MediPurpose® Blog

Let’s be honest: Very few of us had childhood dreams of becoming part of medical product industry. If you had asked me as a kid if I thought I’d be working in this business, I’d probably roll my eyes and laugh. Medical products? Nah, I had more romantic notions of becoming a professional baseball player or writing for Rolling Stone magazine.

Before I became a medical product marketer (which I am now), I was a medical product copywriter. Before that, I was a hospital and healthcare marcom copywriter. Before that, I was a general copywriter that made the successful jump from old school “traditional”/print media to “new” media and online. And before that, I was a journalist. And even before all of that, I was an aspiring academic with fantasies of being a scholar of media and culture. Of course, all of it was prefaced with the dreams I had as a kid.

Some people never stop pursuing those childhood dreams…even if that means a nightmarish adult reality. Comedian Louis CK is a shining example. After graduating high school in the early 1980s, he went after one specific goal: to become a successful comedian. And, as a result, like so many others that share that dream, he toiled in obscurity for decades in that ironically lonely and depressing world of standup comedy.

Skip ahead to last week when he announced that his self-produced and distributed online video netted him more than $200,000 in profit in less than four days. As impressive as the profits might be, what’s perhaps more intriguing is how he made it.

By his own admission, Louis CK could have made even more money had he produced and distributed the video through the traditional path of working with a major entertainment company. But that would have resulted in even more overhead—which gets passed on to the customer—and the sticky tangle of digital rights management (DRM) and DVD region complications (which provides even more hassles for customers).

Instead, he kept it painfully simple: Go to his remarkably low-tech Website, pay $5 (through PayPal), and either stream the video or download it and do whatever you want with it (e.g., burn your own DVD, watch it on your computer). Compare that to what a commercial DVD costs and the process of having to acquire it.

But back to the headline: What can we in the medical product business learn from Louis CK?

Being Good is Not Good Enough

Louis CK is widely regarded as one of the best comedians today. However, it took him years to rise above a very crowded and competitive market.

Whether it’s comedy, baseball players or medical devices, being “good” is never enough. For every good—great, even—comedian, athlete or medical device out there, there are countless others that are just as good, if not better.

For medical products, the basic algebra of having low prices and high quality is not enough to succeed. Rather, it requires tremendous belief in your product just to get it brought to market, and then even more dedication to improve it and market it so that it even has a chance of being competitive. And then there’s the intangibles, the x factors, the je nais se quoi, luck, etc.

You’ve Got to be Innovative in Your Marketing And Distribution

Nothing stays the same. Whomever—or whatever—is “good” today is mediocre tomorrow. Best practices for marketing and distribution can quickly become obsolete.

The music industry—which, due to increasingly vertical integration in the past couple decades—controls the distribution of most other complementary entertainment products, such as DVDs. Because it failed to recognize and embrace radical shifts in how entertainment is distributed channels (e.g., peer-to-peer file sharing, Napster, torrents, the ease of duplicating DVDs), it watched its profits erode—and perhaps worse, its power. This is precisely what Louis CK exploited with his relatively marginal investment in a $34,000 Website that is the portal to his video.

Twenty years ago, MediPurpose didn’t even exist. As illustrated in its success stories, ten years ago, it was a struggling startup in Singapore that would soon find a niche in the U.S. medical product market for its new SurgiLance safety lancet (a niche opened, in part, because of the 2000 U.S. Needlestick Safety and Prevention Act). The company leveraged emerging online communications with an aggressive independent sales force and got itself on the map.

Ten years later, it’s a profitable company that has since introduced two successful product lines—babyLance infant heelsticks and MediPlus Advanced Wound Care—with zero guarantees that it will be here in 10 years unless it remains dedicated to finding innovative solutions for its manufacturing, distribution, marketing and new business development.

You’ve Got to Put the Customer First

Good economy or not, people value their money, and they don’t want to feel ripped off. They also don’t want to be inconvenienced. Louis CK’s innovative use of the Internet to deliver product drastically simplified the process of acquiring (and using) a product and significantly reduced the cost—and his customers responded in kind.

MediPurpose is constantly striving to find ways to keep the customer first—which creates unique challenges because we not only offer several distinct products and services, but also because our customers are diverse. Along with the obvious “end users” (e.g., patients, nurses, doctors), we also serve our distribution partners, inventors and innovators, manufacturers and others.

You’ve Got to Embrace Online Communications

Social media, online/inbound marketing, etc. are not trends, fads or options. On the other hand, traditional marketing techniques—print advertising and direct mail, for instance—are both expensive and very low ROI.

Louis CK more than demonstrated that it no longer requires cutting-edge Websites or bloated marketing campaigns to move product.

For medical product companies, the same holds true. Although the diminished importance and value of print advertising might seem the obvious example, trade shows are perhaps an even better example.

Even to just attend a show as a non-exhibitor to “walk the halls” is expensive. Factor in airfare, hotels, per diems, entry fees and the lost productivity from not being in the office, and the cost to attend can quickly becoming a pricy investment. With a tight economy and the impact of inexpensive global communications (e.g., Websites, Skype, GoToMeeting, LinkedIn), and it’s not hard to understand why trade show attendance seems lower (in general) or scaled down (by exhibitors).

There is perhaps more than can be extrapolated from Louis CK’s recent success, but the point should be clear: Being and staying competitive in business is not for the uninspired and unimaginative. The keys for success are always out there; the challenge is with finding and knowing how to use them. 

Tags: Medical Product Distribution, Medical Product Marketing & Communications, Medical Product Sales Read More

Last month, I wrote a blog that emerged from a question that I first posed in a LinkedIn discussion forum for members of the Medical Device Inventors group. In that blog, I digested suggestions for what you can do if somebody copies your medical device invention.

Since that time, the conversation has evolved to address other related issues, such as Ian. S.’ question about how to protect medical device IP from medical product suppliers and other partners in the manufacturing and distribution chain.

Coincidentally, I also discovered a SPRING Singapore white paper, Best Practices in Intellectual Property Protection: Are Your Asian Suppliers Protecting Your Interests?

So, as I did last month, I’m summarizing some key points from the LinkedIn discussion and the SPRING white paper.

The Best Defenses

Following the old saying “an ounce of prevention is your best defense” and using some common sense can go a long way in protecting your medical device IP:

• Have IP to protect: Firstly, if you haven’t taken the steps to establish your medical products’ IP, you don’t have anything to protect. Much of what was covered in the “IP Protection” section of my previous blog provides some crucial considerations related to establishing IP.

• Mitigate risks: Although legal systems are in place to assist in resolving medical product IP disputes, the best defense, according to SPRING, is to create systems that minimize the likelihood of IP being stolen. As mentioned in my previous blog, once IP is infringed, it can be very expensive to resolve matters.

Select the Right Partners in the Right Countries

It’s very difficult and often economically impossible to not outsource any part of your medical product’s manufacturing or distribution. But while having partners in some countries may yield economic advantages, this might expose you to greater IP infringement risk. So how do you select the right partners in the right countries?

• Consider a country’s legal infrastructure and protections: Select countries that are “reinforced by a highly ethical culture,” are signatories to key international IP protection conventions and practice an effective legal system.

• Seek expert advice: Another great point from SPRING is to find corporate counsel or a firm specializing in IP management in the selected region.

• Get recommendations and referrals: Trust is easy to lose and hard to get, so it’s worth the effort to seek trusted partners—whether through your own networks or by reaching out to LinkedIn members such as Ian S. who can vouch for “having a supplier for many years that would never consider ‘screwing me over.’”

Execute Effective Agreements

Once you’ve established your medical product IP and have found the right partners, ensure that the agreements that bind you go as far as they can to protect you.

• Execute non-disclosure agreements (NDA): According to SPRING, this should be done with ALL medical product suppliers before discussing ANY proprietary information. And don’t worry about offending them—if they have passed the recommendations and referral litmus tests, they know that NDAs are an SOP (standard operating procedure).

• Use experienced attorneys to draft agreements: Don’t just copy an NDA or manufacturing agreement that somebody else once had you sign or something that you downloaded from the Internet, especially if you are dealing with international partners. Use an attorney with experience in manufacturing practices in the countries you’ve selected.

• Clarify agreements to prevent IP dilution: As Nick W. pointed out, it can become very difficult to maintain “IP identity and value,” especially if a prototype gets additional development from manufacturers and partners. What started off as “your” unique and novel IP can ultimately end up as “their” IP if too much creative license is allowed.

Control Access to Key Information

• Diversify the information: As Jory T. suggested, medical device IP owners should “split the product patent, know-how, core software/firmware (if any), market control, key-component supplier agreement, and module product design with multiple suppliers.”

• Diversify access to the information: As with the different departments in your company, not every partner needs to know what every other partner knows in order to maintain an efficient, productive workflow. SPRING encourages medical product IP owners to both control internal access to sensitive documents and ensure that all external persons and suppliers handling sensitive information understand their responsibility to protect that information by restricting access only to those who need to know.

Monitor Partners and Competitors

• Keep an eye on patent filings: Just because you have a medical device patent, it doesn’t mean that everybody is aware of it, especially if others are filing medical device patents that unintentionally infringe upon yours, said Nick W.  The sooner you discover such filings, the better.

Andy. R. mentioned two ways to monitor medical product patent filings. One is to subscribe to Websites such as Free Patents Online.com, or to even hire a search firm to monitor patent filings for you.

De-escalate Problems

Whether they occur intentionally or not, medical device IP infringements are unavoidable in the medical product industry. When preventative measures aren’t enough, Nick W. advised, “A key part of effective IP enforcement is diligence and speed. Help your infringers to cave in gracefully and cheaply. Save them money and bask in their gratitude.”

As before, these tips and suggestions are anything but an exhaustive list. Can you suggest others? How do you protect your medical product IP? Has your IP ever been infringed? How did you handle it? What did you learn?

Tags: Medical Device Intellectual Property (IP), Medical Product Manufacturing, Medical Devices | Medical Products, Medical Device Innovation, Medical Product Distribution Read More

When I was growing MediPurpose in the early days, many blogs and articles that I read about the difficulties facing startup medical product companies only motivated me to beat the odds. Now it’s the beginning of 2011 and our second decade in operation, and it is no small measure of success for me that MediPurpose has not only survived, but also flourished.

Among other factors, the MediPurpose success story has been made possible by the dedication of certain key employees who have worked with the company for more than five years. At our company’s annual dinner on 8 January 2011, we acknowledged three such employees whose contributions have not only been instrumental for our growth, but have demonstrated some of the traits that I feel define a good employee. Three of these traits include:

• Taking personal ownership of the job by working as you would for yourself, family or close friend.

• Demonstrating a commitment to the company by being selfless and able see the big picture.

• Communicating openly and honestly about personal and company matters—especially contentious issues.

Stephen Yi

Stephen Yi, Group CFO (with MediPurpose since 2003)

Three years after launching our SurgiLance® safety lancet in the American medical device market, we needed a trusted person to establish a beachhead in Europe for MediPurpose. In November 2003, I reached out to my brother, Stephen Yi, who agreed to move from his familiar accounting job to do sales and business development for a new medical device in a drastically unfamiliar industry and geography.

However, his personal commitment and his faith in MediPurpose’s potential soon paid off. Within six months, Stephen secured our first NHS contract that put us on the map for medical products in Europe.

As MediPurpose expanded its medical device distribution capabilities in Europe, additional resources were brought in. Today, as the group’s CFO, Stephen focuses on operations and accounting.

Cheryl Channell, Customer Services Manager (with MediPurpose since 2005)

Patrick Yi, Valerie Yi and Cheryl Channell

Cheryl has been the heart of our superior customer service since 2005, looking after our medical device customers with the warmth and care that she naturally shows to her friends and family. Not only is Cheryl committed to doing her best, she also takes personal ownership of her responsibilities and treats the company as her own.

Cheryl’s dedicated service was interrupted briefly in 2007 when she left MediPurpose for two weeks. A new manager I had hired was creating a lot of stress for her, and she resigned just as I was about to ask the manager to leave.

Serendipitously, Cheryl’s new job did not turn out as she expected, and she enquired about returning to MediPurpose when she found out that her former manager had left. I welcomed Cheryl back, and since then, our entire company has been committed to maintaining open channels of communication so that we never again risk losing top employees at the peril of keeping those that create stress and tension.

Randy Prather, President & COO (with MediPurpose since 2006)

Randy Prather, Patrick Yi and Valerie Yi

Randy joined MediPurpose as VP of Sales & Marketing in February 2006 and swiftly established productive relationships with a growing network of medical product distributors.  In June 2008, Randy was promoted to president and chief operating officer (COO).

Over the years, Randy assumed additional responsibilities in New Business Development, Operations, Quality and International Business—always without complaint, even when he didn’t have the experience in some of those areas. For a small entrepreneurial company, Randy was prepared to do whatever was required to further the cause of the company.

With such a diverse role in the company, Randy and I have often worked through many difficult issues at MediPurpose. The key to our successful working relationship has been our open and honest communication—occasionally heated, but always respectful and professional. More specifically, Randy has the ability to argue with me without us getting personal, offensive or angry. This speaks a lot about Randy’s communication skill, which I guess is the hallmark of a world-class salesperson!

Three Great Employees for Three Great Reasons

Stephen, Cheryl and Randy are unique individuals with unique roles and responsibilities at MediPurpose. Yet, each has thrived at MediPurpose for as long as they have because they care…about themselves, about each other, and about the company. As a result, they make it very easy for me to reward them. But as much as I can reward them with mementos, titles and money, I have a sneaking suspicion that their pride in who they are and what they do is beyond any material or financial award.

What other attributes have you found in your loyal and dedicated employees? Let us know in the comments.

Tags: Medical Product Distribution, Medical Product Sales, Medical Product Marketing & Communications, Medical Product Customer Service Read More

Although the MediPurpose business model is primarily structured to distribute our medical products through a multitude of domestic and international healthcare distributors, over the years, MediPurpose has become completely proficient and skilled as a distributor in its own right.

This notion of being able to facilitate, manage and direct all areas of medical product distribution is something that Webster might say makes us a master distributor.

However, calling ourselves a "master" distributor is a pretty strong claim—especially when considering the magnitude of our competitors and the strength of our medical product distribution partners—but I believe it is an appropriate label, particularly in the context of our medical product distribution capabilities. For instance:

• In a previous blog, I wrote about our ability to enter multiple channels through multiple medical product distribution partners for the same medical product, thereby increasing market penetration, eliminating channel conflict and maximizing our products' availability.

• Our extensive partnerships allow us to get our medical products into virtually every department within an acute care setting—as well as within alternate care, POS and long-term care facilities.

• As the manufacturer of the SurgiLance® Safety Lancet, we have established both the contract manufacturing relationships and logistical capabilities to get our medical products from them to our warehouse...and then again out to our customers.

• Our medical product acceptance has driven the inclusion of our products within most major medical GPO contracts.

• Our comprehensive understanding of the regulatory requirements (both from a manufacturing/ISO and FDA/CE perspective) is clearly established.

So, as I discover what it truly means to completely proficient or skilled at marketing medical products, MediPurpose will continue to develop its position as a master distributor.

Tags: Medical Product Marketing & Communications, Medical Product Sales, Medical Product Distribution Read More

Over the past few months, MediPurpose has implemented several changes to make our medical product distribution customers’ experiences easier and more efficient.

For instance, last January, we began e-mailing invoices and statements, thus eliminating the 2–3-day delay for customers to receive their invoices and statements. (An additional benefit is that it also is reducing paper consumption.)

Last month, we introduced our new online Customer Care Center, and we have already received some very positive comments from the customers that have taken advantage of it. They especially seem to appreciate:

• Its ease of use
• Having immediate access to their accounts
• Being able to place their orders online
• The ability to check orders and review past orders

In addition, they can review their AR, print invoices and statements, and review all transactions. No longer is it necessary to make a phone call to place an order or check on an invoice—all of their information is immediately available.

With so many advantages and benefits, I can’t imagine why anyone would not take advantage of our online Customer Care Center. That is why I encourage our of all medical product distribution customers to try it out. Once you do, I’m very confident that you will be pleasantly surprised with its ease and convenience.

The new online customer center is a particular point of pride for me. As MediPurpose’s customer service manager, I and my team are constantly striving to make our customers’ experiences pleasant and efficient, and we are always searching for the best ways to serve you.

However, despite the exciting new opportunities with online technology, we will never eliminate any of the other ways to assist our customers with any issues. Our main goal is to always be friendly and helpful, and to provide our customers with the best possible service.

As MediPurpose continues to grow and expand, we will also continue to look at more ways to better service our customers. Please contact us anytime with suggestions that would help us better serve you.

Tags: Medical Product Customer Service, Medical Product Distribution Read More

Over the years, I've worn both distributor and OEM hats—and whether for my own company or for the numerous other companies that we have assisted, I have routinely been faced with the same difficult decision: Which company can best serve me in getting my medical product to market?

To resolve this quandary, I typically consider a number of key concepts and criteria, including:

• The product: For example, is it a unique medical product with specific features that requires detailing, or is it perhaps more of a "me too" product that would likely be intuitive to the typical end user?

• Available margin: Some medical product dealers and/or resellers require very high margins, while others are more eager to sacrifice some of that margin, particularly if the product offers them marketing advantages and/or fills a product gap within their segment product offering.

• Channel conflict: For instance, Distributor A—who is a major player and has consider cache in medical product distribution—agrees to take on your medical product, but with one condition: They want exclusivity or don't want you to do business with their competitor, Distributor B. Is the reduction in market potential and access worth the compromise?

• End user: Every company has their "best call points" within the facilities on which they call. Choosing a company that "services them all" or does not currently call on the "best call point for your product" is clearly a formula for "no sales," or at best, "less than desired sales."

I recently used this very set of criteria to develop a "market launch redo" for a medical product company that was in an unfortunate agreement with a large "box mover."

The company's limited-margin availability had compelled them to participate in an exclusive agreement-which drastically diminished their anticipated market/unit sales and handcuffed them after their product languished on shelves.

Tags: Medical Product Distribution Read More

There’s an old saying that “the first million is the hardest.” Presumably, that “million” refers to money and wealth, accumulated by individuals, businesses, or both.

For MediPurpose, the first million in medical product sales was achieved quickly. I started MediPurpose (then known as SurgiLance Pte Ltd) in Singapore in 1999 to sell SurgiLance® Safety Lancets (then known as One-Step Safety Lancets).

By 2001, the first full year of sales, MediPurpose had made its first million; by the end of the next year, that figure had tripled.

I can’t say which million was easier or harder to make as every million and every year in business has presented its own unique challenges.

Reflections on the 10th Anniversary

Yesterday, we published a news release that officially announced our recognition of our 10th year in business, and that has put me in a reflective mood. Ironically, the more I think about the past, the more I think about the future. It also has me thinking about that old saying.

Although money is always on the mind of most people, it is only a small part of the motivation for medical device inventors and medical product innovators and entrepreneurs—or at least myself and the successful ones that I’ve met or read about.

Both then and now, my motivation has mostly been in the quest to achieve something meaningful.

For me—and for that matter, MediPurpose—that has meant solving the riddle that we like to call “from concept to commercialization.” More specifically, it involved taking my brother-in-law’s innovative safety lancet from the “good idea” phase in 1999 to what it is now: one of the world’s most popular safety lancets.

Prior to MediPurpose, I had zero experience with medical products—developing them, marketing them or distributing them. However, I did have experience in taking things “from concept to commercialization” such as the Singapore NETS debit card service. The opportunity to test my intuition and the versatility of my problem solving skills with my brother-in-law’s innovation was too tempting to resist.

Ten years later, after selling millions of dollars and more than a half-billion SurgiLance® Safety Lancets, that urge to test myself has never faded. In fact, it’s as strong as ever, especially as I look back on the past 10 years and continue to focus on the next 10 years and beyond.

It may be true that the first million was the hardest. The same can be said for the first years. During that period, I was too busy trying to get MediPurpose into the black to think much about whether I was doing things right, and the thrill of achieving each milestone sustained my efforts.

Now that I have some security and confidence with what I do in the medical product arena—especially as I now guide MediPurpose into new directions with our Medical Device Innovation and Medical Product Distribution Services divisions—I don’t expect the next 10 years to be any less difficult, stressful or challenging. Then again, I wouldn’t be doing this if it weren’t!

Tags: Medical Product Distribution, Medical Device Innovation, Medical Product Sales Read More

The central purpose of my blog is to recount a journey that started with an idea for an innovative medical device in Singapore and blossomed into the successful company that MediPurpose not only is today, but also continues to become.

All stories need a beginning, and MediPurpose's arguably began in 1998 when my brother-in-law John Teo invented the original SurgiLance One-Step Safety Lancet.

I was soon invited to help him build a company—then known as SurgiLance—that would complete his medical device's development, setup its manufacturing, and establish its marketing and distribution.

After launching the SurgiLance One-Step Safety Lancet in the United States in 2000, SurgiLance quickly achieved sales of $1 million (2001) and then $3 million (2002) and then $6.3 million in 2003—the same year we were bestowed the prestigious Frost & Sullivan Distribution Leadership Award. By 2005, after expanding into European distribution the previous year, we had achieved profitability.

In 2006, shortly after International Technidyne Corp. (ITC) appointed us as co-exclusive distributors for their Tenderfoot® Heelstick, we changed our name to MediPurpose.

2009 saw many exciting changes at MediPurpose, such as the new Website and and the launch of Medical Device Innovation and Medical Product Distribution Services divisions—with many others that we'll be rolling out in 2010 and beyond.

However, before I cast too much of an eye on the future, I want to retrace this journey up to this point, which covers five overlapping phases:

• Bringing the SurgiLance® Safety Lancet to market
• Developing medical product distribution channels
• Moving to global medical product markets
• Partnering with medical device innovators
• Serving as master distributor

I'm hoping that you'll get as much out of the journey as I am with looking forward to revisiting it!

Tags: Medical Device Innovation, Medical Product Distribution Read More

If you follow the news at the MediPurpose Website, you probably read or saw the media release about my return to MediPurpose as their VP of Sales and Marketing last month.

Although the release covered most of the "who/what/where/when," it didn't touch on the "why."

So, why did I return to MediPurpose?

The story starts with when I first came to MediPurpose in December 2006 as their director of sales for the United States and Canada.

Although small by industry standards, MediPurpose had great desire to expand within the medical product arena, which was one of the main reasons why I accepted their offer for the position.

It was also an opportunity—my first—to work for a manufacturer of a medical safety product that had been developed as a direct result of the Needlestick Safety and Prevention Act of 2000.

In 2007, I was recruited away from MediPurpose by a small startup company that also sold a safety product (a safety syringe). As their VP of sales, I was presented with an exciting challenge to develop a medical product sales team and grow their business, primarily in acute care. Although the opportunity was well suited for my qualifications and ambitions, the company failed to develop, due to many factors.

However, I never lost touch with my former boss, MediPurpose President and COO Randy Prather. Randy recognized that my best long-term opportunity was back here at MediPurpose, and I readily accepted his offer to become MediPurpose's VP of sales and marketing.

Nevertheless, that only partly explains why I returned. As I ultimately discovered after I left, there are great opportunities everywhere, but the great companies are fewer and farther between. MediPurpose is indeed a great company that:

• Has a highly respected medical product
• Is a solid medical product company with a vision for the future
• Offers unparalleled opportunities for both personal and professional growth

Finally, as cliché as it may seem, MediPurpose feels very much like a family...and there is no greater thing in life than a family.

I'm very excited about the coming months at MediPurpose. With several new medical products in the pipeline, being back is more exciting than ever. After all, no one enjoys new products more than a salesman!

Tags: Medical Product Sales, Medical Product Distribution Read More

Although I'm passionate about what I do at MediPurpose and have admittedly been quite successful with our medical product marketing and distribution, it's not my style to pontificate, to offer unsolicited advice or to act like I'm an expert. This might seem a bit contradictory for somebody whose job primarily involves promoting and selling medical products!

However, it is my style and a critical component of my job to discover, analyze and integrate as much as I can about medical device innovations and medical product distribution channels and markets—which is why I am looking forward to exploring a number of frequently asked questions about medical product distribution, such as:

• How do I avoid medical product distribution channel conflict?
• Is my medical device appropriate for a medical product GPO contract?
• How do I chose the appropriate medical product distributor?
• What exactly is a "commodity," especially in the context of medical devices?

Since a blog is interactive—and since I don't want to dominate the conversation or pontificate—I'm hoping that as I provide you with my insights and perspectives, you'll use them to inspire your own insights and perspectives to share with me and the other medical device innovators that will hopefully be regular visitors to this blog.

With that said, I invite you to subscribe to the RSS feed so you can be alerted when a new blog is posted. And again, when they are, don't hesitate to comment or share your thoughts...even if it's not your style either! Together, we'll hopefully learn to make it our style to share our thoughts, ideas and yes, expertise.

Thanks for checking out our blog.

Tags: Medical Product Distribution Read More

The majority of questions that I am often asked about our medical product company almost always start with "how," such as:

• How did I develop an independent entrepreneurship in Singapore into the international medical product sales and distribution company that MediPurpose is today?

• How does a medical device inventor get funding and support for developing a medical innovation into a winning product that is ready for the global market?

• How can a medical product innovator get a medical product distributed in the United States?

This blog—or at least my contributions to it—will attempt to answer these and many other questions...but not through "here's how you should do it" checklists, but through my personal "here's how I did it" perspectives.

As you will hopefully discover, the "how I did it" informs "how you should do it" as well as "how you should not do it."

Although my journey through the process of building the broad infrastructure to commercialize a medical product has been filled with—and continues to deliver—many rewarding successes, it also has had its share of missteps, setbacks and failures. But as I learned from them—and will continue to learn from them—I hope that you will, too.

I've been very fortunate to achieve what I have at MediPurpose and elsewhere in my career, and this blog is my way to give back to the medical device innovation community. If you haven't yet, please be sure to click the RSS button and subscribe to this blog, and if you have any suggestions or ideas for this blog, please let me know.

Thanks for visiting our new blog!

Tags: Medical Product Distribution, Medical Device Innovation Read More