100+ Years of of Experience in Diverse Industry Segments
Industry Expertise
There’s a universal methodology for leveraging our competitive advantage, across diverse industries, we know how to act, learn and adapt faster than the competition. It’s how we reach greater velocity in the markets.
This ability to quickly gain market momentum is directly attributable to the lessons we’ve learned from our collective 100+ years of experience while earning over 200 medical device patents.
Work with us using our Gap Analysis & Risk Management Protocol and you’ll learn how to leverage our expertise to de-risk your business model. You'll rest assured these the top 12 critical issues are resolved:
Talk to us and see how you can gain a competitive edge with your own launch pad, designed to mitigate failure while optimizing business opportunities.
Act, learn, and adapt faster than the competition.
100+ Years of Experience in Diverse Industry Segments
Industry Expertise – Case Studies
Our case studies reveal what our clients already know; a conversation with our partners gives them the assurance they need to successfully scope their products, scale resources and reach into new markets. Talk to us and see for yourself how 100+ years of experience can ignite your company’s growth.
(Please note that specific details have been omitted to comply with our non-disclosure agreements).
Case Study | Medical Devices
Situation
The ‘company’ was under-performing across many fronts. The revenue growth achieved was below expectations. The firm was positioned as the number four player and offered only ‘me-too’ products. They did not have the right incentives or products to drive explosive growth. Accountability for poor financial performance was lacking among the leadership and the senior team members pointing fingers at each other for the poor performance. Lastly, sales couldn't grow because R&D didn't deliver new products.
Obstacle
The company needed new products that would disrupt the market to drive explosive growth. In addition, a new sales team was needed to perform and be measured under new stretch (but achievable) goals in order to deliver above industry standards.
Actions
It was determined that the best way to achieve the number one market share and to far exceed market growth was to disrupt the market with new transformational products. Products that would likely disrupt the market were identified and prioritized. Board approval for strategic acquisitions was accomplished and prioritized, R&D was allocated to maximize return on products that were most likely to align with strategic objectives. We created stretch but achievable goals that were reflected on KPI dashboards that senior management had all approved. We held regular reviews to discuss status.
Results
Case Study | Hospital infection
Situation
A European company with a good product but had no ability to scale manufacturing or distribute globally in the rapidly growing hospital infection market.
Obstacle
The company needed a Strategic Partner to complete development, provide global sales reach, and provide experience in reliability, quality, regulatory and marketing.
Actions
After a complete assessment and status review of the company, the Strategic Partner incorporated the firm, via acquisition. The Partner prioritized R&D funding to maximize return on products, incorporated them into the US organization but retained a European R&D operation, relocated the European operation to better R&D and Manufacturing facilities, put a local Director in place reporting to the US VP and began a global market plan.
Results
Case Study | Medical Devices
Situation
An orthopedic device start-up had a concept on how to improve cervical fixation but had a licensing issue on intellectual property and limited business experience.
Obstacle
The firm needed business leadership and an organizational structure to begin the process of creating the company and bringing their product to the marketplace.
Actions
After a complete assessment of the marketplace and the potential licensing agreement it was determined the concept was novel, and therefore did not require licensing. Patent attorneys were hired; a Board of Directors was created. Design engineers were hired and worked through the issues of creating the design for testing and evaluation. A ‘pitch deck’ was created and the founder was mentored and coached through the capital raising process.
Results
