I build, grow, and fix healthcare companies.
20+ years in regulated healthcare. I take on businesses at inflection points — build what is missing, grow what is working, fix what has stalled, or make the hard call on what comes next.
The pattern is the point: diagnose the asset, choose the right operating mandate, and own the outcome.
Different companies need different leadership. The first job is knowing which problem you’re actually solving.
Built the global commercial organization from zero.
Scaled the commercial organization and hospital footprint.
Reset a stalled business around access, execution, and profitability.
Assessed the asset, recommended the path, and executed the sale.
The operating model changes with the problem. The accountability does not.
Three seats. Three different jobs.
Three recent seats, three different jobs: fix one, sell another, hold the group over both. The judgement is knowing which is which. The full career runs deeper — the record is just below.
ADDvise Group
Lead selected healthcare portfolio companies for ADDvise, part of Amplex AB, with full operating responsibility across the businesses assigned to me.
GraMedica
Took over a proven implant business that had stalled below breakeven. Secured financing, cleared EU MDR, and rebuilt the commercial organization — returning the business to growth and profitability in year one.
JTECH Medical
Appointed to determine the highest-value path forward. The read was the opposite of GraMedica: the commercial and financial assessment did not support another investment cycle. I took that recommendation to the board, ran the process, and sold JTECH to CAT Medical Technologies.
Knowing when to invest, when to fix, and when to exit is the discipline that protects and creates enterprise value.
A twenty-year-old device, relaunched.
HyProCure is the only FDA-cleared implant of its kind, with more than 100,000 procedures across 46 countries. The read was simple: underleveraged, not unproven. The product was proven; the commercial engine had stalled. I stepped in as CEO in 2025 to turn it around.
A twenty-year-old cleared device with real IP, real evidence, and global reach, sitting under a commercial engine that had not kept pace with the asset. Underleveraged, not unproven. Exactly the kind of company I look for.
Secured the financing to fund the turnaround. Cleared EU MDR ahead of the deadline, running the regulatory work hands-on at the technical level. Rebuilt how it sells and earned Premier Breakthrough Technology recognition, opening 4,300+ hospitals. Opened federal channels through GSA/FSS and DLA ECAT.
Financing secured. EU MDR cleared. National GPO access. Three federal channels live through GSA/FSS and DLA ECAT via Lovell Government Services. A business that was running below breakeven, back to growth and profitability inside year one.
The same read applied at Thorasys and Gorbel from the other direction: no engine to fix, so I built one. A worldwide go-to-market from nothing at Thorasys, the US region from under $1M at Gorbel. First launches and turnarounds are the same discipline.
Global markets. Both directions.
International manufacturers entering the U.S. and U.S. manufacturers expanding abroad. Regulatory pathway through commercial launch, both directions.
Into the U.S.
Regulatory · Market access · Channel · Launch
Out to the world
Registration · Partners · Distribution · Scale
A career built across different stages of the same problem.
Selected companies from a 20+ year operating career.
Close to the work. Always have been.
I’ve stayed close to customers, teams, operations, and the numbers throughout my career.
I started in the dirt. Literally.
Hauling rocks and laying pavers long before I knew what EBITDA meant. I was one of five kids, so hard work and competition were pretty normal growing up.
At sixteen, I split my time between high school and business lectures at the University of Michigan. By my early twenties I was running a $10M medical device territory — too young to rent a car, old enough to close the deal. I learned fast from surgeons in the OR, CFOs across the table, and mentors who never sugarcoated a thing.
That experience shaped how I operate today. Some companies I helped build from the first sale. Others I helped rebuild when growth stalled. Either way, execution is the strategy.
Build great teams, move fast, stay humble, and laugh when you can. The work is too hard not to enjoy it.
Staying close to what comes next.
I work with founders, innovators, and healthcare organizations evaluating how new technologies move from promising ideas to real-world adoption.
MedTech Innovator
Working with emerging MedTech companies on value creation, commercialization, and market readiness.
Canada’s Drug Agency
Contributing industry perspective on emerging healthcare technologies and the systems that determine access and adoption.
Ask the people who watched me operate.
The pattern is consistent: business acumen beyond sales, hands-on leadership, and strategy that gets executed.
RECOMMENDATIONS
“The depth of his business acumen extends well beyond sales, to finance, operations, and the key drivers of enterprise growth. A rare combination of strategic foresight and hands-on execution.”
“He doesn’t hesitate to lead from the front and be hands on. He led a region while rebuilding the team and hiring an entirely new sales force.”
“His strategic vision and execution abilities profoundly impacted our growth and market presence. Not just a strategic thinker but a pragmatic leader who makes the ambitious goals he sets achievable.”
Let’s talk.
I’m always interested in meeting owners, boards, investors, and leaders building great healthcare companies.
Connect with Joe Download overview (PDF)