In this issue, learn why medical device reps like their jobs, just not their bosses. Also, check out S2N’s piece on advice for early-stage medtech CEOs. You also might find MD&DI’s article on the robotic space pretty interesting. I’ve included a few other pieces that might deserve your attention as well. Enjoy…
Although medical sales reps report that relationships with patients and providers are the things they like best about their jobs, those who say they’re least satisfied with their jobs are also the ones who make the least, according to a survey of more than 1,400 reps.
There are a multitude of things to worry about as the CEO of an emerging medtech company – keeping money in the bank, getting the damn technology to work, the FDA, building out the human and capital infrastructure, managing the burn rate, filing IP, gearing up clinical trials, manufacturing, commercialization, engaging KOLs, generating “buzz”, meeting with strategic partners, managing the BOD, and so on. For a CEO of a small medtech company, all this can be quite overwhelming, so I turned to my road-tested CEO clients and friends and asked them a simple question: What’s the single most important piece of advice you would give to someone about to start their first emerging medtech CEO job?
A planning board for a national medical device evaluation system (NMDES) has now explained in a new report how and why the U.S. should implement a network of partners that would be responsible for improving evidence-based results when it comes to proving a medical device’s efficacy. The goal is to improve patient outcomes and having organizations provide a more efficient system when using new devices.
“We are ready,” says Brian Miller, senior vice president of product development at Intuitive Surgical, which pioneered surgical robotics with the launch of its da Vinci system back in 1999. Ready, that is, to face the onslaught of competition that will begin with the expected FDA approval of a new robotic system, SurgiBot from TransEnterix, in mid April. It’s a new world for Intuitive, given that for more than 10 years the word “competition” has not meant much to the Sunnyvale, CA, firm that bought out its rival Computer Motion back in 2003.
Consumer segmentation just hit healthcare. Here’s how it works.
Consumers, also known as patients, are not monolithic. They have different motivations, concerns and needs. Consumer segmentation – long used in other areas, like retail – consumer could allow hospitals to better engage patients and deliver tailored services.
While the Affordable Care Act could lead to improved partnerships between medtech manufacturers and hospitals, a new survey and report from ZS Associates indicates that hospital execs aren’t convinced that such partnerships will help them meet their needs.
In this interview with Darrel Drinan, we cover his broad experience developing novel monitoring devices and what he’s learned along the way through deals with DARPA, Medtronic, and his new startup, BioRibbon Health.
Until the next issue of the Medsider newsletter, cheers!