Consulting Case Studies
Important work does not always arrive with a clear path forward.
These consulting case studies reflect situations where something important needed to get done and the path forward was not yet clear. Sometimes the problem was technical. Sometimes it was operational. Often it was both. The engagements span medical technology, product development, FDA clearance, AI strategy, and commercialization. Some client details have been withheld or generalized under NDA.
Rebuilding a Product Team and Securing FDA Clearance
The Assignment
A medical software company brought me in for one year. The assignment was straightforward, but not simple: rebuild the product development team, prepare a new product for the market and secure FDA clearance.
The Work
I reorganized the development group around an Agile process that still met medical-device quality requirements. At the same time, I built the sales, marketing and demonstration capabilities needed to launch the product. I also led the FDA submission through the clearance process.
Result: I completed all three deliverables in 11 months, one month ahead of the original schedule and the product is fully released.
Evaluating an AI Biomarker Platform
The Assignment
A medical imaging company was considering adding AI-based cardiac biomarker detection to its platform. Before investing in development, leadership needed to know whether the idea made technical, regulatory and commercial sense.
The Work
I evaluated the competitive market, the likely FDA pathway, the applicable standards and the technical changes needed to connect the new AI capability to the existing platform. I then built a phased development plan with costs and financial projections.
Result: Leadership received a practical roadmap and strategy it could use and decided to move forward.
Bringing Two Healthcare Companies Together
The Assignment
After a merger, a private-equity-backed healthcare company needed to combine two operating businesses without disrupting customers or daily operations.
The Work
I built the integration plan and worked directly with the leaders responsible for operations, clinical support, IT and logistics. We established the schedule, assigned responsibility and tracked the issues that could put the integration at risk. I reported progress directly to the CFO and Board.
Result: The two companies became one functioning operation while the business continued running throughout the transition.
Turning Equipment Funding into Business Growth
The Assignment
A small company in the professional video industry was struggling. It had opportunities, but it lacked the equipment and operating structure needed to pursue them.
The Work
I took responsibility for the key operating decisions and identified the specialized equipment the company needed. I then built the financial case and secured approximately $1 million in asset funding. Once the equipment was in place, we used those new capabilities to pursue larger and more valuable projects.
Result: Company revenue increased twentyfold, and the business was positioned for continued growth.
Building an Advanced Imaging Business
The Assignment
A global imaging company needed someone who understood capture technology, artificial intelligence and government contracting. The objective was to turn advanced cameras and optics into complete systems that government and commercial customers could actually use.
The Work
I built the integration business around that opportunity. We combined long-range optics, low-light imaging, AI capabilities and stabilized platforms into application-specific solutions. I also established the registrations, compliance processes and partner relationships needed to compete for federal work.
Result: We created a working platform for bringing advanced imaging solutions into government, aviation and public-safety markets.
Opening a U.S. Market for an Overseas Instrument Maker
The Assignment
A manufacturer of laboratory instruments was preparing to enter the U.S. market. Its product was priced well below established alternatives, but the company faced unanswered questions: who would service and distribute it, who to hire first, and what American buyers really care about. I was brought in through a market-entry mentoring program, with a short window to make progress.
The Work
I started with the company’s founders and its U.S. business development lead to set priorities. Then I arranged conversations with the people who would actually shape the decision: experienced life-science executives, a prospective service and distribution partner, and a laboratory director who could be both a customer and a reference. Those conversations produced a consistent finding: buyers weigh uptime and service response ahead of price, and a standard service contract would not cover U.S. costs at this price point. I turned that into a recommended service model, a profile for the first U.S. hire, and a clear list of what the company needed to prove before its next steps.
Result: In six weeks, I delivered every milestone in the engagement, introduced a service and distribution partner interested in a long-term arrangement, and gave the founders a prioritized U.S. plan. The company asked how we could keep working together once the formal engagement ended.
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