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Sample Projects & Case Studies
Distribution and Channel Management
Smith &
Nephew plc is a publically traded company founded in 1856 and headquartered
in London. The company develops, manufactures, markets, and sells medical
devices worldwide and operates in three segments: Orthopedics, Endoscopy,
and Advanced Wound Management. In 2011 Smith & Nephew sales exceeded $4
billion dollars
We managed Smith & Nephew’s distributor
network in Latin America from 2008 through 2011 and delivered more than
400% increase in profitability. This growth was achieved by converting the
#1 trauma distributor in Chile, Winning the Costa Rica national tender and
expanding markets in Argentina, Ecuador, Uruguay, Venezuela and Colombia
and Brazil through targeted support to distributors and the establishment
of KLEOS branded training.
As a result we received multiple awards for
Outstanding Sales Growth.
Funding support and Interim CEO assignment
 HeartWare International, Inc.
is a medical device company developing a family of implantable Left
Ventricular Assist Devices ("LVADs") for the treatment of
advanced heart failure.
We served
as Interim CEO and worked with the venture capital partners to prepare the
company for an Initial Public Offering in the Australian Securities
Exchange.
The
Company is now listed on both the Nasdaq Stock
Market and the Australian Securities Exchange (ASX).
Economic Development Assignment
 
The IDPA (IFR) is the economic development agency
for the autonomous economic region of Asturias Spain.
We developed the medical device economic development
plan and coordinated introductions of medical device manufacturers in the
United States and Latin America.
The result was an expansion of medical device
manufacturing and international trade for the region.
Recruiting Quantitatively linked to Strategy
 Novoste Corporation asked us if
we could help them with their staffing needs.
What made this
assignment different is that as pioneers in vascular Brachyatherapy
they had very esoteric skills requirements for both medical device and
nuclear industry experience that proved hard to match for conventional
recruiters.
Our response was to
develop a skill matching time based quantitative model linked to a recruiting
plan. The model allowed us to demonstrate the impact of not having a
resource to optimize the hiring process and outsource work when a skill set
would not be a required core competence.
Using this model we
placed over fifty employees ranging from Directors and nuclear specialists
to production operators and managed the outsourcing of noncore skill sets
such as process validation, technical writing, and technology assessments.
Our approach saved Novoste significant time and expense and allowed them
to focus on their core business during a period of explosive growth.
Compliments
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