For this episode, I had the pleasure of hosting Ms. Jennifer Mascioli-Tudor, Founder & Principal of JMT Compliance Consulting.

In this episode, we discussed:

-Jennifer's transition from corporate to consulting

-The challenges and rewards of consulting

-The importance of community, and the need for vulnerability and connection in the industry

....and so much more!


About Jennifer Mascioli-Tudor:

Jennifer comes to the show today with over 23 years experience in Med-Tech Regulatory & Quality. Having worked in a variety of different capacities for many organizations…. Companies like J&J, Medtronic, Boston Scientific, Outset Medical & GE Healthcare have all been graced by her talents.

She’s currently an instructor at UC San Diego & simultaneously runs her consulting practice. Jennifer holds her bachelors of science degree in Physiology/Chemistry & French from Eastern Michigan University & her MBA from the University of Phoenix

About JMT Compliance Consulting:

JMT Compliance Consulting helps organizations navigate the quality and regulatory landscape providing coaching, mentoring & foundational business support. Where appropriate the team also provides COO & CQRO leadership to support growing businesses.

Mitch Robbins had the opportunity to host Mr. Garth Conrad, the VP of Quality for Flex Health Solutions. Garth shares his career journey and insights on leadership and building a strong company culture. He emphasizes the importance of relationships, curiosity, and drive in achieving success. Conrad also highlights the role of mentors and coaches in career development. He discusses the differences between individual contributor and managerial roles, as well as the qualities that separate top performers from the average. Conrad stresses the significance of aligning values, beliefs, and behaviors to create a positive company culture. He encourages professionals to gain experience in different functional areas and to actively solve problems. Near the end of the show Garth humanly shares the vision for the legacy he hopes to leave behind.


About Garth Conrad:

Mr. Garth Conrad comes to The Med-Tech Talent Lab with almost 25 years of industry experience across Med-Tech. He's worked for a variety of the large strategics like Medtronic, J&J, BD, etc. Garth holds a bachelors of science degree in materials engineering, an MBA, and he is also a Lean Six Sigma Black Belt.

Garth on LinkedIn:

About Flex & Flex Health Solutions:

Flex Health Solutions is a division of Flex which is a $30 billion dollar organization with about 170,000 employees worldwide. The company is a global supply chain and manufacturing solutions provider.

In this episode, we talk with Mr. Mark Rhein, the Head of talent & Learning at Glaukos Corporation. Mark shares his experience in building a learning and development program at Glaukos, focusing on middle-level leadership development. He emphasizes the importance of prioritization and designing programs that provide the biggest value to employees. Mark also discusses the company's unique approach to performance management, which involves regular check-ins and feedback conversations. He shares insights on workforce planning and the need for flexibility in a rapidly growing organization. Overall, Mark highlights the importance of continuous learning and adapting to meet the needs of the business.



00:00 Introduction and Background

01:12 Building a Learning and Development Program at Glaukos Corporation

05:01 Focusing on Middle-Level Leadership Development

07:23 Designing and Implementing Leadership Development Programs

09:16 Expanding Learning Activities and Classes

11:15 Balancing Time Constraints with Learning and Development

20:34 Providing Feedback and Recognizing Achievements

22:09 Streamlining Workforce Planning

32:27 Lessons Learned and Advice for Building a Learning and Development Program

35:27 Exciting Innovations at Glaukos Corporation

About Mark Rhein:

Mark has built a storied career over the last 25+ years building Learning & Development programs across industries. Deloitte, Sprint, Abbott, & now Glaukos are just some of the fine organizations Mark has contributed to. Mark’s expertise, which I know we are going to dig into today, lies in the areas of Organizational Development, Performance Management, Leadership Development across all levels & project Management.

Mark Holds his Bachelors degree in Enviornmental Design from the University of Missouri-Columbia & his Masters Degree in Executive Leadership & Organizational Change from Northwestern University.

About Glaukos:

Glaukos Corporation is a ophthalmic medical technology & pharmaceutical company based out of Southern California that is focused on novel therapies for the treatment of glaucoma, corneal disorders & retinal disease.

In this episode, Mitch Robbins interviews Alan Beckman, the Vice President of Market Access at Blue Wind Medical. They discuss Alan's background, his transition from sales to market access, and the challenges and rewards of working in market access. Alan shares his insights on interviewing and hiring, the qualities of a successful market access professional, and the changes in market dynamics post-pandemic. He also talks about managing stress and maintaining a routine, his desired legacy, and the exciting developments at Blue Wind Medical.


About Alan:

Alan received his Bachelors in Economics from Rutgers University & MBA from Fairleigh Dickinson University & comes to us today with almost 30 years of experience across Med-Tech & the greater LifeSciences having held positions in sales, progressive roles in sales leadership and for the last 14 years leadership roles overseeing Reimbursement, Market Access & Healthcare economics. Back in the day he worked for companies like Cephalon and Abbott Labs. More recently he was a Senior Director of Healthcare Economics & Reimbursement for LivaNova before joining BlueWind Medical in 2022 as the VP.

About BlueWind Medical:

Bluewind Medical, is introducing a transformative new treatment for urgent bladder leaks. The company’s product, Revi, is a miniature device implanted near the ankle that sends signals up through the nerves to the bladder to help manage symptoms. With up to 95% patient satisfaction, Revi is a long-term solution designed to help calm and control your bladder symptoms.

Joining us for this episode was Mr. Ken Mariash, the CEO at Sinaptica Therapeutics. For over 20 years Ken has been leading & growing new business ventures on both the 'Buy Side' and the 'Build Side.' He started his career in management consulting at Charles River Associates then jumped to industry at CLS, then Baxter BioScience (acquired by Takeda) and then Boston Scientific with leadership roles in marketing, strategy & corporate development. Ken holds degrees in both Biochemistry & Business Economics from Brown University.

Today, Ken is leading the team at Sinaptica to advance their personalized closed-loop neuromodulation therapy for Alzheimers which has generated unprecedented Phase 2 sham-controlled clinical data that was recently published in the Oxford journal, 'Brain.' Sinaptica has FDA Breakthrough status for its novel proprietary approach which combines rTMS, EEG, and Neuronavigation with a sophisticated ML-derived personalization engine based on a novel brain target--the precuneus, the central hub of the Default Mode Network, a brain network involved in episodic memory. The company has completed all clinicals to date with non-dilutive funding and is now in-process of obtaining financing to complete the clinical product (SinaptiStim-AD) ** and prepare to initiate a pivotal study in one year's time.

Some of the major highlights we discussed:

-How Ken's upbringing shaped his early & future career days

-Pivotal roles that were instrumental in Ken's career development to becoming a CEO

-How Ken manages stress, especially during difficult times

-Ken's perspective on the toughest part of being a CEO

-Career advice for others coming up behind him

...and so much more

Key Takeaways:

Find Ken Mariash on LinkedIn:

Sinaptica Therapeutics on the web:

Note: (SinaptiStim is a trade mark of Sinaptica Therapeutics)

In this episode, we were joined by Mr. Anthony Incontro, the Talent Acquisition Manager for Vertos Medical. We discussed the importance of creating a best-in-class candidate experience and how to streamline the application process. We also explored the challenges of collaborating with hiring managers and delivering tough feedback to candidates. Anthony shares insights into the growth and culture at Vertos Medical, a company focused on developing innovative treatments for lumbar spinal stenosis.



00:00Introduction and Background

01:16Importance of Candidate Experience

05:49Streamlining the Application Process

06:36Engaging Candidates Throughout the Process

09:32Managing the Hiring Manager's Role

12:14Delivering Tough Feedback to Candidates

Anthony Incontro on LinkedIn:

Vertos Medical on the web:

About Anthony Incontro:

Anthony received his bachelor’s degree from Rutgers University in Labor Relations & Human Resources Management, and since 2005, he has been building his career in Talent Acquisition. Anthony’s had the opportunity to work across the LifeSciences ecosystem in both Pharma & Medical Device having worked for various organizations like Johnson & Johnson, Novo Nordisk, Alcon, Integra LifeSciences & Acadia Pharmaceuticals to name a few. Today, as I mentioned, he leads Talent Acquisition for Vertos Medical.

Joining us for this episode was Mr. Michael Tutera, the Vice President of Market Access at Nalu Medical.

Michael came to the show today with almost 25 years of experience across the Medical Device, Biopharma & Pharma sectors. Michael got his start in the industry by way of Sales and over the years has continued to take on progressive amounts of responsibility in Sales leadership and then of course both Reimbursement & Market Access leadership.

He’s worked for companies like Forest Laboratories which many of you now know it as Allergan, Mallinckrodt Pharmaceuticals, Intersect ENT which is now part of Medtronic, and of course now now, Nalu Medical.

For those unfamiliar with Nalu, it has been repeatedly recognized for its revolutionary technology & innovation including being named as one of the top 100 new products in the world by R&D Magazine. The company was also the gold winner of the 2021 Medical Design Excellence Award and winner of MedTech Visionaries Award for Best MedTech Company & Best Medical Device in the field of neurology. The Nalu Neurostimulation System gives patients more options for managing intractable, chronic pain.

Some of the highlights we covered:

-How Mike's upbringing shaped the early beginnings of his career

-Mike's take on high performance, especially in Market Access

-Why some make it to the top of their pyramid & others don't

-Toughest challenges in 2024 for Med-Device organizations to achieve market access

-How Mike handles stress as a leader with many varying personal & professional responsiblities

...and so much more!

Imagine being the head coach of a digital health team, welcoming a new player onto the field. As they take a breather after their first match, a surge of questions might rush through your mind: "Are they finding their footing?" "Are they second-guessing their decision to join the team?" The onboarding process can be riddled with bumps, not just for the new recruit, but also for the coach who brought them into the game. The rate at which a rookie adjusts to life on the team, forms bonds with their teammates, and starts to perform effectively largely lies in the coach's playbook.

The field of the onboarding process can be quite challenging. A study by Gallup shows that a mere 12% of employees believe that their company excels at bringing new players into the game. This implies a staggering 88% of employees believe the onboarding process could be better coached.

In trying to find their footing, new employees often concentrate on learning the plays without truly understanding the dynamics of the whole team. It's difficult to comprehend the team's strategy without a sound knowledge of the company's structure, its vision and values, the subtleties of its products or services, and a clear comprehension of their roles.

But don't worry, you've found the right playbook to navigate this field. This article will help you design the game plan for an effective onboarding process in your medtech organization, ensuring every new recruit is ready to step onto the field quickly and confidently.

What is onboarding, and why does it matter?

Imagine that a health IT organization is a high-speed train moving at 180 m/h – just like a purposeful, energetic team confidently approaching its goals. In order to maintain this speed for a long time, every part of the train must work smoothly. The company, the workforce, and the internal processes should interact harmoniously and productively. To make sure the train continues to barrel down the track even when a new employee starts, it is necessary to insert a "new railway carriage" into the middle of the train or to replace the retired carriage with a new one without slowing it down.

How can the hiring manager change the old car of a moving train and not lose the accumulated business speed? That's where the application of proper corporate onboarding will help.

To be clear however; onboarding is not just a tour around the office or a brief story about the tasks the employee must work with. It is the long strategic process of assisting new staff with the immersion into the social and performance aspects of their new roles. During this period, a newcomer gets acquainted with the working conditions, projects, team, corporate culture, problems solving approaches, etc. 

According to staffing and human resources specialists, a digi-health company’s onboarding process for new employees should span at least one year, despite most leaders thinking solely of the first few days and weeks of a new worker's tenure being critical for guaranteeing high retention.

New employee onboarding may be primary or secondary. The first is designed to acclimate new personnel, while the second is intended for promoted employees. Onboarding isn’t just for those new to the company, contrary to popular opinion. Promoted employees also require time to adjust to their new working conditions and responsibilities.

Executives are frequently subjected to the most time-consuming and complex onboarding procedures, as they are considered to be critical for a company's success or failure, and more resources are allocated to their recruitment. Nevertheless, employee onboarding experts believe that investing more time in all employees, including entry-level, has significant potential.

If your onboarding processes are organized properly, the new-hire quickly joins the team, works efficiently, and stays in your company longer. According to research from Brandon Hall Group, firms with an effective onboarding procedure increase new hire retention rate by 82% and productivity levels by over 70%.

Ignoring the important process of onboarding can lead to the following consequences:

Why do employees leave during the onboarding period?

According to OC Tanner, 20% of employees leave their company in their first 45 working days. It means that one out of every five employees will work in the company for no more than 1.5 months. The reasons why this is the case comes down to three easily solvable issues with most onboarding processes.

1. Incorrect job description

Many professionals experience the "expectation versus reality" effect due to incorrect job descriptions and untruthful hiring manager stories during the interview. Only 40% of employees say that their work responsibilities do not differ from those listed in the vacancy, as a 2020 HiBob HR study stated.

When posting a job description, it is necessary to accurately describe the working conditions and responsibilities and then discuss them in detail during the interview. Inform the candidate about her position, tasks, the team she will be working with, the current project, and other nuances.

2. Rookies don't feel like a part of a team

The health IT company’s leaders and HR managers have to focus not only on creating an onboarding plan for a newcomer but also on fostering effective team communication. The thing is that understanding and adjusting to novel tasks is not nearly as challenging for employees as the adaptation to a new team. And 49% of 2020 Hibob research respondents named making friends as the top strategy for integrating into a new team.

3. Lack of help and support

38% of Hibob respondents say that during their first working days, they are more comfortable being in the company of other newcomers during their onboarding. And 31% of employees prefer various interactive activities during onboarding. These can be entertaining videos explaining the details of work, games, or simulations to maintain interest.

For example, the international hotel chain Marriott created a game for candidates at the stage of interviewing and onboarding newcomers, "My Marriott Hotel." During the game, the new-hires can manage their hotel, design a restaurant, and serve guests. Depending on how well the tasks are performed, candidates either get points or lose them. The game has made it very easy for beginners to adapt, as they immediately understand (and get to virtually experience) their primary duties.

7 steps for successful onboarding

Even though many online tools and processes are created to facilitate the onboarding of new recruits, nothing can beat a human touch in making a great first impression, and here are the top 7 tips for how to do so:

1. Craft a plan

Creating a plan is the first stage in its execution. You should develop a pre-boarding procedure that outlines everything that must be completed prior to the new employee's arrival. 

At this stage, you may determine which onboarding tasks can be automated. Thereby, you may devote your time to the tasks of high priority, leaving the rest to automated systems.

2. Forewarn the team

After structuring your pre-boarding plan, you should add a particular assignment to notify your existing staff of the new hire's arrival. Nothing is worse than beginning your first day without anyone greeting you or even being aware of your presence.

Informing your current employees of the new-hire’s start date allows everyone to prepare for his first day on the job. It increases transparency and interaction and guarantees you are set for the new employee’s debut. 

Don't forget to gather the major players in the company concurrently to greet the new hire. Meetings should be scheduled beforehand so that they may begin making connections and absorbing fundamental elements of the digital health company's culture as soon as possible. Think of bringing in a mentor from inside the firm to help with this incorporation.

3. Use a personal approach

Distributing standard onboarding materials is not what anyone would ever call exciting. Wouldn't you feel considerably more welcome if your onboarding process was tailored for you? Personalization is just what you need to engage new recruits about their roles inside the organization.

Identify the unique requirements of your new-hires as the first step in implementing this policy. Then, you may build a pre-boarding and onboarding procedure that meets these needs.

4. Ask their advice about the hiring process

Freedom of expression promotes feelings of acceptance, appreciation, and care. Everybody shares these emotions across the board. When employees are satisfied with their job, when they feel valued and appreciated, your turnover reduces and the engagement within your company deepens. Asking for your new-hire’s viewpoint on your recruitment and hiring processes can create those feelings of appreciation that are vital to employee success.

Moreover, it provides you with helpful information on the benefits and drawbacks of your hiring process, enabling you to optimize it. Even before beginning formal employment, the new-hire has already made valuable contributions to the organization and is feeling appreciated.

5. Give some admin assistance

It's common knowledge that there's a lot of red tape for a new employee to go through. Initial tasks for new hires typically include signing several documents, learning how to use the company's software, and arranging their work area. However, a new-hire’s first few days shouldn't be so dreary. Giving fresh members a hand demonstrates that you support them and wish to see them flourish in their roles.

Creating a business email account before they start is a nice gesture to consider. Small things such as these show that you are thinking of them before their initial day has even begun. Offering some extra help also encourages new employees to forge ahead and gain momentum at work sooner.

By completing these steps in advance of the new hire's start date, the organization can ensure that they are fully integrated into the company's communications systems. Additionally, it allows them to get acquainted with any piece of technology before they are required to use it and manage any bugs or access issues.

6. Provide precise instructions beforehand

Half of all employees reportedly worry about showing up late to work on their first day. Even though punctuality is a common concern for new employees, it's not the only one.

Fears like this will only escalate if they aren't addressed, but you may calm their minds by providing them with detailed instructions for their first day. The level of stress can also be reduced by the establishment of transparency and communication channels.

Checking up the newly hired employees should become a routine for the first month. An HR specialist or direct manager might send a more personal email in addition to the work-related ones. For instance, they can inquire about the paperwork and tech issues or ask if there are any questions.

7. Special approach for foreign recruitment

There are thousands of qualified candidates out there, and a recruiter may find someone from another country who would be a perfect fit for the required position. It's much simpler to oversee foreign recruits when your staff can work remotely.

However, if you have an excellent pre-boarding program in place, you can still successfully hire internationals in an office setting. If the medtech firm employs foreign citizens, you will need to provide them with more resources and guidance than the average employee. Therefore, be ready to respond to their concerns and queries.

A proactive strategy is always the best option: always take the initiative. Get out there and look for ways to ease their transition. According to a 2023 survey by Global Mobility Trends, found that the average relocation notice period for overseas employees is 30 days. However, 20% of organizations give their employees less than 30 days notice, and 10% give them more than 60 days notice.

You are well aware that such overseas employees are assets to your organization, and you do not want them to fall between the cracks due to a negative pre-boarding scenario. Be available to answer their inquiries and provide assistance in any possible manner.

Looking to anchor your digital health career firmly on board instead of seeing them jump ship after a month? It's time to give your onboarding process the attention it deserves. Get in touch with us at AMG - we're ready to spill the beans on the latest strategies, cutting-edge tech tools, and key aspects of an outstanding medtech onboarding experience. Drop us a line today and let's set sail toward perfect onboarding together!

Every biotech leader like you aspires to establish an innovative company, where brilliant minds collaborate to transform groundbreaking ideas into practical healthcare solutions, driving progress in the field. But just like an artist aiming to create a masterpiece, your palette needs more than one color to attract top-tier technical engineering talent. Relying solely on traditional hiring approaches won't paint the full picture. 

In this blog, we will explore strategies that can transform your company into a magnetic force, drawing in the best in the field who play a crucial role in driving biotech innovation and shaping the future of healthcare.

The Current State of Biotech Recruitment

Biotech is buzzing with innovation. From the integration of AI and machine learning to the emergence of advanced analytics, we're witnessing a wave of opportunities that are shaping the industry.

However, with all these exciting developments and opportunities, how can your organization stand out and attract top-notch technical engineering talent?

Strategies to Attract High-Caliber Engineering Talent

Attracting the right talent in biotech involves more than just posting job ads. It requires a strategic approach that not only reaches out to potential candidates but also resonates with them. Here are the top 9 strategies you might want to consider:

1. Investing in a Strong Brand Image

Your brand image goes beyond a catchy logo or a sleek website. It's the perception that potential candidates have about your company. A strong brand image can make you stand out as an employer of choice, drawing in top-notch engineering talent.

2. Offering Competitive Compensation Packages

The race for top talent in a fast-rising business like biotech often comes with a price tag. However, it's not just about who can offer the highest salary but also about crafting compensation packages that are competitive, comprehensive, and reflect the value your company places on its employees.

Offering competitive compensation packages shows potential candidates that you value their skills and contributions. It can be a deciding factor for top talent when choosing between job offers in this highly progressive field.

3. Providing Opportunities for Continuous Learning

Learning never stops in biotech. Today's groundbreaking innovation could be tomorrow's industry standard. By providing opportunities for continuous learning, you can attract ambitious engineers eager to stay on the cutting edge of their field.

Continuous learning is a win-win. Your team gets to upskill and stay current, and your company benefits from having a team that's always at the forefront of biotech advances.

4. Cultivating a Culture of Innovation

Innovative thinking is the engine that drives progress in biotechnology. But innovation doesn't happen in a vacuum. It flourishes in an environment that encourages it. When you cultivate a culture of innovation, you can attract talented engineers who are excited to push boundaries and think outside the box.

5. Showcasing Cutting-Edge Technology and Projects

The opportunity to work with the latest technology and contribute to exciting projects can be a significant lure for top-tier engineering talent. When you showcase your team’s tech prowess, you can make your company a desired destination for engineers eager to make their mark in the biotech industry.

6. Prioritizing Work-Life Balance

The appeal of a high-powered job in biotech can be strong, but it's important not to overlook the value of work-life balance. Prioritizing work-life balance sends a clear message to potential candidates: You respect their time, you value their wellbeing, and they're not just cogs in a machine. This can make your company a highly appealing option for top-tier engineering talent in the biotech industry:

7. Utilizing Advanced Recruitment Tools and Platforms

In today's digital age, technology is your ally in the search for top biotech talent. Advanced recruitment tools and platforms can streamline your hiring process, expand your reach, and help you find the perfect fit for your team.

8. Encouraging Employee Referrals

Your current employees can be some of your best recruiters. They understand your company culture and the kinds of skills and attitudes that fit well with your team.

Moreover, by encouraging employee referrals, you can tap into your team's networks to find high-caliber engineering talent that might not be reached through traditional recruiting channels.

9. Reach Out to Us at AMG

Attracting top-tier technical engineering professionals is no small task, especially in the dynamic field of biotech. The competition is fierce, and the stakes are high. But remember, the quest for talent is not a solitary journey but a collaborative effort, and we at AMG are here to take that journey with you.

Whether you're a budding biotech firm struggling to attract the right talent or an experienced organization looking to refine your recruitment strategies, we're just a phone call or email away.

Reach out to our team today, and together, let's join hands to drive innovation in the biotech field and create a future where better patient care is not just a goal, but a reality!

Joining us for this episode was Mr. Anthony Watson, the Vice President of Regulatory & Quality at Windgap Medical. Tony comes to the show today with almost 30 years of experience in the greater LifeSciences industry. Prior to working on the industry side, he spent almost 20 years working for the FDA where prior to resigning, he was the Director for the Division of Anesthesiology, General Hospital, Infection Control & Dental Services.

If you can’t tell already, Tony has a tremendous breadth of experience working for companies like  Sanofi, Biogen, Pear Therapeutics and of course now Windgap Medical. He has been at the forefront of the development of FDA emerging technology global regulatory schemes affecting the evolution of regulated combination products, SaMD products & human factors and he is an expert when it comes to building new Regulatory teams, defining problems & finding optimal solutions. He holds his BS in Engineering from the United States Naval Academy & both his Masters in Management Information Systems & MBA from the University of Maryland.

Some of the highlights we discussed:

-How his formative years shaped his career trajectory

-His transition from FDA to the industry side of the business

-His take on leadership & lessons learned from his Military experience

-What separates top performers from the average in RA and/or QA

-Advice for those aspiring to lead the entire RA and/or QA functions

..and so much more!

Find Tony on LinkedIn:

Learn more about Windgap Medical: