ROSEMONT, Ill. (Sept. 21, 2016)—Karen L. Hackett, FACHE, CAE, announced that she will retire from her position as chief executive officer of the American Academy of Orthopaedic Surgeons (AAOS), after 14 years at the organization’s helm, effective April 14, 2017.
Throughout her tenure, Ms. Hackett has overseen a number of major developments at the Academy, including the opening of the Orthopaedic Headquarters in Rosemont, Ill. in 2015. She has worked directly with the AAOS Board of Directors and executive management team to oversee a staff of 250 employees and manage an annual budget of $60 million.
“Karen’s leadership has been instrumental to the Academy’s success and growth,” said AAOS President Gerald R. Williams, Jr., MD. “Thanks to her bold vision, valuable insight and exceptional dedication, the Academy has created educational programming and new initiatives that continue to support and champion our members, all while navigating unprecedented change in the health care arena.”
“I have been so proud to be the CEO of an organization representing such a devoted, dedicated and driven group of physicians,” said Hackett. “I thank the AAOS Board of Directors, volunteers, members and staff for the opportunity to serve this dynamic organization.”
Under Hackett’s leadership, the Academy created new quality and performance standards, including guidelines and appropriate use criteria for 18 orthopaedic conditions; hosted an inaugural National Surgical Patient Safety Summit (NSPSS), bringing together 150 representatives from medical professional associations, insurers, health care systems, payers and government agencies to develop surgical care, research and education standards; oversaw numerous legislative and national policy advancements on behalf of orthopaedic surgeons and patients; and fostered ongoing unity among the various orthopaedic specialties and industry stakeholders. In addition, the organization produced yearly, award-winning public service campaigns on injury prevention and safety topics, including distracted driving and walking; a traveling “Wounded in Action” art exhibit; and a website and activities related to the organization’s 75th anniversary.
Prior to joining the Academy as CEO in 2003, Hackett was the executive vice president and chief operating officer of the American College of Healthcare Executives (ACHE). Previously, she served as vice president for the Metropolitan Chicago Healthcare Council, senior manager for Ernst and Young and director of technical services for the Healthcare Financial Management Association. Hackett is a Certified Association Executive (CAE) of the American Society of Association Executives (ASAE), and a past chairman of the organization’s Board of Directors (2010-2011). She also is board certified in health care management and an ACHE fellow. Hackett earned a master’s degree in business administration from Lewis University in Romeoville, Ill., and a bachelor’s degree from the University of Central Florida.
Hackett has been honored for her tremendous career accomplishments. In 2009, she received the Samuel B. Shapiro Award, presented by the Association Forum of Chicagoland to a chief executive officer for outstanding service and accomplishment in association management. In 2011, she was selected for induction into the University of Central Florida’s College of Business Hall of Fame; that same year, Lewis University honored Hackett with the Alumni Achievement Award in the field of Business.
The AAOS Board of Directors has retained executive search firm Korn Ferry to lead the search for a new CEO.
About the AAOS
With more than 39,000 members, the American Academy of Orthopaedic Surgeons is the world’s largest medical association of musculoskeletal specialists. The AAOS provides educational programs for orthopaedic surgeons and allied health professionals, champions and advances the highest quality musculoskeletal care for patients, and is the authoritative source of information on bone and joint conditions, treatments and related issues.
Visit AAOS at: Newsroom.aaos.org for bone and joint health news, stats, facts, images and interview requests. ANationinMotion.org for inspirational patient stories, and orthopaedic surgeon tips on maintaining bone and joint health, avoiding injuries, treating musculoskeletal conditions and navigating recovery. Orthoinfo.org for patient information on hundreds of orthopaedic diseases and conditions.
LAS VEGAS–(BUSINESS WIRE)–Aerobiotix, Inc., an emerging leader in the development of novel technologies for indoor air quality (IAQ), announces the appointment of Daniel Abromowitz as VP of Sales and Marketing. Mr. Abromowitz is an established leader in building sales and marketing infrastructure in the medical device and pharmaceutical industries. Most recently, he was VP of Sales for Xtant Medical (NYSE: XTNT), and prior to that he was VP of Sales for X-spine Systems, Inc. Mr. Abromowitz is tasked with building penetration in targeted segments of healthcare, home care, and HVAC markets.
Aerobiotix™ is embarking on an aggressive product expansion plan to introduce five new product offerings within the next twelve months to address critical needs in healthcare and whole-home IAQ markets. Aerobiotix™ recently expanded its home care line of products with the launch of the AeroCure™ DNA Dust and Allergy air purifier. Designed to fight home or office dust and allergens, these units continue Aerobiotix’s standard of high-end IAQ products manufactured in the USA. This product joins the AeroCure™ by Aerobiotix™ line of high-end home air purification systems, and the Tower One line of healthcare air disinfection systems used in leading hospitals.
Privately-held Aerobiotix, Inc. is dedicated to developing, manufacturing and marketing global solutions for air quality in healthcare, home care, and HVAC markets. Aerobiotix will be showcasing its technologies at the upcoming industry tradeshows: Operating Room Manager Conference in Las Vegas, NV, September 21-23, 2016 at booth 1033 and Association for the Healthcare Environment Conference in Pittsburgh, PA, September 25-28, 2016 at booth 733.
KALAMAZOO, MI – William U. Parfet unceremoniously resigned Wednesday from the Stryker Corp. Board of Directors and the company is not saying why.
Parfet, 69, was among the longest-tenured members of the board, which works on behalf of company stockholders to establish corporate policies, to provide oversight and guidance to the company’s top management, and to make decisions on major corporate issues. Parfet joined the board in 1993.
“On Aug. 31, 2016, William Parfet resigned as a director of Stryker Corp. effective immediately,” the Kalamazoo-based company stated in an email response to questions about the resignation.
Asked why he was resigning, Jenny Braga, senior manager of communications for Stryker, stated in an email that the company had no further comments on the matter.
The board continues with eight members.
In a regulatory filing, Monsanto Co. stated that Parfet also resigned Wednesday from that company’s board. Monsanto is a Missouri-based provider of agricultural products intended to improve farm productivity.
The St. Louis Post Dispatch reported online that Monsanto disclosed Parfet’s resignation in a regulatory filing but did not give a reason for his departure. Parfet had been a member of that board for 16 years.
CTL Medical Corporation, a Dallas-based medical device manufacturing and service company, announced that it has established a General Services Administration partnership with Firehouse Medical Inc. to sell its line of innovative spinal implants and devices to the U.S. government. GSA contracts allow commercial companies to establish long-term, government-wide contracts and sell their products and services at volume discount pricing.
“Partnering with Firehouse Medical Inc. was a no-brainer for us. Their extensive experience working with the U.S. government is something we value, and we are thrilled to provide our products to a new customer base,” said Daniel Chon, president and CEO of CTL Medical Corporation.
Firehouse Medical Inc. is a full line distributor of medical/rescue supplies and training simulators, currently holding three long-term, fixed-price GSA contracts; a Defensive Logistics Agency Med/Surgical contract; a Distribution and Pricing Agreement with the DLA; and multiple state contracts.
“We are extremely pleased to enter into a partnership with CTL Medical Corporation,” said Brent Poole, CEO of Firehouse Medical Inc. “Because of our multiple GSA contracts, VA hospital relationships and the value of CTL Medical Corporation’s product offerings, we expect to see excellent sales penetration in the government markets we serve.”
For more information on CTL Medical Corporation visit www.ctlmed.com. For more information on Firehouse Medical Inc. visit www.firehousemedical.com.
About CTL Medical Corporation
CTL Medical Corporation was established in 2015 by Daniel Chon, former president & CEO of AccelSPINE®, with the vision of creating a fully integrated, industry leading, global medical device design, development, and manufacturing company. CTL has assembled a world-class executive team, bringing together some of the industry’s most exceptional talent, further extending their position as a leader in medical device design and manufacturing.For more information on CTL Medical Corporation visit www.ctlmed.com.
About Firehouse Medical Inc.
Founded in 1995, Firehouse Medical Inc. and its subsidiary, FHM EMS Supply LLC, are headquartered in Southern California, with sales and warehousing in Huntsville, Alabama. Firehouse Medical Inc. holds three long-term, fixed-price General Services Administration contracts, a Defense Logistics Agency Med/Surgery contract, a Distribution and Pricing Agreement with the DLA, and multiple state contracts. Firehouse Medical consistently ranks in the top 200 GSA contractors in sales performance out of a total of 22,000 GSA contracting companies. For more information on Firehouse Medical Inc. visit http://www.firehousemedical.com.
Last year, I wrote an article called The Distributor Dilemma. Fortunately, the article received very positive feedback so I thought I’d write something else to further elaborate on a few key points. If you didn’t want to take the time to read (or re-read) my previous post, here is a quick recap:
As a manufacturer, you have to differentiate yourself from the competition to prevail at the end of the day. There are obviously a few ways to do that but they generally fall into one of two categories. The first is manipulation. That isn’t as sinister as it sounds. You can differentiate by using manipulation via price cuts, increased commissions, sales inducements, etc. These can be effective but are generally not sustainable and transition the relationship with your distributor from relational to transactional.
The second way you can differentiate is through inspiration. At first, that sounds fairly altruistic, but here is my explanation. You can inspire a business partner through uncommon customer service that makes their job easier, unparalleled support in helping them develop their business to achieve their own personal goals and/or a true alignment in goals and objectives.
UNCOMMON CUSTOMER SERVICE
Every single company does their best to service their customer. I am a firm believer that no one in the professional world would wake up each morning with the intention of alienating the very customers that help them grow. If that is true, why do so many distributors have such legitimate gripes with the manufacturers they currently represent? It is my analysis from working with many companies, some with great reputations of working with their distributors and others that can’t say the same thing, that the fundamental issue here is knowing who the real customer is.
A spine company with an independent sales force has to view its primary customer as the distributor because they are the one with the key relationship. They are the ones that you want to approach a surgeon with their head held high and excited to have the honor of representing you. Without that level of enthusiasm, the sales process if often reduced to “Hey Doc, what do you think of this widget?” and that isn’t compelling at all.
Here are a few quick questions you can ask yourself to determine if your customer service is a positive for your sales story or if its holding you back?
Do we have a good game plan to ensure that we can support any surgery with implants, instruments and technical guidance if necessary?
Do we equip our field sales agents/reps with well-made demo kits to help turn a lecture into a show and tell?
Does our company have a cohesive and easily understood marketing strategy?
Once we have signed up a distributor, what is the specific process we use to help ensure they have everything they need?
Once they have obtained interest from a surgeon, how do you support them throughout the hospital approval process?
What kind of communication do you expect from (and offer to) your distributor customer?
If you are unsure how your process works compared to others in the industry, feel free to reach out for a quick conversation. I have a strong passion to help companies succeed in this space and have been granted the gift of perspective to help you potentially avoid trouble that is in your blind spot.
UNPARRALLED SUPPORT IN HELPING THEM DEVELOP
Anyone that has seen the changes in how manufacturers engage with distributors for the past 10 years can see an almost seismic shift. Companies used to want to find a distributor organization that could support a large geographic territory. These distributors took on the risks of hiring sales reps to develop the geographic territory on your behalf. This type of distributor might still be present for the larger, full line companies but if you are a smaller manufacturer with a niche line or gaps, they aren’t interested in you. So now what?
What you have the ability to capitalize on is that many of these distributors trained reps that later figured out that they can make more than 7-10% on an ever shrinking territory by signing up with a manufacturer directly. By doing so, they could almost quadruple their income and reduce their workload by 50%. We call this type of “distributor” a rep principal. What most manufacturers would say about this type of distributor is that they follow the path of least resistance in selling new products and services. What I think is that they are incredibly hard working individuals that are so focused on protecting the relationship with their surgeons that they are very careful to put that at risk for a company that might not be here next month. (Example: see LDR Spine distributors)
To be able to properly entice and support a distributor, you must first understand who they are and who they want to be. That may sound overly simplistic and I agree that it probably is. However, it is just the starting point. Understand where they want to be and offer help to get them there. Here is a short list of the most frustrating things distributors have to deal with:
Manufacturers want them to do all the heavy lifting to get products approved in their hospitals without any longer term commitment or up-front investment.
Sometimes products aren’t available when they need them and the person that bears all the political responsibility for such a failure is the distributor.
Due to the cost of sets, there is usually a shortage so companies want the distributors to be a team player and ship them to other locations without any real incentive to do so outside of goodwill.
Those are the most commonly complained about issues and I have to say, I totally get it. Take your time to understand their market and realistic possibility. Unfortunately for the manufacturer, the burden falls upon you and if you don’t support the distributor customer, someone else will be happy to. Also, consider looking into Ortho Sales Partners (www.orthosalespartners.com) to see the offerings they can provide on a consulting basis to help you and your distributor customer navigate the approval process in a win/win fashion.
ALIGN GOALS AND OBJECTIVES
Ok, so this one is the biggest no brainier, right? If you both have the attitude of selling as much product as possible, that sounds like alignment but you might be worlds apart. How do you sell? How do you communicate? How do you support?
Transparency is a very important part of goal alignment. Companies often believe that they deserve to know every detail of a distributors business, which is a fact that most distributors will reject emphatically. Often times there is way too much scare tissue from previous experiences. Again, let’s look at the recent acquisition of LDR Spine. It’s my understanding that LDR had somewhere around 100 distributors in the field. All of them had tremendous success in helping the company grow to a $1 BILLION acquisition by Zimmer Biomet. What was their thank-you you ask? One day they received a call from a ZB AVP letting them know they are excited to work together and that they need all the historical data of their users and current inventory on hand. It’s obvious to everyone why they wanted that information. ZB has large scale geographic distributors. The LDR guy is not going to win that battle so they are beginning the transition process. So if you are that distributor, you can either comply and hand over your hard earned customers or you can quit on the spot and begin the hunt for another product line to replace that revenue. Neither of those options sound particularly enticing to me… you?
As a company, you must be sensitive to those situations and the stress that adds to the distributors business. If you invest in their business and give them tools that they can use to immediately succeed on your behalf, but also makes them a better distributor in the years after a potential take-out, you are all better off because of that relationship. A few things you could offer outside of standard points that will provide the distributor with long-term tangible value:
Sales skills development training. Most companies offer clinical training for their products, but what about a training program that helps develop the person and makes them a more effective sales agent.
A software infrastructure that will help them more efficiently run their business and eliminate mistakes. (Check out Surg.io)
If the distributor is on the right track, offer an incentive to help them afford hiring an associate/cover rep. The distributor is the rainmaker and needs to spend some time in the OR, but if he’s in the OR every single day, he’s limited in his ability to find new opportunities.
WRAP UP
I am completely aware that when you read articles like this, things can come across simplistic and elementary. My intention in writing these things is to make you take 10-15 minutes to think about how you view and treat your distributor customers. If you are experiencing great success, keep doing what you are doing! If you find yourself at times frustrated that it seems like you are spinning your wheels, then re-evaluate. You might need to change the way you are doing things.
I don’t think the answer is always “more points”. It is my conviction from the years I have spent in the business that if you can out-service, out-support and align your goals, you will see dramatic improvement in the relationships you already have and that will quickly lead to new business opportunities. If you’d like to speak with me, please reach out via private message or email me at js@orthospineco.com. I am always interested in helping work through these complex challenges and provide any support that I can.
It makes sense that an accomplished inventor, entrepreneur and med tech executive would help mold the next generation of medical device leaders.
But for Dr. Dan Mooradian, director of graduate studies for the Master of Science in Medical Device Innovation(MDI) degree program, it goes beyond simply training engineers to be well-rounded professionals; it’s about improving the industry as a whole.
“We always focus on what is going to help our students meet the needs of their employers. I’ve been an executive, so I know what they’re looking for when they’re hiring and promoting.”
Dr. Mooradian is originally from Michigan, but it was in Minnesota – home to half of the world’s medical device companies – where he began his successful career.
“My career as a research scientist at the University of Minnesota, and my experience as a member of the teaching faculty in the biomedical engineering program helps me understand the research and discovery side of the industry. Having then spent 15 years applying that research to innovation, I have a unique perspective on what we can do for our students to prepare them to make a difference in the medical device industry. I came to the University of Minnesota to do my postdoctoral fellowship in laboratory medicine and pathology, and I ended up staying.”
Since then, Dr. Mooradian has worked at companies like Synovis Life Technologies, Baxter International and Boston Scientific, in positions ranging from an individual inventor and researcher to vice president. In 2013, he joined the Technological Leadership Institute to help launch its third and newest Master of Science degree program: Medical Device Innovation. Dr. Mooradian’s background and experience made him the perfect fit for the director of graduate studies role.
“My career as a research scientist at the University of Minnesota, and my experience as a member of the teaching faculty in the biomedical engineering program helps me understand the research and discovery side of the industry,” he says. “Having then spent 15 years applying that research to innovation, I have a unique perspective on what we can do for our students to prepare them to make a difference in the medical device industry.”
FARMINGDALE, N.Y., Aug. 29, 2016 /PRNewswire/ — Misonix, Inc. (NASDAQ: MSON), an international surgical device company that designs, manufactures and markets innovative therapeutic ultrasonic products for spine surgery, neurosurgery, wound debridement, skull based surgery, laparoscopic surgery and other surgical applications, announced that, effective September 2, 2016, Michael A. McManus, Jr. is resigning as a Director and Chairman of the Board of Directors of Misonix and retiring as the Company’s President and Chief Executive Officer.
Effective September 2, 2016, Stavros G. Vizirgianakis, a member of the Misonix Board of Directors, will serve, on an unpaid basis, as Misonix’s interim Chief Executive Officer. Misonix and Mr. Vizirgianakis are in negotiations for him to accept employment as Misonix’s full-time Chief Executive Officer.
Mr. Vizirgianakis has served on the Misonix Board since May 2013. He holds a 5.7% ownership stake in Misonix. He has been involved with Misonix as early as September 2010 as the owner of a company acting as Misonix’s South African distributor.
Mr. Vizirgianakis said, “I am honored to be asked to serve as interim Chief Executive Officer and am excited about the Company’s products and future. The Misonix team will no doubt continue to put forth their best efforts to design, develop and manufacture cutting-edge technology for the medical device field.”
Mr. McManus commented, “After 16 years as CEO, I retire with gratitude for the dedicated professionals who have contributed to the Company’s innovation and growth, and with great confidence in the Company’s future potential and the leadership ofStavros Vizirgianakis. I look forward to doing whatever I can to be helpful to him as he transitions to his new role.”
About Misonix Misonix, Inc. designs, develops, manufactures and markets therapeutic ultrasonic medical devices. Misonix’s therapeutic ultrasonic platform is the basis for several innovative medical technologies. Addressing a combined market estimated to be in excess of $1.5 billion annually; Misonix’s proprietary ultrasonic medical devices are used in spine surgery, neurosurgery, orthopedic surgery, wound debridement, cosmetic surgery, laparoscopic surgery, and other surgical and medical applications. Additional information is available on the Company’s Web site at www.misonix.com.
Safe Harbor Statement With the exception of historical information contained in this press release, content herein may contain “forward looking statements” that are made pursuant to the Safe Harbor Provisions of the Private Securities Litigation Reform Act of 1995. These statements are based on management’s current expectations and are subject to uncertainty and changes in circumstances. Investors are cautioned that forward-looking statements involve risks and uncertainties that could cause actual results to differ materially from the statements made. These factors include general economic conditions, delays and risks associated with the performance of contracts, risks associated with international sales and currency fluctuations, uncertainties as a result of research and development, acceptable results from clinical studies, including publication of results and patient/procedure data with varying levels of statistical relevancy, risks involved in introducing and marketing new products, potential acquisitions, consumer and industry acceptance, litigation and/or court proceedings, including the timing and monetary requirements of such activities, the timing of finding strategic partners and implementing such relationships, regulatory risks including approval of pending and/or contemplated 510(k) filings, the ability to achieve and maintain profitability in the Company’s business lines, and other factors discussed in the Company’s Annual Report on Form 10-K, subsequent Quarterly Reports on Form 10-Q and Current Reports on Form 8-K. The Company disclaims any obligation to update its forward-looking relationships.
SOMERVILLE, N.J., Aug. 24, 2016 /PRNewswire-USNewswire/ — Ethicon, Inc., part of the Johnson & Johnson Medical Devices Companies, announces a strategic collaboration with Touch Surgery to help improve patient outcomes by delivering simulated surgical training based on the safe and efficacious use of Ethicon products in a free mobile app that can reach medical professionals in even remote regions of the world.
Ethicon’s more than 60-year history in educating surgeons and deep expertise with surgical products, combined with Touch Surgery’s technology platform and unique 3D simulations, will provide digital content that aids surgeons and students in training anytime, anywhere.
A report on global surgery, commissioned in 2015 by The Lancet, found nearly one-third of the global burden of disease can be treated surgically and that five billion people lack access to safe and affordable surgical care.1
“We’re looking to improve the standards of surgical care and treatment around the world, accelerating our pace of innovation and aiding the training of more physicians through collaborations such as this agreement with Touch Surgery,” says Michael del Prado, Company Group Chairman, Ethicon. “It reflects our broad-based approach to innovation and is another important step toward developing a trusted education ecosystem that improves patient outcomes.”
The Touch Surgery platform empowers and connects the global surgery community by enabling virtual surgical training on procedures in 3-D operating room simulations that are unlike other available solutions. The app currently has one million users and helps enable surgeons and other healthcare providers to practice more than 75 procedures of varying surgical specialties.
Ethicon and Johnson & Johnson Medical Device Companies are committed to expanding access to surgical procedures around the world, especially in developing countries where access to the latest training practices can be limited. The collaboration with Touch Surgery will help bolster the library of procedures to create leading educational content across a broad range of surgical specialties, helping to expand resident education and standardize procedures.
Ethicon will begin by addressing training needs in General Surgery and will look at potential opportunities to expand over time to include other Johnson & Johnson Medical Device Companies businesses and specialties, such as orthopaedics and cardiovascular.
About Ethicon From creating the first sutures, to revolutionizing surgery with minimally invasive procedures, Ethicon has made significant contributions to surgery for more than 60 years. Through Ethicon’s surgical technologies and solutions including sutures, staplers, energy devices, trocars and hemostats and our commitment to treating serious medical conditions like obesity and cancer worldwide, we deliver innovation to make a life-changing impact. Learn more at www.ethicon.com, and follow us on Twitter @Ethicon. Ethicon represents the products and services of Ethicon, Inc. (the signing party) and certain of their affiliates.
About Johnson & Johnson Medical Devices Having made significant contributions to surgery for more than a century, the Johnson & Johnson Medical Devices Companies are in the business of reaching more patients and restoring more lives. The group represents the most comprehensive surgical technology and specialty solutions business in the world, offering an unparalleled breadth of products, services, programs and research and development capabilities directed at advancing patient care while delivering clinical and economic value to health care systems worldwide.
Cautions Concerning Forward-Looking Statements This press release contains “forward-looking statements” as defined in the Private Securities Litigation Reform Act of 1995 related to a new collaboration to expand access to digital training in surgical procedures. The reader is cautioned not to rely on these forward-looking statements. These statements are based on current expectations of future events. If underlying assumptions prove inaccurate or known or unknown risks or uncertainties materialize, actual results could vary materially from the expectations and projections of Ethicon, Inc., any of the other Johnson & Johnson Medical Devices Companies and/or Johnson & Johnson. Risks and uncertainties include, but are not limited to: the potential that the expected benefits and opportunities related to the collaboration may not be realized or may take longer to realize than expected; uncertainty of success and continued use of the app; competition, including technological advances, new products and patents attained by competitors; changes in behavior and spending patterns of purchasers of health care products and services; and global health care reforms and trends toward health care cost containment. A further list and description of these risks, uncertainties and other factors can be found in Johnson & Johnson’s Annual Report on Form 10-K for the fiscal year ended January 3, 2016, including in Exhibit 99 thereto, and the company’s subsequent filings with the Securities and Exchange Commission. Copies of these filings are available online at www.sec.gov, www.jnj.com or on request from Johnson & Johnson. None of the Johnson & Johnson Medical Devices Companies or Johnson & Johnson undertakes to update any forward-looking statement as a result of new information or future events or developments.
CTL Medical Corporation, a Dallas-based medical device manufacturing and service company, announced that it has established a General Services Administration partnership with Firehouse Medical Inc. to sell its line of innovative spinal implants and devices to the U.S. government. GSA contracts allow commercial companies to establish long-term, government-wide contracts and sell their products and services at volume discount pricing.
“Partnering with Firehouse Medical Inc. was a no-brainer for us. Their extensive experience working with the U.S. government is something we value, and we are thrilled to provide our products to a new customer base,” said Daniel Chon, president and CEO of CTL Medical Corporation.
Firehouse Medical Inc. is a full line distributor of medical/rescue supplies and training simulators, currently holding three long-term, fixed-price GSA contracts; a Defensive Logistics Agency Med/Surgical contract; a Distribution and Pricing Agreement with the DLA; and multiple state contracts.
“We are extremely pleased to enter into a partnership with CTL Medical Corporation,” said Brent Poole, CEO of Firehouse Medical Inc. “Because of our multiple GSA contracts, VA hospital relationships and the value of CTL Medical Corporation’s product offerings, we expect to see excellent sales penetration in the government markets we serve.”
For more information on CTL Medical Corporation visit www.ctlmed.com. For more information on Firehouse Medical Inc. visit www.firehousemedical.com.
About CTL Medical Corporation
CTL Medical Corporation was established in 2015 by Daniel Chon, former president & CEO of AccelSPINE®, with the vision of creating a fully integrated, industry leading, global medical device design, development, and manufacturing company. CTL has assembled a world-class executive team, bringing together some of the industry’s most exceptional talent, further extending their position as a leader in medical device design and manufacturing.For more information on CTL Medical Corporation visit www.ctlmed.com.
About Firehouse Medical Inc.
Founded in 1995, Firehouse Medical Inc. and its subsidiary, FHM EMS Supply LLC, are headquartered in Southern California, with sales and warehousing in Huntsville, Alabama. Firehouse Medical Inc. holds three long-term, fixed-price General Services Administration contracts, a Defense Logistics Agency Med/Surgery contract, a Distribution and Pricing Agreement with the DLA, and multiple state contracts. Firehouse Medical consistently ranks in the top 200 GSA contractors in sales performance out of a total of 22,000 GSA contracting companies. For more information on Firehouse Medical Inc. visit http://www.firehousemedical.com.
