untapped and really under leveraged subset of talent because their skills can translate so strongly. [00:27:09] Lindsey Dinneen: I love that. Well, shout out to dance is I think many of the listeners know I'm also a dancer, so I of course, feel very strongly about the connection and the power that the arts can provide for any career really. [00:27:23] Kat Hurd: Truly. I'm curious for you, what do you feel like your, if of your background, right, of your maybe it's dance or some of the volunteer work or the travel that you do, how has that positioned you in your current career for success? [00:27:36] Lindsey Dinneen: Oh, that's, that's a fun one. I think so I think all of the skills that I learned as a dancer have been instrumental. Things like learning how to take correction with grace and apply, apply it quickly, apply the feedback quickly, permanently to make a big difference. I think learning teamwork and how you fit into the broader picture as a whole, you're not always gonna be the soloist or kind of the leader in charge necessarily. So sometimes you have to know when you're gonna be to put in dance terms, the corps de ballet. You have to know when to be the main group of dances. But again, not feeling like any role is insignificant. We all work together to success. I also think that resilience is a huge component of it. The grit that is required for dancing translates so well into anything else because this industry can be difficult and like you said, depending on where you're navigating, and what you wanna do, sometimes it takes a lot of sort of persistence and, and resilience and grit. Yeah, I could go on and on, but those are things that come immediately to mind. [00:28:48] Kat Hurd: Yeah, absolutely. It's that resilience. I mean, when you take it back to the conversation about breaking into the industry, you have to be willing to-- and same as in arts or in athletics-- like be willing to let yourself fail, to push yourself to your edges, to understand your limitations, and then blow past them. Because if you just stay at what your limitations are, you're never really gonna get where you wanna go. And as a dancer, you have to live that life all the time. And it is, it's absolutely, those are the hallmarks to breaking in. You have to be agile. You have to be very comfortable with rejection. You have to be very gritty in trying and trying and trying again, and it doesn't matter how many times you don't get a response, you're still gonna send out those messages. You're still gonna ask people for coffee chats. You're still gonna send one question to one person and ask for three minutes of their time. [00:29:39] Lindsey Dinneen: Yep. Yep. I love it. All right, so I'm curious, as you've had a really cool career in this industry, what are, what is a moment maybe that stands out as really solidifying that, "Hey, I'm, I'm in the right place at the right time." [00:29:54] Kat Hurd: Oh man, that's a hard question. I love that because I feel like I've had so many of those moments, and interestingly, it's not the moment that have been, you know, me standing on stage accepting an award. I think it's been in the little moments, like those quiet whispers of like, " Yes, this is it." You know, the, the times where my customers, you know, as a sales rep would come to me and say, "Here's the challenge I'm having. What are your thoughts?" Not about spinal cord stimulation, but because we built this trusted partnership and, you know, and I became an advisor in their world and not just another rep, right? So like those moments as a sales rep really were the moments that were were those kind of inflection points for me. And then I look as a sales leader of seeing my team win as a coach. You know, I, I get the question of like, well, you know, how did you prepare for what you're doing now? I'm like, "Guys, I'm coaching. I was coaching people for the last 10 years as a sales leader. Now I just do it for my own company instead of others." You know, but, and I will say this. The moment I knew that I was on the right path in my, my current role in starting my own company was starting to see the impact that it would have on the reps that I was working with. The sales leader who came to me as she first got promoted and then now is currently ranked first in her company, you know, like the, the reps-- even just this last weekend I got a text message from a rep I hired a few years back and who's at a different company doing big things and they just won a massive onstage award as Rookie of the Year. You know, really cool moments that getting to be a part of their success and their journey because not only is it incredibly fulfilling do you get to make a, a massive impact, but it also financially sets you and your family up for massive opportunity ahead. You know, I just had a client where we negotiated an additional 25K on her offer. Like that's a big deal, right? [00:31:58] Lindsey Dinneen: Wow. Yeah. Yeah. That's huge. [00:31:59] Kat Hurd: So, so I apologize because I didn't give you just one moment because, for me, it's, it's the invisible thread that runs through and that, because that thread has always been present in a different form or fashion, it's given me this in some ways insane courage to do things that people think are, are delusional and know that it's the right thing because of the impact that it's gonna have. [00:32:24] Lindsey Dinneen: Love it. Absolutely love it. Okay, so pivoting the conversation just for fun, imagine that you were to be offered a million dollars to teach a masterclass on anything you want. It could be within the industry or what you're doing now, but it doesn't have to be. What would you choose to teach? [00:32:42] Kat Hurd: Anything I want? Oh my gosh. Can I give two answers? Good. Because the first thing I would absolutely just want to teach one on this industry, and that's the power of influence in building your net, your web, I call it your, your web of, of influence. That changes your career. It's who you, who knows you, what they know of you, and that is what opens doors. So I feel like I would, I would do that. Right. And I, I have to do that because that's really what I'm so passionate about. But if it was like any off the wall topic, it would be traveling to Europe on a budget. I have it on lock. And particularly how to do the long haul flights without jet lag. [00:33:35] Lindsey Dinneen: Oh, excellent. [00:33:37] Kat Hurd: Yeah. [00:33:38] Lindsey Dinneen: Might need to talk more about this offline. [00:33:41] Kat Hurd: I feel like I have such a system and one of my my last boss used to always say, he's like, "You can go," 'cause I international travel is my, like, my passion outside of dance. And he's always like, "You can go, you just have to promise me that you'll come back." He used to joke. He's like, "I'm afraid that one day you just won't come back." So I made good on my word. I always came back, but I did learn a lot of tips and tricks along the way. [00:34:07] Lindsey Dinneen: Awesome. Excellent. Great masterclass topics. How do you wish to be remembered after you leave this world? [00:34:15] Kat Hurd: Oh, I love that. And what it unique question to ask in a podcast about medtech. I, I think we get so stuck in talking about who we are as professionals, that we don't always talk about the bigger pieces. So I wanna be remembered as someone who cared deeply and made an impact on others. Yeah. [00:34:35] Lindsey Dinneen: Yeah. Yeah. I love that. And you're well on your way, so there you go. [00:34:41] Kat Hurd: I like to think so. It's all a work in progress and it's truly a testament to, you know, to take it back to some of the start of our conversation to the mentors and sponsors I've had along the way who have given me-- you know, I, I talk about borrowed belief a lot because there's gonna be times in your career where you don't think you have what it takes. And that's where mentors and sponsors come in. And having people that will loan you their belief in you, so you can believe in yourself, even just for a moment to go do the thing that feels really scary. And because I've had those people, you know, I've I've felt brave enough to take those risks and moments. [00:35:17] Lindsey Dinneen: Love it. Yeah. Excellent. All right. And then final question. What is one thing that makes you smile every time you see or think about it? [00:35:26] Kat Hurd: Oh my gosh. Well, at the risk of sounding like that dog lady, it's a hundred percent our pups. We have, we have two now, and our current foster slash foster fail has this unbridled energy that I always look at her and think, "Gosh, if I could bottle that." Yes. So yeah, it's my family, right? My partner, Matt. I think that those, it's those moments. At the end of the day, I couldn't do what I do without my family, without Matt and yeah, so I'm very lucky to have them. [00:35:55] Lindsey Dinneen: Love that. Excellent. Well, this has been an amazing conversation, Kat, and we are so honored to be making a donation on your behalf as a thank you for your time today to Save the Children, which works to end the cycle of poverty by ensuring communities have the resources to provide children with a healthy, educational, and safe environment. So thank you so much for choosing that charity to support, and also thank you for continuing to work to change lives for a better world. We're grateful, and I wish you the most amazing continued success. [00:36:30] Kat Hurd: Well, Lindsey, thank you for all that you're doing as well. Even hosting these conversations, it's such an important, you know, distinction to talk about how do you make a difference in this space and change things for the better. So thank you for your kind words and the opportunity to have this conversation, get to hang out with you for a little bit. And yeah, I look forward to our next conversation. [00:36:50] Lindsey Dinneen: Awesome. All right. Thank you. [00:36:53] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.

Emily Muir | Director of Sales & Marketing, Ontogen Medtech | Building Success Through Fostering Relationships & Non-Linear Pathways

Emily Muir, Director of Sales & Marketing at Ontogen Medtech, shares how a non-linear path from retail merchandising to dental implants, optical, and a medtech startup became her superpower for building relationships and driving growth. Emily explains what it takes to break into medical device sales, from self-directed learning and curiosity to finding mentors and giving yourself grace through the learning curve. She also discusses what she’s building at Ontogen: a Chicago-area CDMO that supports medtech innovators from early design and brainstorming through quality, regulatory, and contract manufacturing, with an emphasis on trust and long-term partnership.  Guest links: www.linkedin.com/in/esmuir [http://www.linkedin.com/in/esmuir]  Charity supported: Save the Children [https://savethechildren.org] Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com [theleadingdifference@velentium.com].  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen [https://www.linkedin.com/in/lindseydinneen] Producer: Velentium Medical [https://www.velentiummedical.com]   EPISODE TRANSCRIPT Episode 078 - Emily Muir [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I'm delighted to welcome as my guest, Emily Muir. Emily serves as the Director of Sales and marketing at Ontogen Medtech. Her work focuses on enhancing business performance through strategic new business sales and channel partner collaborations. Throughout her career, she has developed expertise in business reviews, retail strategies, and employee training. Her goal is to contribute to organizational success by leveraging her skills in building partnerships, and driving growth across competitive markets. All right, well, welcome to the show. It's so great to have you here today, Emily. Thanks for being here. [00:01:31] Emily Muir: Thank you so much for having me, Lindsey. I'm so excited to be here. [00:01:36] Lindsey Dinneen: Yeah. Yes. Well, absolutely thrilled to have you on and I was just wondering if you'd start off by telling us a little bit about yourself, your background and what led you to medtech. [00:01:48] Emily Muir: Oh yeah, this is gonna be a good one. I would love to. So, full name. My name is Emily Muir. I am the Director of Sales and Marketing at Ontogen Medtech. We're located in the suburbs of Chicago and Ontogen Medtech is a contract development and manufacturing company that helps medtech innovators really bring their visions and their devices to life. My path to this position is not linear, however, not even close, which I've really come to view as my superpower. Really started out in retail merchandising, my degree in retail merchandising, and I started merchandising women's shoes and handbags in probably every department store in the Midwest that you can think of. So I know where all the good deals are, essentially. Yes, which is great to have if you're a girlfriend of mine. But about 10 years into that, I pivoted into medical device sales. I'm starting to cut my teeth on dental implant sales. And then I moved into the optical space and now seeing how really the sauce is made with product development. And really, I fell in love with the industry being able to have an impact on a patient's life, see it in real time, educating their physicians and staff. And really the complexity that comes with that is really what stole my heart. So along the way, I worked at a startup called Avulux. They're a migraine lens company, and that's really where I caught that startup bug like a lot of people do. This really gave me wonderful insight into what makes startup companies successful, really from a commercial standpoint. And then in late 2025, I left and joined Ontogen MedTech, and now I'm here building our entire sales and marketing function from the ground up, which is a daunting challenge and task. And that's kind of what I thrive on. So they really nailed it, in my opinion, the right candidate for the position here. But, you know, outside of work, I really love to foster dogs. I'm very passionate about rescuing dogs. I have two rescues of my own, and there's something about giving a second chance to something that's really been overlooked that really resonates with me. And personally I really love watching the rescue dogs decompress and really melt into incredible companions. Truly, I just think that they need the right partner and the right environment in order to thrive and be successful. [00:04:38] Lindsey Dinneen: Yeah. I love that. And so I'm curious-- I have so many questions of course, but okay, so we're gonna start with the, well, I guess we'll go back first. So you started with retail merchandising and you worked for a lot of different corporations. What were some of the lessons that you learned for that, and during all those experiences that translated really well into medtech sales and now marketing and whatnot? [00:05:07] Emily Muir: One word, relationships. Those are crucial. Working in the back rooms of department stores, as a retail merchandising rep, you had to figure out who to talk to quickly. Who was the right person, you know, was it a sales rep to promote your product on the floor? How did I get frontline exposure? And do I need to get out there and get dirty to sell my product? Fostering those relationships really helped me understand how to be successful in sales, and that is something through and through no matter what industry you are in, and especially in the medtech product development, you, you have to have strong relationships in order to get your point of view across, in order to effectively communicate your value proposition and to know who to talk to help founders find you. There are so many, there are so many people building in this space and you always hear the noise out there of people saying, "You need to find the right partners. You need to find the right support." And who's gonna help you determine that, who's truly gonna help lead you through all of this? It's finding the people that have the direct access to the founders to help them get into your pipeline so that you can really have that direct experience with them and help them bring their products to life. So if I don't know who those players are and they can't find me, I can't be successful in my role at all. So that's, that is something I always think about coming into this every single day. What can I give to someone else? Who can I talk to? What part of my network can I reach out to so that I can give the right resources, I can give the right message, and we can all grow collectively. [00:07:13] Lindsey Dinneen: I love that. And I think to your point, it is so important to nurture those relationships, as in general, I would say that's just good life advice. But at the same time, yeah, but at the same time, I would say what I appreciate about this industry is that yes, there's so many players in this space and it's huge, but at the same time it feels small. So your relationships really do matter in terms of like how you're coming across, how you're perceived, but just in general building that know, like, and trust factor, which again, is really important for your sales and marketing strategy too. So yeah, I love the fact that's a key thing that you took away. And, you know, sometimes I feel like things in our past that aren't directly related to what we're doing now might feel, I don't know, like, "Oh, I don't, what did I get from that? Or how does this help me?" But to your point, so many skills learned along the way that help you now, yeah. [00:08:09] Emily Muir: Absolutely. I, you know, when I made the decision to go from the retail merchandising world in a hard pivot into medical device sales, I really had to step back and say, "Oh, okay. What are those transferable skills that I can use to, to get me there? You know, what do I already know in terms of a process that I can parlay into this, and how can I create that story so that, you know, that my future boss, the recruiter is going to understand where I've been and where I want to go." So that, that was crucial. The story of that is crucial in order to help someone else understand how to leverage you within their company too. [00:08:59] Lindsey Dinneen: Yeah, absolutely. So, okay, so let's talk about maybe that transition too between having worked in maybe larger corporations or for larger companies and then going from that to startup life, which is often an adjustment. So I'd just be curious to know how has that been and what lessons have you learned from that journey? [00:09:23] Emily Muir: Oh yeah. That there really is, 'cause I did go from a very large company. I worked for Esler Luxottica for six years as a sales rep for them. One of the, you know, arguably the largest player in the optical world to, to a startup. And what I really took away is that, well, some of the lessons of working in a big company really do work while coming into a startup life. And that is really how do you self-direct yourself and learn because in a big company, you know, sometimes there isn't always someone there to hold your hand and navigate that. And, you know, I did the same thing from not only changing industries, going from retail merchandising into implants, implant sales. And then I went into another industry of the optical world, which is very different. So I had to learn a whole new vernacular. I had to get certified in order to be a speaker there in order to understand what I was talking about. And having the self-direction of, "Okay, I need to get this done. Who do I need to talk to within my own company? What resources do I already have and what do I need to figure out in order to get my job done or create myself?" were lessons I had already experienced within that big company. And maybe many don't think that's something you're gonna learn there, but it actually sets you up really nicely to be in a startup because those are all things you have to navigate on your own and show how you succeeded in that. So kind of with those lessons and having that under my belt already coming and leading within a startup space, I was really able to sit back and say, "Okay, so if I, everything I do, I imagine that I have, you know, multiple staff already, right? That, you know, if I have a new employee, what resources do I need to have in order to help them out?" And that really helps direct my every day. So, having that startup experience I loved it again, you know, got that bug and I just wanted more of it. And I did have my founder, one of my founders say the other day, he was like, "You know, you are just made for that. You're made for taking on this." Like, I go, "Yeah. What else do we need to have done? What do we need to create, you know, what do we, yeah, let's get in there. Let's get dirty." I think it's really about getting in there and getting your hands dirty and just saying, "What else? How do I?" And then being as resourceful as you can to get it done, because there's always somebody who knows something. There's always someone who's kind of done something before. You know, that's really where we can, your startup experience puts all of those pieces together for you. [00:12:22] Lindsey Dinneen: Yeah, that's great. Oh, I love that. And yeah, so, okay, so that reminded me too of like, you know, your point of, you know, really getting in there, being self-directed, all of that good stuff. When you first joined the medical device industry I'm curious what your experience was. How was that learning curve for you? Because I remember coming into it and like. I would start listening in on conversations and learning and try, you know, absorbing. And there was a lot of that right at the beginning. And I remember sometimes people would say a full sentence that was just acronyms or ISO something and I was like, "I have no idea what you're saying right now." So anyway, it was, it's lots of learning and curiosity helped to bridge that gap. But for you, what was that like? [00:13:10] Emily Muir: I do pride myself on being pretty good at social cues. So, you know, you go, "Yeah, absolutely. Yeah, we can. Yeah!" And you just really take note of every word that's being said and and really look it up later. Or, "Tell me more about that." You know, getting, it's the curiosity aspect of it, but you do have to do your homework. You do have to, you know, you're in your every day and you have to acknowledge that there is additional homework when you get home or have a friend. I always like to say I would have a friend to ask for dumb questions. We all know the saying, like, "There is no such thing as a dumb question." There are I think sometimes, or at least you feel that, you know that the feeling of the dumb question is real. So really having someone either who's in it with you starting out, or who you can really use to, to help you understand, who can guide you if you can have a mentor. Otherwise, somebody who you can just call who's been in there maybe one more day than you have and say, "Hey, can you help me understand what they said here?" You know, I think this is the context. I'm a big believer in doing your own research first, trying to figure it out yourself, and then going to someone and asking for greater context, asking for a layman's term of it. But it's, it is important that you understand that you're gonna be doing extra research on your own, and that's a really important part of getting into a new industry is being able-- whether you're a founder or you know, you're. You know, a leader in something new or I you just have to dive in and understand there's gonna be extra work, but it's gonna be worth it. And honestly, in my opinion, I think you learn faster that way because you can digest it on your own. [00:15:11] Lindsey Dinneen: Yeah. Okay. So I love the idea of having a buddy and I was very, I think, lucky that when I first joined the industry, there were the, I was really surrounded by, I would say, buddies. You know, colleagues who were just super, open and happy to answer anything or explain anything more. And I remember just having this notebook of just like so many notes about all the things, but you're right, you have to be self-directed in that too and recognize that there is a learning curve, but also give yourself grace for that learning curve because, I think, unfair perhaps to-- and I'm very guilty of this. I expect a lot of myself, so, so, you know, I'm like, "Here we go." And, you know, gungho and like wanting to be as accurate as possible, as quickly as possible, which is a good thing. But at the same time, giving yourself grace to know that, yeah, you're probably gonna slip up every once in a while. You're gonna call something the wrong name. Okay. That's okay too. Just being o- okay with that. Yeah. [00:16:09] Emily Muir: Oh yeah, absolutely. It's wonderful and that I had one person in particular that really took me under her wing and helped direct me. She was a former manager at another company and really was like, "Emily, you need to go here, Emily, you need to look this up, Emily. This is how this is." You know? And saying, "Okay yeah. Just tell me where to go. You know who to talk to, you know, and I'll do it." And we've created a really nice working relationship in that way. But not everybody has that. So it is wonderful to give yourself grace and know that there will be a point where it all clicks. And that's what I think about every single day is that, you know, maybe it's six months, maybe it's a year in where all of a sudden, you explain something flawlessly or you get that, you know, customer, you explain everything. You know, like the pro, like it's every, the world aligns, you get that sale. Or you know, and like somebody looks at you like normal again, like, you know, those are the wonderful moments. And they will all happen. So as a leader, I think it's also good to understand that if you bring someone on that's new to really try to set them up for success and that most people don't want, you know, they're so hard on themselves coming into something new and to just make sure you guide them appropriately. You know, let them know, maybe sometimes people cry. It's tough, you know, like it's, and you're laughing and I hope everyone else who's listening is laughing too 'cause there's always that one moment where you're like, "I swear I'm gonna, I hit my breaking point today" when you're trying something new, like the world is not working out, maybe you slipped up and said something, you sent the wrong email to someone. You know, there, there is always something and you know, understand that these things happen. You know, we don't need to beat ourselves up about it and to gently correct. We can correct or, you know, say, "Hey, I, you know, maybe we could say it like this or, you know, I understand how you might have used that in this context, but this is what, you know," just generally redirect. [00:18:35] Lindsey Dinneen: I love that and I, that's beautiful leadership advice in general and something that I think isn't talked about enough. I think there's a lot of talk about, you know, mentorship and sort of, empowering people. There's a lot of great leadership advice out there, of course, but I really like the way that you put it and really like you said, just helping your team be set up for success. And so I'm actually curious. That's a good segue. So now you, as a leader, are building out a sales and marketing department, so to speak, it's at least at some point. So as you're growing and continuing to go down that pathway, that's really exciting. So tell me a little bit about how your process is going in terms of setting not only the yourself up for success, but the department and you have hires coming in for success and like, how are you thinking about all of that? Because that's a lot. That's no small undertaking. [00:19:34] Emily Muir: It is no small undertaking. And honestly I'm really excited for those days to come. I believe me when I get the "A, okay," I've got plans for what I need and in all of it, asap. I really, first of all, I want to embrace my non-linear path. And I, when you're looking to build a team, it's always important to come first with a realization about what you bring to the table, and I think embracing that. I'm very fortunate with my founders and principal that they really trust me and understand that I bring something very different than they do, and that was very strategic for them. I work with so many engineers and know that I can have the best minds available, but we really need to have different personalities, a different set of reps over on this side so that we can really drive and communicate the mission and vision effectively. So, you know, knowing I don't come from a very linear path, I think it's important to not only look for those people also, but also look for personalities sometimes that do. And you know, because I do, I need a complimentary team to what I bring to the table here. So, but also there are foundations of that I'm always looking for in, in people like curiosity, someone who is adaptable, someone who has a passion for solving these problems, who can really understand what the engineers are bringing to the table and communicating that to potential clients and even having passion for those client projects because it's not our vision, but at the end of the day, we're really telling the story of so many founders and saying, "This is how we help them. This is what they're doing. Look at their success." And that's so important. And to be able to connect the dots across so many disciplines for people as well. Like my tactical advice for somebody who wants to approach my team is kind of approach it with that curiosity, but at the same time, or show me that you are gonna be a student of the business. We just shared about how, you know, we, you have to learn so much that you have to do that extra research on top of your every day, do your homework. That's what I'm looking for. I'm looking for someone who's going to dive in no matter where they're from, in order to be the best version of them themselves and support this team. I'm looking for somebody who is really gonna be investing in their brand because I'm doing that as well. I think that's important. I think that's important for my engineers and my founders as well. People buy from people and not logos. Right? You're a great example of that, Lindsey. I need people to show up consistently as well, consistency sells as well, and also authenticity. I'm a big fan of that. I think that's probably coming across very evidently right now. You know, I'm not a fan of the perfect resume but I'm a fan of when you show up authentically, consistently, and show the effort, that's when you win the sale. And when you connect with someone authentically. So in terms of like leadership with that non-linear path, the foundation of that no matter where you are is crucial, is non-negotiable. [00:23:26] Lindsey Dinneen: Yeah. I love that. That's great. And it's really exciting to get to know you at this particular period of time too, because it's fun to watch, you know, and get to see the growth and expansion of your whole business and company and whatnot. And so speaking of that, can you tell us a little bit more about the company, who it serves, how it helps the medtech world? [00:23:51] Emily Muir: Ontogen? Oh yes. Love to. So we are really soup to nuts everything for your startup medtech team. Truly I have a wonderful team of engineers who can take a napkin design that you have a dream, a vision, and take you through that design development process. We can help you with quality management system, regulatory strategy and execution. We can even help you with contract manufacturing. So truly like, and I think people don't believe that, and it's so much to digest, but when you're really looking for a partner out there who can be a part of your team, an integrated part of your team that has wonderful communication, we are truly those people. And my founders have an incredible passion for what they do, which is why they started this, which is why they keep adding things, capabilities that we can do and give to the world, and especially in the Chicago land area. This is not a hub yet for medtech, yet. We are gonna be growing that. And you know, there are other partners out in our space around here that are growing, that are really diving in, and that's our goal for this year. That's our strategy, not only to get our name out there, but also to really have those wonderful relationships with our ecosystem in the Chicago land area. Well, beginning here and then you know, the world but, that, that's our goal. So, you know, if you wanna have, if you wanna look for someone to help you with design and start us out there, try us out there, you're absolutely open to do that. But we do have this habit of getting people early and then helping them into that growth stage. So that's our goal for you, for the early founder out there is to grow with us so that we can get you there and then they can take over the world. [00:25:57] Lindsey Dinneen: Yeah. There you go. I love that. I love that. And I think it's so cool that you're able to come alongside companies like that and literally help them from that, you know, sketch all the way to development, like the whole process. That's very cool. Yeah. [00:26:13] Emily Muir: The whole process 'cause so many people out there-- and I understand, you know, it's so hard to. I think really know where to look to and where to go, and so many pitfalls from founders are experienced in those in between times. They come to a company that can do X, Y, Z for them, but they can't do then the A, B, C of it, you know? And some people think they're ready for certain stages and we're able to say, "Hey, you know, we know you might think you're there, but wow, we see this opportunity a few steps back. If you'd start here, then we can actually get you here a little bit quicker without having to look for a new partner. We can help you do all of that." And it does require a little trust on the front end in order to do that. We understand that which is why I always say start out with that design or even start out with a brainstorm. If you have an idea for something and you just need to see, is this feasible? We can just do a quick one hour brainstorm with ya. We're actually gonna be doing that with a company soon for diagnostics, which is really exciting, because that was the pitch. They said, "Well, we're really interested, but I don't know." I said, "Hey, let's go in. Let's work this out. Let's see what ideas we come up with. Let's see if this is feasible with my team first, and then we can go from there. No need to commit to everything right up front." [00:27:48] Lindsey Dinneen: That's awesome. Yeah. Yes. That is a, that's a great approach too. I think it's helpful. Also in the idea of, like you kind of mentioned, is the building trust component of not saying, "Oh, you're locked in with us forever and ever. Amen. But no, we really, we are coming alongside you. We wanna be partners with you. We care. I mean, my, I don't think it's the stretch to say we care just as much, you know, about the success of you and bringing this life-saving device to the world." So yeah, I love that approach. [00:28:20] Emily Muir: Ab, absolutely. And honestly sometimes I'm in there with my R&D managers and they're like, "If they would just let us do this one thing, you know, we really think that this would be great. You know, like how can we get them to really see that like this can be better." Like they care so much, and you know, really I just need more angel investor friends for them so that we can, you know, do all of the things that we, you know, we really wanna do for all of our clients. That's my PSA, I need more angel investor and VC friends, so, so that we can truly make their dreams come true with their devices. [00:28:59] Lindsey Dinneen: I love that. Okay, good call to action there for our listeners here. So, you know, you've had a really amazing career and you've done lots and lots of different things within the medtech industry. Have there been any moments that really stood out to you, is just affirming, "Wow, man, I am in the right place at the right time." [00:29:22] Emily Muir: Oh my goodness. Well, I definitely remember the first time I knew I could do it. You know, there are a few moments along the way that I affirm where you're, I'm on the right path, right? Truly, anytime you get a job, a new job, you're like, "Okay, well, somebody's still gonna hire me. We're still here. This is great. We're still going here." But the first time I really figured out that this was the right place for me was meeting a medical device sales rep. I met a new friend I was in the retail merchandising space, kind of, you know, figuring out what my next step was. Do I keep going here? Do I try to do leadership within the retail space or do I go into something else? And I met this wonderful friend, she's, well, she was an orthopedic sales rep and we were talking about our jobs and I was like, "What we do sounds so similar, but like you help people's lives. You know, like you have a direct impact on the surgeon. Like, you know, you set them up for success so that they can execute their surgery, right?" Like that's so amazing and impactful and really they made a lot more money than I did, frankly speaking which doesn't hurt. But, it was truly that moment when I was going over it with her and then starting to throw ideas about my next step. And she goes, "Oh yeah, you can do that. Oh yeah. What you do, like you just add my terms in there, my vernacular, and put you in front of a surgeon and that's it." And I said, "Okay, you know what? You get help people. I wanna help people. I wanna have an impact. Let's, that's what I'm gonna do." And I just keep finding ways that parts of the industry that keep me excited, and there's no shortage of that here. There's literally something new every day. There's a new product that we're helping bring to market. There's a new part of the industry that is emerging, evolving that you need to learn. That was probably the most impactful moment for me to really know that I was on the right path here. [00:31:42] Lindsey Dinneen: I love it. Yeah. Okay, so. All right. Yes. And I think it's so cool that you have many moments to draw from 'cause it sounds like the inspiration keeps coming, which is always super helpful, 'cause of course you're gonna have good and bad days. So being able to draw on, oh my goodness, this series of, "How exciting is this to be able to play a part." That's great. Well, all right, pivoting the conversation a little bit just for fun. Imagine that you were to be offered a million dollars to teach a masterclass on anything you want, could be in your industry. It doesn't have to be. What would you choose to teach? [00:32:21] Emily Muir: This is gonna be really left field. This is gonna, yeah. Yeah. I this is for-- and Lindsey, I don't know if you enjoy the franchise "The Real Housewives" or... [00:32:32] Lindsey Dinneen: I've never watched an episode. [00:32:33] Emily Muir: Or if any, listen-- oh my goodness. Okay. Let's. I will, there's too much. I'll have a brain dump after this. There will be homework to it. You think the medtech industry is hard? Let's go. It would truly be about "The Real Housewives" and their impact on the reality lands and also the personal branding evolution of the reality stars. It's really a case study in marketing and as a marketer, you, I really would look into that heavily because a lot of those women either create products outta that or, I mean, some of them do go to prison unfortunately as well, but I wouldn't look into those as much. There's a strong pipeline there, but a lot of the businesses that are created from women from this platform is truly astonishing. And there really needs to be a course about it, like an MBA level course about it and the successful women who have come from it. [00:33:39] Lindsey Dinneen: I love it. Oh my goodness. That is out of left field. That is probably the most interesting answer I have ever heard. Not expecting it. Love it. Oh my goodness. [00:33:51] Emily Muir: Thank you. Thank you so much. You can start with Bethany Frankel. She's a great one. I'm sure you've heard of her before, maybe Skinny Girl Margarita. Not a paid plug for her. Yes. That she's a great one. But there aren't many. There are many out there. Yes, start with her. [00:34:07] Lindsey Dinneen: All right. Homework. Excellent. And then how do you wish to be remembered after you leave this world? [00:34:13] Emily Muir: How do I wish to be remembered? I hope to be remembered as a very supportive person to my friends, my family, my support system. When you are part of my, when you're in, and truly, no matter what you need-- if you give a call in the middle of the night, I, you know, will jump outta my bed to go and help, you know, whatever it is that you need. I try to be truly that ride or die for my friends, my family, and I really hope that's what I'm remembered for, because everyone needs a wonderful support system and someone to, you know, stand behind, stand alongside you, hold your hands sometimes and be that cheerleader. So I try to be that. I have people who are so wonderful in my life who are that for me. And, like, if you imagine, you know, heaven forbid it's like, you know, your funeral. But I do imagine that they are there truly like pom poms in their hand, you know, being my cheerleader because I've been a cheerleader to so many people. That is my dream with some sort of like Whitney Houston or Mariah Carey on probably going at the same time or something that would be... [00:35:30] Lindsey Dinneen: Naturally. [00:35:32] Emily Muir: With "The Real Housewives," you know, just playing in the background, just my masterclass, you know, playing for everyone, the marathon of it, that would really just in probably like a puppy yoga fostering situation happening at the same time because everyone needs to rescue and foster a puppy at some point, so that would be the pinnacle of my life. Something like that. [00:35:58] Lindsey Dinneen: Very specific requests. I love it. We're gonna have, it's gonna be... [00:36:02] Emily Muir: Yes. Absolutely. [00:36:04] Lindsey Dinneen: ...A sad event and like, weird, you know, like, 'cause you're supposed to, you know, you're sad but also puppies, so. [00:36:10] Emily Muir: Puppies for sure. Absolutely. There would be, you know, I'd be like, "Everyone has to leave with a rescue puppy. Like these are my final wishes." [00:36:21] Lindsey Dinneen: Yeah. [00:36:22] Emily Muir: Mandatory. Mandatory, absolutely. [00:36:26] Lindsey Dinneen: Amazing. Alright. And then final question. What is one thing that makes you smile every time you see or think about it? [00:36:37] Emily Muir: Puppies. Re, re, rescue puppies. My, my dog specifically. They make me smile every time. Heaven forbid you are following me on Instagram or something and seeing my dogs just all the time. I am unfortunately that person. But also if you need a rescue puppy at any time, I probably know like three people off the top of my head who I can get you a puppy like now. So that always, there are always on, on some sort of social media so that always makes me smile. [00:37:07] Lindsey Dinneen: I love it. Nope. I had a really strong suspicion that was gonna be your answer, so, so I am delighted that you you chose puppies 'cause that, that works for me too. I love animals in general and it's like, they just make me smile randomly. I'm just like, "They're just happy," you know? It's so cute. I just love them [00:37:28] Emily Muir: They are so happy. I did foster three puppies at one time, and that was a lot, but there was a lot of happiness. You're just like, you know, they're a little crazy. They're just, you know, all over each other, but they're, you know, playing and you're just like, oh my gosh, this is, there's nothing better right now than the happiness of these puppies. [00:37:48] Lindsey Dinneen: Yes. That's amazing. I just love that so much. My goodness. Well, this has been an amazing conversation, Emily, and took several twists and turns I didn't expect, and absolutely love. And we are so honored to be making a donation on your behalf as a thank you for your time today to Save the Children, which works to end the cycle of poverty by ensuring communities have the resources to provide children with a healthy, educational, and safe environment. So thank you so much for choosing that charity to support, and also thank you for continuing to work to change lives for a better world. We're grateful, and I wish you the most amazing continued success. [00:38:32] Emily Muir: Oh my gosh. Thank you so much for having me. I, this was truly a pleasure. Well, thank you so much. Really, I appreciate it. [00:38:38] Lindsey Dinneen: Of course. [00:38:40] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.

Omar Ford | Editor in Chief, MD+DI | Navigating Medtech Journalism, Storytelling in Healthcare, & Personal Growth

Omar Ford, Editor in Chief of MD+DI, shares his journey from small-town print journalism to covering medtech, and the steep learning curve that taught him how to find the real story behind press releases, FDA pathways, and industry trends. Omar explains how thinking like a “contemporary medtech historian” helps connect past events to present innovations, and why curiosity—and an unusually open, helpful industry—accelerated his growth. He reflects on defining leadership moments, imposter syndrome, and the mentors who shaped his style, plus memorable conversations from his Let’s Talk Medtech podcast.   Guest links: omar.ford@informa.com [omar.ford@informa.com] | https://www.mddionline.com/ [https://www.mddionline.com/]  Charity supported: March of Dimes [https://www.marchofdimes.org/] Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com [theleadingdifference@velentium.com].  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen [https://www.linkedin.com/in/lindseydinneen] Producer: Velentium Medical [https://www.velentiummedical.com]   EPISODE TRANSCRIPT Episode 078 - Omar Ford [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I'm delighted to welcome as my guest Omar Ford. Omar is an experienced Editor in Chief, currently at MD+DI, with a demonstrated history of working in the medical device industry. Skilled in medical devices, technical writing, marketing, strategic planning, and marketing strategy, he also has a strong media and communication professional background with a bachelor's degree focused in journalism from the University of South Carolina, Columbia. Well, hello, welcome. I'm so excited to have you here today. Thank you for being here, Omar. [00:01:28] Omar Ford: Lindsey, I'm excited to be here as well. You know, I have been prepping for this all week, and then all the little notes and all the things I took down, I said, "You know what? I wanna give her the original experience," so I'm gonna chuck 'em to the side and we're just gonna do this off the top of my head. How's that? [00:01:43] Lindsey Dinneen: That's perfect. My favorite. [00:01:46] Omar Ford: Awesome. Awesome. [00:01:48] Lindsey Dinneen: That's how conversations work in real life. I feel like this shouldn't be any different, so, great. [00:01:53] Omar Ford: Agree. Agreed. [00:01:54] Lindsey Dinneen: Love it. All right, so would you mind starting off by telling us just a little bit about yourself, your background, and what led you to medtech specifically? [00:02:02] Omar Ford: Oh wow. So that is an interesting story what led me to medtech. But a little bit about myself first. So, I graduated from the University of South Carolina in 2001 as a print journalism major. And, my goal was to go into newspapers, you know, I wanted to go into-- I wanted to be that next print journalist 'cause I had a face for radio, right? I had a face for print, you know, wasn't the, the, the broadcast type. And so I, I did small newspapers for a few years and then this magical thing called marriage happened. And, I was looking at the salary that I made as a print journalist, and it just, it, it just wasn't enough to sustain a family. So, was looking at branching into something else. And back then, we had the, the, the classified ads in the newspaper where they would actually advertise jobs, and I and my wife pointed this one out to me and it was a, a job about it was a job for a company called AHC Media and they had a publication called Medical Device Daily, and that was around, I wanna say 2007. And she said, "Why don't you try it? You know it the pay--" 'cause they advertised the pay there too back, back then-- she said, "The pay is much more than, you know, being, you know, a newspaper reporter. You can, you can leave that, that's something that you could do to, to support the family." And I said, "Yeah, yeah, why don't I try it?" And a lot, there were a lot of adjacencies, so I jumped on it and, you know, got hired and left the newspaper behind. And that was in 2007 and I've been with medtech ever since, so it's been an incredible journey. It's been one that you kinda, you know, once you jump in, there's like a, a steep learning curve, but if you manage to stay in for a few years, you can, you can really learn a lot about the industry. [00:03:53] Lindsey Dinneen: Yeah. Okay. Excellent. Lots of questions. I'll start with that learning curve because I was just thinking about this. [00:04:00] Omar Ford: Yes. Yes. Go ahead. [00:04:01] Lindsey Dinneen: So, okay. So you go from, I might imagine a more generalist approach to all sorts of different topics, to... [00:04:09] Omar Ford: mm-hmm. [00:04:10] Lindsey Dinneen: ...a really crazy niche industry where somebody can say a full sentence and. If you're not from the industry, you're like, "Mm-hmm." [00:04:18] Omar Ford: Yes. [00:04:19] Lindsey Dinneen: So what was that like for you and how did you, how did you navigate that, that steep learning curve and your own personal growth so that you could, you know, really speak to the industry? [00:04:32] Omar Ford: So going back to the head nod, "Um, mm-hmm," a lot of my interviews were like that at the very beginning. But I remember the Editor in Chief of, of Medical Device Daily. He's now deceased-- Don Long-- he pulled me to the side one day and he said, "Omar, each of these companies has a story. You want to be able to tell that story." You know, you look at it from a business sense, and then you drill down into the innovations. You know, when you get a press release from a company such as a Boston Scientific or an Abbott Laboratories, or a Medtronic, you wanna drill down in the press release and look at what the news is. But you also wanna look at the story that they've been telling up until now about that product or about that sector that they're in. You know, if they're looking to get approval for a device, you know, was it easy for them to go through clinical trials? Was this something that bombed a couple times or that was rejected by FDA? Each company has a story about their innovation, right? And you look at the company as your sources, like your, like they're your county commissioners or they're your --I'm going back to my newspaper days-- or they're your board of education members. You know, each company has a personality like that. And you try to hone in on that and you look for those adjacencies and then you kinda fill things in as you go along. The other thing that helps is traveling to some of the trade shows and talking to the people and meeting them face to face, because back when I started, we had this wonderful thing called a landline, a telephone, and we could call people and get messages, right? There were no teams calls or no Skype or anything like that, or, or Zoom. And in fact, I don't think they're Skype anymore. But you know, you didn't have that, so you just heard a person's voice, but when you met them face to face, when you talked about some of these innovations, when you saw how passionate they were or when you could read some of their body language or when you could say, "Hey, can you kind of take the time and talk to me about this," and make that personal connection, it helps you understand the science a little bit more. It helps you understand what they're trying to communicate a whole lot more. And that kind of rounded out that steep learning curve. But I like to tell people all the time, when I first started, I didn't know a 510K from a PMA. You know, I struggled to explain that one time to our, our sales manager back when I was with AHC Media and Medical Device Daily. But if you can stay in this industry long enough and if you can you know, just focus long enough on the content material and have an understanding of the companies that you're, you're talking to and see them each having an individual story, you know, and, and also finding the conflict that the companies might have too, that helps round that, that, that steep learning curve down out a a whole lot. A whole lot. [00:07:44] Lindsey Dinneen: I love that. That's, that's great advice. And also something I was thinking about is the more that you get into the industry too, you know, curiosity solves so much, right? [00:07:59] Omar Ford: Yes. [00:07:59] Lindsey Dinneen: The more that you can just be curious and ask questions. And I've found-- and I'd be curious about your own experience with this-- but I found that this industry is extremely helpful. Like if you go with a genuine desire to learn and grow, people are like, "Great, how can I help you?" [00:08:17] Omar Ford: Now, that is one thing that I will testify to and I will say was different from reporting, doing beat reporting because when I was working with the small newspapers, it was all about holding back information. It was all about, "I don't wanna talk to you about this." But this industry, when you talk to people, when you show a level of interest and the ability to understand, they will talk to you for days and they are very, very helpful. So that is ano--, I'm, I'm glad you brought that up because that is a, a another level that really, really helps to understand this industry a lot. Yeah. [00:08:55] Lindsey Dinneen: Yeah. I love what you were talking about in regards to storytelling. You were talking about you know, sometimes I feel like press releases can, they're getting out information. There's obviously a really important point to them, but it sometimes can feel very dry and slightly just inhuman, I suppose. [00:09:15] Omar Ford: Mm-hmm. [00:09:15] Lindsey Dinneen: I love the fact that you were able to take what you saw, read a little bit between the lines and go, "Okay, I know there's a story here." Like you said, "What did you overcome? What are the challenges you're still facing?" Yeah. I'd just love if you speak a little bit more to that, that fine art of digging through and finding the gems. [00:09:35] Omar Ford: A lot of that is being a contemporary MedTech historian and realizing that everything builds on something else, right? That there are different layers. I'll give you an example of this. Back in 2018, Boston Scientific was acquiring a lot of companies. I think they acquired like 10. That was the trend. And they bought a lot of different companies in a lot of different areas and the easy story was, "Boston Scientific is on a spending spree. Look at what they're doing, look at what they're doing." And that was the easy part of it. But what happened to Boston Scientific before? What happened to them when they acquired Guided back in 2006 and that was heralded as one of the worst acquisitions ever. You, as a writer, as a reporter, as a journalist, when all of this is happening in 2018, I'm able to go back and say, "Wait a minute, this is a far cry from where the company was a few years ago," because there wasn't as much information. You know, they weren't as talkative as they used to be, as they are now. You know, a lot wasn't communicated, but when you go back and, and, and you, you look at where they were and then you look at where they are now. That is a great story and that's how you can read between the lines. And you can see those connections. Okay. They're really, they're really building up their electrophysiology space, right? You know, they're building up their cardiovascular offerings. This is something that was perhaps heard or tainted during the acquisition in the fallout from it. So let me draw back from those past stories, make some connections, see the adjacencies, see the parallels, create a new piece of content from that, that really communicates the story of what's really going on with Boston Scientific. So it's being able to look to the past, realizing that things don't happen in a vacuum, and also to, to work on the trends, to look ahead at how the trends will develop and are developing. [00:11:51] Lindsey Dinneen: I love that, and especially love the term contemporary historian. I was just giggling to myself about how wonderful that is. Okay, so I'm all right. So going back to when you were growing up, could you have imagined yourself where you are now? Would, were you always interested in writing and journalism? [00:12:11] Omar Ford: Oh gosh, you, you're gonna ask me about growing up? Oh God. Oh. So I, I, I, to answer your question, no. No. I am very blessed to be in this position. I never imagined myself here. I was a poor kid growing up in rural South Carolina. My mom was a teacher. My dad was a Vietnam veteran who became an educator. I'm saying that for a reason. Read between the lines. He was, he was tough. And, but my mom always wanted something better for me, right? And my dad, he was just sports and the news. He didn't watch any movie, I don't think, for as long as he lived. I think the only movie we saw together was "Lean On Me" with Morgan Freeman is is Joe Clark. That's the only movie that my whole family watched. He was just. That's all he, he did. And I wanted to impress him, and I wanted to be able to you know, he, he wanted an athlete and that's clearly not what I was back then. But he I, I just wanted to impress him. And I remember he would sit down, he would watch "Crossfire." It was, that came on, I believe, 7:30 on CNN. Pat Buchanan, he was a host, I can't remember the other host, and he would watch "60 Minutes" and then he'd watch the local news with Dan Rather on CBS, that that's all he watched. And he would read the newspaper. It'd come out Mondays and Thursdays. And so I, I wanted to be a journalist to impress him. So I got on the school newspaper, you know, I found out that I had a gift of not necessarily talking, but I had a gift of listening to people and being able to, to kind of relate to, to relate their stories of what they were telling me in writing. So I was able to, to write down what people told me in a sense. And, so if you would've asked me, would I be editor in chief of MD+DI or, or anything like that growing up, no. That wasn't my intention. I just wanted to be, I just wanted to impress my dad. I just wanted to be a a, you know, a good reporter and thankfully he, while he didn't live to see me be Editor in Chief, he did see me become Managing Editor of MD+DI, and my mom actually lived to see me become Editor in Chief and, you know, she was I remember when I told her and she was like, super, super proud. So, yeah, yeah. But no, I couldn't have imagined that me a kid growing up in a, in a, in rural South Carolina in a trailer? No, no, no. [00:14:56] Lindsey Dinneen: Wow. Thank you for sharing that story. That's really powerful. And I actually love how inspirational it is too. You know, you, of course you have to start somewhere and you're working your way up and look where you are now. It's incredible. And now you, you have been there now eight years, is that correct? [00:15:13] Omar Ford: Yes, I've been with in, with MD+DI for eight years now. Yeah, yeah, yeah. I'm going back. Well, yes, I'm thinking back. Yeah. Yeah. I have to think about that. And I've been Editor, Editor in Chief, I think I took over in of 2022. Yeah. April of 2022. Yeah. So yeah. Wow. My hair was a whole lot darker; it didn't have gray streaks when I started. [00:15:40] Lindsey Dinneen: What a journey. Oh, that's so cool. Congrats. Yeah, so as you've been a journalist, but maybe specifically within medical device, what are some interviews that kind of really stand out that you just for their impact or how they touched you or how they touched others? [00:16:00] Omar Ford: I would say some of my best interviews I did on the podcast, Let's Talk Medtech, because I could finally kinda let-- I could let my hair down and my guests could let their hair down as well, and we could just, we could just talk and just, it, it would it, we could just be open and transparent. And sometimes that doesn't always happen when you're doing an interview. Sometimes some people are reading from the script. Sometimes people are guarded. Sometimes people like to use the old, "Okay, I know I said that, but. That was off the record. Please don't use it." You know, sometimes that happens, but to answer your question, some of my best interviews have been with Marissa Fayer. She is CEO of DeepLook Medical and HERhealthEQ. In fact, we just did a podcast with her. It, it's not even fair to call that an interview because it's just like two old friends talking and our banter is going back and forth and I'm like, "Yeah, I saw some pictures of you, you know, on Facebook. You were on this trip. You were on this trip." You said, "Oh, Facebook is still a thing. I just put everything in Instagram so it funnels out. What you trying to call me old? Marissa, are you trying to say that that old, old people use Facebook?" "No, no, no. I'm not saying that." And, and just that. And then we leap into AI and how AI is really helping the cause of women's health right now and how it's helping with imaging and how it won't replace the radiologist or the physician, but it will give them an extra tool. But you see how comfortable that transition is. We're able to have those talks. We're able to have those conversations. And it's not stiff, you know, it's, it's just like. It's not like we're reading from a paper or we are just trying to be super, super guarded. So Marissa's a good person that I that I talked to. Chris Toth-- he's the CEO of Vantive-- and he had the most energy and enthusiasm about, about his job and his position, and it was just smooth and we, we interviewed him for an episode of Let's Talk Medtech, and it was just incredible. He, he, he really opened up about the company. He talked about some of the goals and it was refreshing to see a CEO, you know, have that type of discussion you know, have those discussion points. So those were some of the most memorable interviews that I've had in, in recent, in recent months. [00:18:29] Lindsey Dinneen: Awesome. Thank you for sharing those. That's, that's fun. Now I'm gonna have to go and listen to them. Marissa was one of my first guests, and I couldn't agree more that the conversation was so just easy and natural and she's got such cool things to talk about. [00:18:43] Omar Ford: Yes, yes. [00:18:45] Lindsey Dinneen: Yeah. So one thing I noticed about your LinkedIn was it seems like you are very fond of learning because you are continually taking courses, maybe on and off LinkedIn, but I was looking through the laundry list of, of amazing courses you've taken, and I was like, "That is impressive." So I'm curious if you could talk about that. [00:19:06] Omar Ford: Oh gosh. Well, I look at some of the, the most interesting courses that I can find. And one of the things that I've been looking at is just artificial intelligence and generative AI. How to best use that, how to best write prompts, what are some of the pitfalls? Just how to, for lack of a better term, master it or understand it a little bit more because I understand that content is changing and generative AI is a huge driver of that. I don't fear change. I want to change. It's just, I don't know where change is going to, to, I, I don't know what that looks like now because we're in the middle of it, you know? Something similarly happened to me back in 2006, I wanna say, when Google kind of came on the scene and was taking newspapers and, and publishing the entire newspaper online, and you could look at it for free. And I was like, "This isn't a sustainable model. I need to get out of this and I'm barely making, I'm barely making enough to get by. I need to leave, but what do I need to to go to?" And that was the B2B experience that was in medtech. And that was where it was more focused. It was more targeted. There was a paywall. The, the sales metrics were a whole lot different. It wasn't necessarily about buying an ad because someone is looking at the at the site or looking at your story or the ad impressions, but it was more, "Who's going to buy in for this gated content or this content behind a paywall that specifically talks to them, not everybody." I think that's an issue that newspapers had back then. They tried to be something for, for everyone and I don't think that turned out to, to work too well for them. But I just totally went off the cuff and went off line and just talked about everything except answering your question, so. [00:21:03] Lindsey Dinneen: That is, it's not, you're awesome. I absolutely love it. Okay, so, oh, this is what I wanted to ask. So as you have-- especially with the medical device side of things-- as you have grown in your journalist career, are there any moments that really stand out to you as just affirming to you that, "Wow, I am in the right place at the right time?" [00:21:32] Omar Ford: Yeah. Yeah. And one happened fairly recently and it happened at West. I was coming out of, from the, the showroom floor at, in the Anaheim Conference Center and I had my Informa name tag on and I had my suit and one of the, the guys at the door-- he was a, a, a young person of color-- and he came up to me and he said, "Man, I want to be just like you when I grow up." And I, I brought him in and I gave him a hug and I couldn't say anything and. I walked up those winding stairs. I didn't take the escalator. You, you know what I'm talking about. I didn't take the, I walked up those winding stairs and by the time I got upstairs, I was in tears. And that was validation that, "Hey, you're supposed to be here." If you know, if not, for just that one moment where that young man was able to see me and make a connection. And that was really, that was really emotional for me. And, again, I grew up with a dad that was a Vietnam veteran. Emotions weren't allowed, so you had to hold it in, but that was a point I just, I, that was just an emotional moment for me, and it said, "Yeah, you're, you're supposed to be here. You're all right, Omar. You're supposed to be here." Because I think when you're in leadership, I think you struggle with that, especially coming into it, right? You, you have, well, for me, I had imposter syndrome. I, I just, I, "Why does anybody wanna follow me? Am I doing this right? Am I doing this wrong?" Oh my gosh. And, and also I, I wanted to be the person that always got all the accolades or that, because I thought that that was doing a good job. And that's not what leadership is. You, you will get some of those accolades, but your accolades are to build someone else up so that they can get, so that they can get the spotlight and so that they can become leaders in their own right. So you wanna grow your professionals that are under you. That was the challenge for me at first because I was a great soldier and I was a great person who could roll up their sleeves and I would jump headfirst into it and I would, I would work and knock out and tackle the problem, but asking someone else to do it-- you know, coming up with a strategy to do it was easy too, but just enforcing it, having someone else to do it, that was the tough part for me. That's what I struggled with. And so bringing back to when you, when you were talking about that defining moment, that moment when that young man, you know, when I embraced that young man, when I hugged him, that was saying, "Omar, you're supposed to be here." And that meant a lot to me, so, yeah. [00:24:29] Lindsey Dinneen: That's a beautiful story. Thank you for sharing that. Oh, I, yes, I understand the imposter syndrome for sure. And, you know, and, and you know, I recently, as you know, had the opportunity to host the Leadership Summit at MD&M West, which was really an amazing experience. And there were moments-- I remember I was, I was checking out the space ahead of time, you know, looking to see what it's all gonna be set up as. And I had this moment of like, "You don't, you don't deserve to be here." And like that just very intrusive thought, just came into my head and I just said, "No, that's not true. That's, it's, it's not true. I've worked hard to be where I am apparently some people care what I have to say." Not everyone, I'm sure, that's a thousand percent fine, but it was just such an interesting, it, it, it's just you keep having to have these moments, I feel like, of sometimes, sometimes outside validation from somebody who looks up to you like that, that young man, and just to say, "Yeah, I'm, I'm okay to be here. In fact, I'm, I deserve to be here. I'm supposed to be here. I make a difference. I, at least I try." [00:25:40] Omar Ford: Yes, it, it's hard because you're, you know, you're trying to be humble, but you're also coming against all of these different, these different things in your role. You know, you have people above you, you have people below you. You're kinda like the sandwich generation when it comes to, to, to leadership in your professional career. And you're not necessarily-- I don't wanna say fighting against them. I don't want to say that-- but you're, you're giving up. You're giving down at the same time, you know, you, you're, you know, you're talking to, to your management team, to your managers, and you're giving them information and you're serving their needs, but you're also serving the needs of, of the people that work under you. You're giving them support And so, if you don't have anything to constantly fill you up, it can be it, I don't wanna say draining, that's not the word, but it can take a lot out of you. So you, you, you sometimes don't see the role that you play because you're, you're giving both ways and, you know, I was I, I'll, I'll tell you, I had an amazing leader. She was a great leader, because when I look at bosses, I look at people who tell you, "Okay, I want you to do this. I want you to do this, I want you to do that." All they wanna do is get the task done and go home. That's what I see as a boss. But a leader will actually sow into you, will actually nurture you, will actually tell you right from wrong and will feel like they have a personal responsibility or stake, or stake, I'd say in your growth, right. And that person for me was Daphne Allen. She was my predecessor. She's now Editor in Chief of Design News. It's a sister publication to MD+DI. And I can always remember she was firm and assertive and, but in a almost nurturing way. And if you came up with an idea that didn't quite jive right, she would talk to you, she would say, "Well, maybe we could look at it this way." It would validate the idea, but tell you you're not quite on the right path, but show that she's willing to help you get on the right path all in one blow. And that was so incredible. And I can remember at West, I, I, I pulled her aside, 'cause every time I see her, I talk to her and I tell her, "You've been such a great inspiration for me, you've, I, I'm. I'm forever thankful for you. I'd say the only bad thing is that you're, you're no longer my manager. That's the only bad thing that I have to say." But she just taught me a leadership style. You don't have to yell and scream to get your point across. You don't have to be nasty. You can be assertive and you can give support while being assertive. I think that's something that is missed in in a lot of roles. Just, "Hey, Omar, you, you might've done this a way that we didn't need to do it. But here's how we get back on track to do it, and I want you to think about what you did over here and how we can improve, improve upon it." So it, it was just, it, it, it's just those conversations that I had with her that were, you know, I mean, she really stands out to me as, as one of the best leaders that I've had. And there, there are quite a few more that I could mention. But definitely Daphne Allen. I owe her so much and I'm so thankful to have met her. She's just an amazing person. [00:29:25] Lindsey Dinneen: Well, shout out to Daphne. [00:29:27] Omar Ford: Yes, yes, yes. [00:29:30] Lindsey Dinneen: Excellent. Oh, that's, that's wonderful. I love hearing stories of really great leaders who make an impact because it does matter so much in your experience at work just as a whole, but just also your personal and professional growth. So yeah, thank you for sharing that. So, all right, pivoting the conversation a little bit just for fun. [00:29:51] Omar Ford: Sure. Sure. [00:29:52] Lindsey Dinneen: Imagine you are to be offered a million dollars to teach a masterclass on anything you want. It can be within your industry, but it doesn't have to be. What would you teach? [00:30:03] Omar Ford: Hmm. A million dollars to teach anything. Oh gosh. I, you know what? I would teach really common sense, old school journalism. I would do that. I think that there are a lot of things that have been lost in journalism over the years and that is one thing that I would teach, not necessarily the writing aspect of it but just how to relate to people, how to talk to people you know, how to just be in a position where you can have discussions with, with a person. We have so many people nowadays that don't even know how to talk on a telephone. They don't know how to have a phone conversation. And I think that that is one of the basics for journalism, right? You gotta be able to pick up that phone or hop on that Teams call and have a conversation with someone. I, I remember a few years ago we had a, a journalist and this person was, this person struggled with talking to people on the phone or doing those cold calls. And I said, "You know, you gotta be able to breach that and you gotta be able to, to, to try and at least make that connection." And there are tips that you can do to, to really get that information out there to, to really make connections with people, you know, you can-- subtle things that you can do, but if you gave me a million dollars, I would yeah, that's what I would do. I would teach just common core principles of journalism. [00:31:39] Lindsey Dinneen: I love it. Sounds like a great course. All right. How do you wish to be remembered after you leave this world? [00:31:48] Omar Ford: Oh gosh. I would say as a good husband and a good father. Those are two things that are really important to me, but I would love to be just a go out as a good husband and a good father. That's, that's ultimately what I wanna be. [00:32:04] Lindsey Dinneen: Yeah. Wonderful. All right, and then final question. What is one thing that makes you smile every time you see or think about it? [00:32:14] Omar Ford: Oh goodness. What's one thing that makes me smile or, oh gosh. I will say this. My youngest daughter, my youngest daughter, Emily, and she, we named her after my mom. She was a total surprise to us. We're in, well, I will tell my age. I am 47 years old and she is now two. So do the math. My other children are like in their teens. And Emily makes me smile because, you know, we didn't know that my wife was pregnant at the time. We just, and then when we found out she was pregnant at 21 weeks-- yeah. Yeah. Yes, yes. When we found out she was pregnant, we didn't even want to we didn't know if Emily would survive. We, we didn't. She spent like 10 weeks in the NICU and now she is a big, healthy toddler who has caused a lot of this to turn a lot grayer, but she makes me smile each time I see her. You know, she reminds me of her grandmother, my mom, and she reminds me that miracles can happen. So, yes. [00:33:29] Lindsey Dinneen: Oh, I love that. What a beautiful answer. Well, Omar, this has been an absolutely amazing interview and I am so very thankful for your time. Thanks for just sharing a little bit of your afternoon with me, and thank you so much for everything you're doing to change lives for a better world. Really appreciate it. [00:33:48] Omar Ford: Thank you. Thank you, and thanks for having me on and we've gotta have you on Let's Talk Medtech. [00:33:52] Lindsey Dinneen: Yeah, let's do it. I would love that. [00:33:55] Omar Ford: Awesome. [00:33:56] Lindsey Dinneen: Well, thanks again. [00:33:59] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.

Lisa Jacobs | President, eCential Robotics & Founder, STRIPES | Creating Mission-Driven Success in MedTech

Lisa Jacobs is the President of US eCential Robotics and the Founder of STRIPES Women in MedTech. Lisa shares how her path evolved from registered dietitian, ballerina, gymnast, and NFL cheerleader into a two-decade MedTech commercialization career focused on bringing surgical technology—robotics and navigation—from concept to clinical adoption. She explains her consulting-based approach to sales centered on solving surgeons’ real problems, and her leadership philosophy of creating clarity, trust, accountability, and momentum without being a “know-it-all.” Lisa also unpacks why she founded STRIPES, a global nonprofit with 3,000 members offering mentorship, networking, and education to support women navigating growth, career transitions, and negotiation.  Guest links: https://www.stripes.network/ [https://www.stripes.network/]  Charity supported: Safe Horizon [https://www.safehorizon.org/] Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com [theleadingdifference@velentium.com].  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen [https://www.linkedin.com/in/lindseydinneen] Producer: Velentium Medical [https://www.velentiummedical.com]   EPISODE TRANSCRIPT Episode 076 - Lisa Jacobs [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I'm delighted to welcome my guest, Lisa Jacobs. Lisa is the president of US eCential Robotics, as well as the CEO of STRIPES, which is a networking organization for women in MedTech. With expertise in medical device sales, she's a high performing executive sales leader, known for formulating and executing scalable strategies to accelerate business expansion, revenue generation, and team development in startup turnaround and rapid growth environments across domestic and global markets. All right, Lisa, welcome to the podcast. Thank you so much for being here today. [00:01:30] Lisa Jacobs: Thank you so much for having me. [00:01:32] Lindsey Dinneen: Of course. I'd love if you would start off by sharing a little bit about yourself, your background, and what led you to medtech. [00:01:40] Lisa Jacobs: Of course. Yeah. So I've been a medtech executive and commercialization leader for more than two decades. My experience has been in bringing surgical technology from concept to widespread clinical adoption. Also, my career is really focused on startups with high growth and complex environments. Everything from early stage robotics to scaling global platforms across the US market. Today I serve as president of North America for eCential Robotics, where I oversee commercialization, surgeon adoptions, partnerships with implant partners, market strategy, and open platform surgical navigation ecosystem. In parallel, I'm the founder of STRIPES Women in Medtech, which is a global non-profit, created a support, connect and elevate women across the industry. I spent my career sitting at the intersection of innovation, people, and execution, and I care deeply about building businesses that are both high performing and human centered. [00:02:47] Lindsey Dinneen: Very nice. Okay, so going back to, let's say growing up, did you always think that you might an interest in or a future career in healthcare, health techs, things like that? Or did this sort of evolve over time? [00:03:03] Lisa Jacobs: It evolved over time, actually. My degree, I'm a registered dietician by trade. And I was a ballerina, so I always thought I was gonna open a dance studio. So it's been, it was a complete pivot from what I went to college for and what I thought I was gonna do growing up. [00:03:21] Lindsey Dinneen: Okay. Yeah. All right. Well, we have to dive into the ballerina aspect, obviously, since I am too. So, so did you dance all the way through high school, college, beyond? [00:03:32] Lisa Jacobs: Yes, I danced through high school and college. I was also a gymnast. And then I became an NFL cheerleader in my, when I was 18 years old for the Patriots. So that's kind of where it took me. So then, you know, when I, after college, I decided I was gonna be a starving ballerina, but it's always been my passion and love. So I'm still very into fitness and wellness and definitely do Pilates and yoga and try to keep that part of my life alive. But I always miss dancing and wonder what would've happened if I went down that path, yeah. [00:04:08] Lindsey Dinneen: Yeah, of course. Well, the good thing is you can always still do some kind of dancing or support it or however you, so it's it's not gone. [00:04:19] Lisa Jacobs: Yep. It's around my house. Yeah. Yeah, [00:04:22] Lindsey Dinneen: Exactly. Okay. And so nutrition. Okay, so did that evolve because you were a dancer and interested in that kind of wellness aspect or? [00:04:32] Lisa Jacobs: It was, you know, I'm Portuguese, so there is obesity in my family and I had to work really hard to stay thin for dance, gymnastics and, you know, cheerleading. So, you know, at cheerleading I used to get weighed in, so I was always exercising and trying to find what was right to eat and I didn't wanna hop on the diet fat. So I studied nutrition because of that. And throughout my dance career, I found a lot of girls who were either anorexic or bulimic or a combination of both. And it really, and one of my friends did die from anorexia, so I dove in deep into the study of that and how to help people. [00:05:22] Lindsey Dinneen: Yeah. And you're still helping people all the time. You're in medtech and you're doing amazing work. So do you mind sharing a little bit about, yeah, your current role and maybe sort of the leadership journey that took you there? [00:05:36] Lisa Jacobs: Sure. My current role is with an open platform, which was based out of France. And I'm bringing, I just opened an office in Franklin, Tennessee. It's just been a year to this month. So, our technology is differentiating in robotics and navigation. And I remember earlier in my career when I stood in the operating room watching a surgeon place a complex implant using a navigation system I helped bring to market, I realized my work was directly impacting patient outcomes, but also easing the mental load of the surgeon with navigation. And still today you hear that surgeons want navigation to decrease their mental load and robotics to decrease their physical load. So that moment crystallized something for me. I didn't wanna just sell products. I wanted to build platforms that changed possibility in medtech to give a rare opportunity to blend science, engineering, technology, and give experience to surgeons that would help them directly to help patients. So it's hard to imagine doing anything else now that has such an impact. [00:06:54] Lindsey Dinneen: Yeah, I I can, I understand how-- it's really cool to be a part of mission-driven organizations, which is something that I actually wanted to talk with you about because I know that you are very mission-centric and you care a lot about making a difference and and being helpful and and so I was just wondering where did that come from, was this a core belief of yours sort of throughout your whole life, or how did that evolve too? [00:07:22] Lisa Jacobs: I think it was embedded with me, with my parents. Both of my parents were incredibly helpful to neighbors, community, family. I come from a big family and my father would always go out and help anyone who needed it. And my mother was the same, you know, all of my friends wanted to come to my house to hang out with my mother 'cause she would take care of everyone, drive them to any games or anything they had. So, it was just, I think a core belief with the way I was raised. [00:07:54] Lindsey Dinneen: Yeah. Okay. That makes a lot of sense. And then it's something that, I think, is so helpful 'cause it continues to drive and motivate as you go along throughout your career and you've had such a wide variety of experiences. So tell us a little bit more about your approach to selling. I was, I was reading a little bit on your LinkedIn profile and it mentioned that you prefer to have kind of a consulting approach, I think to, to selling. And I was curious if you could expound on that a bit? [00:08:24] Lisa Jacobs: Yeah, absolutely. So a lot of salespeople are taught to sell on features and benefits, right? You go in, you have a widget. You're talking about your widget. You're trying to get them to use whatever you're trying to sell, but they don't listen to the surgeon's need and ask doctor, surgeon-- whoever you're selling to-- your client's needs about what are their problems they currently have? How do you solve for their problems? What are you bringing to the table to help them either in the operating room or in their clinic. And I think it has to be more natural and more conversational instead of selling on features and benefits. You need to know who you're talking to and do your homework before you enter the room or even try to sell to that person. But what problem are you trying to solve for? And I think too many times people go to sales training and you learn your surgical technique. You learn your features and benefits and you learn your pitch, but it's not conversational and it's not natural. And I think whoever you're selling to gets very turned off by that type of selling. [00:09:38] Lindsey Dinneen: Yeah, I, I have found that it's actually being-- I I don't like being sold to, I suppose most people don't in some way, and it, and, you know, especially that tactic of sort of, yeah, just kind of coming in uh, maybe assume it-- well, the way that it comes across is assuming that they know exactly what I'm dealing with or that all the problems are the same regardless. And you know, that might be true, but I think you're right. Having that very human moment of curiosity and connection can make all the difference in terms of how I feel about, well, the salesperson and the product or the service. So yeah, that's, that makes a lot of sense. So, okay. When you became a leader, this is of course a, a journey and a pathway, but what are some of the things that you knew, you know, "Yes, I want to be like this" and "No, I don't want to be like this." Like what, did your your own leadership style develop? [00:10:39] Lisa Jacobs: Yeah, I think leadership is about the ability to create clarity for an organization, alignment as a team, and momentum, you know, especially in uncertainty. And it's not about having all the answers. I know I don't wanna be a know-it-all, right? And only my way, and the way I sell and I approach is the only way. I think it's about building trust, setting direction and empowering people to do their best work. I think that great leaders definitely create environments where people feel safe to think, challenge, and grow, while also being held accountable to share a mission. Right? So, I don't like working for leaders that are know-it-all and if you don't follow exactly their, their rules, then you know you're not gonna win. And then it's always about your, who are you in your next sale? And don't listen to the people who are forward facing, their feedback, and able to pivot. [00:11:42] Lindsey Dinneen: Yeah. That's, that's great. That, and I, I definitely know what you mean-- know-it-all and it's my way or the highway, and not usually, not very pleasant to work with. [00:11:53] Lisa Jacobs: Yeah. [00:11:54] Lindsey Dinneen: Okay, so let's talk about STRIPES. What made you realize there was a gap, a need for this organization, and how did all of that come about? [00:12:07] Lisa Jacobs: So I was getting, I was teaching some courses at Medical Sales College and speaking there, and I was getting an outpouring of women on LinkedIn asking for advice and asking for help, not only from med device school, but from other women who are trying to become the Area Director or VP of Sales and were hitting some roadblocks. So, I really felt compelled to help, but I didn't have the bandwidth to help. So, at the time I brought a bunch of girls, I worked together in a room and said, "Guys, I have this idea." And I think half of them thought I was crazy. And, you know, "Lisa, you don't have time to do this." But it was really important to me to give back to a career that gave so much to me. And I know there's a unique set of problems and situations that women have in medtech that. It's not always comfortable to speak to either a coworker or a male counterpart about, so I wanted to create a safe place where we could learn, grow, and network together. And I got very tired of hearing women say, "You know, I didn't get that job because it's a good old boys network at a good old boys club." So change it. Let's do something about it and let's do it. Let's do it better. So that was the reason for STRIPES. [00:13:25] Lindsey Dinneen: Nice. Okay. That's excellent. And like you said, very needed. So I'm so thankful, you know, you've, you've put love into the organization. Alright, so you host monthly networking events, virtual and sometimes in person, right? [00:13:41] Lisa Jacobs: Right. Live networking events across the country. Yep. [00:13:44] Lindsey Dinneen: Okay. Uh, So I definitely wanna hear a little bit about those and maybe some of the impact that has that you have already seen happen, 'cause the organization is how old now? [00:13:55] Lisa Jacobs: About two years. [00:13:56] Lindsey Dinneen: Oh, nice. [00:13:58] Lisa Jacobs: We have 3000 members. So, grew really fast, which was great. But what, so we offer mentorship programs. So you can be a mentor or mentee. We have what we call WIne Down Wednesdays, which is really a networking event where we talk about anything that anyone is in the group, whether they're interviewing or looking for a job or negotiating a contract or just need a safe place to talk through a issue that they're having at work. Then we also have Women in Career Transition. This kind of happened organically. We had office hours and there was a group of women who were always joining who were looking for jobs and wanted help by recruiters, by resume writers. So we evolved that group. And we have live networking events around the country. And then we have a monthly webinar for education. So that's what we currently offer. And we just opened a Slack channel where people can network together and we're having a bunch of different books and different clubs join as well. So we are, we're growing rapidly and the goal for '27 is to have one big national meeting together. [00:15:08] Lindsey Dinneen: Ooh. Oh, I'm so excited about that. That's great. Excellent. Well, yeah, it, that is no small feat to grow it so quickly and clearly there's, there's a need for it and a hunger for it. So that's excellent. And I am wondering, with your webinars, what kinds of topics have you covered that you've realized, you know, "Oh goodness, we we really needed to tackle this." [00:15:30] Lisa Jacobs: Yeah. One was about communication style. So speaking with confidence is one actually that we're having this Thursday. We're bringing it back. One was about contract negotiation that women you know, really need to understand how to negotiate shares, how to negotiate time off, and we don't get a lot of understanding of once you get to a certain level how to negotiate those type of scenarios, right, with different shares and equity and what it means. Something I wish I knew younger. So, and then we also are having some webinars. Omar talked about building your brand and who you are. So those are some of the big ones. But I realize I didn't answer your previous question of what has it brought to some women, and we've seen women, a lot of women get hired, change careers drastically, and open their own consulting. Seeing people who were in sales go into product management and understand, you know, what classes and what education they needed to have. And people who were always scared to post on social media about building their brand and who they are. So it's been really beautiful to see the evolution of some of our, and the testimonials from some of our women. We also have people who are breaking into med device and finding jobs through others. So, it's been a beautiful evolution. [00:16:54] Lindsey Dinneen: Oh, that's exciting. Yeah. Oh, I love those stories And and it sounds to me like, or one of the things that I've kind of observed is, is even to your point of showing up on LinkedIn, I think that there's some of the women that I know are part of the network, uh, I follow, they are continuously, I feel like becoming more and more confident in how they speak. And it's really fun to see even that evolution too. And, I, I am, and those are things that you talk about too, in the, the Wine Down Wednesdays, right, where we, you know, you can kind of tackle some of those if you're feeling a little anxious about it, maybe get some advice from someone who's confident in that. [00:17:34] Lisa Jacobs: Yeah. Absolutely. Yeah. [00:17:37] Lindsey Dinneen: Okay, um, I, so it was I, I really enjoyed reading some, um, recommendations that are on your LinkedIn profile, and there were a couple of things that's kind of stood out to me. So, one person said that he particularly appreciated your "resiliency, character, and performance in leadership" and I'd love to hear a little bit about that. The other, another one that I, that stood out was that you were the "definition of integrity," and those are beautiful endorsements. And so I'm wondering where did your, you know, character development, integrity, focus, resiliency, where did that all come from and develop? [00:18:18] Lisa Jacobs: Yeah, I think that I changed becoming a mother, and I was a single mom for many years when I started my career in med device, and I wanted to be a huge role model to my sons. So I think that my integrity and trying to always be honest and be the best person I can, especially in such a competitive environment in spine and orthopedics, really I wanted to stand out in a different way and it truly is the root core of who I am. So I do believe in building things that matter, doing things the right way, even if it takes longer, and building that trust and relationships. And I think that's why I've had such a wonderful career and have so many friendships, you know, with that. And when, and the resilient-- I don't think I've even read these recommendations, so thank you for bringing 'em to me-- and being resilient. You know, when I was a VP of Sales, I went through Hurricane Ian lost everything I had, and we were going through a really hard financial time at the time, and I think that you just have to get up and keep on moving and keep on going. And I think a true character is showed in tough times and a true leader keeps on leading in those tough times. So, again, being a mom, I think, you know, my boys are my everything. They're the my reason. So I always wanted to be a good person for them. [00:19:50] Lindsey Dinneen: I love that. Yeah, and I think you're absolutely right. Character is developed and tested during some of the toughest seasons. [00:20:00] Lisa Jacobs: Yeah. [00:20:00] Lindsey Dinneen: But, but when you can come out of them on the other side, and also, I don't know if you agree with this or not, but one thing that I've personally found when you're looking back, and it can be tempting to kind of have the "why me," you know, sort of feeling and if, yeah, can, if you can look at a situation or a season and go, "Yes, but I also learned X, Y, and Z," or "I built my resilience up," or "I, you know, learned that I actually can handle," and I think one thing for me too is that, without getting too far off the subject here, is that it builds empathy for others. Yeah. Then you're, you're more able to say, "I understand what this is like." And think that that makes a huge difference as a leader specifically? [00:20:55] Lisa Jacobs: Mm-hmm. Mm-hmm. And then always, yeah, staying humble. [00:20:59] Lindsey Dinneen: Yeah. Yeah. [00:21:00] Lisa Jacobs: You know, because you can have a really successful career and things that of your control can happen and you could, you know, next year we may not be the same. So I think you always have to be humble, as well. [00:21:14] Lindsey Dinneen: Yeah. Uh, Yes. Humble, resilient, character led. [00:21:20] Lisa Jacobs: Yeah. [00:21:21] Lindsey Dinneen: Makes for a good leader. Excellent. Okay, pivoting the conversation a little bit just for fun. Imagine that you were to be offered a million dollars to teach a masterclass on anything you want. It could be within your industry, but it doesn't have to be. What would you choose to teach? [00:21:37] Lisa Jacobs: I think I would teach a masterclass on building confidence through competence. I think so many people, especially women, are taught to seek confidence first, and in reality, confidence comes by mastering hard things, making decisions, and surviving failure. I would teach how to build technical, financial, and strategic competence so that confidence becomes natural byproduct, and you don't have to fake it. I don't like the term "you fake it until you make it." I think it's quite the opposite. You have to go through the trenches to gain that confidence. So, there's no easy path. You have to go through it. [00:22:19] Lindsey Dinneen: Yeah. And-- well, first of all, that would be a great masterclass. And secondly, I think when you go through it too, again, you are also, how do I put this, building up the sort of credibility within not just your own mind, which I think does help build confidence, but with others as well. So love that. Okay. And then how do you wish to be remembered after you leave this world? [00:22:46] Lisa Jacobs: I wanna be remembered for being compassion and opening doors for other people who didn't see in themselves characters that, and qualities that they had. You know, whether it's through my work in med device by creating change and creating better platforms, but helping people step into their potential because I was willing to stand in their corner is what I wanna be remembered for. [00:23:13] Lindsey Dinneen: That is beautiful. That's a wonderful legacy. Love that. Yes. And you're already doing it all the time, through STRIPES and through your other mentorship and love that so much. Oh, excellent. All right. And then final question, what is one thing that makes you smile every time you see or think about it? [00:23:32] Lisa Jacobs: My sons, Kent and Ryan, you know, especially now that they're in college, one just graduated. I don't get to see them as often, so they were here for the holidays and just hearing their voice or seeing them just makes me smile. [00:23:46] Lindsey Dinneen: I love that. I, I wondered if that was gonna be your answer when you were talking about them earlier. Excellent. Excellent. Well, this has been a fantastic conversation, Lisa. Thank you so much for joining, and thank you for just everything you're doing to leave the world a little bit better than you found it. I think a lot better. I just wish you the most continued success as you work to change lives for a better world. And we are so honored to be making a donation in your honor and as a thank you for your time today to Safe Horizon, which is the largest victim service organization in the country. Every year, over 250,000 people seek safety through their services. So thank you for choosing that organization to support. [00:24:32] Lisa Jacobs: Thank you so much. It's been a pleasure. [00:24:34] Lindsey Dinneen: Absolutely. Thank you. [00:24:37] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.