I know Product Development because I led PD for 35 years. People in organized ortho companies call me asking:
“Why has our once-blazing-fast innovation engine turned slow, bureaucratic, and way too expensive — just like the big companies we used to beat?”
This is the classic growing pain of orthopedic startups that have successfully raised real money, hired 50–200 people, and are now trying to act like an “organized growth company.”
You’re no longer five engineers in a crappy rental office — but you’re also not Smith & Nephew (yet). These are the danger years.
The rules that got you fr...
