Beyond the Breakthrough: What It Takes to Make MedTech Innovation Work

By Saul Marquez, Founder and CEO, Outcomes Rocket

Featuring insights from the MedTech Conference 2026

When I was a kid, I jumped over a big hill of snow on my way to school and broke my ankle. The fracture missed my growth plate, thankfully, so a surgeon put in a single cannulated screw to bring the bone back together.

That was 30 years ago. The screw is still in my ankle. I never think about it. I just walk.

That's the best outcome a medical device can have. It does its job so well that the patient forgets it's there.

Years later, I started my career in orthopedic device sales, working cases in hips, knees, fractures and spine. I've now spent 20 years in this industry, and the most rewarding part has never been the device itself. It's watching technology give someone their life back, and knowing that impact can last for decades. It's a privilege to keep being part of that through the work we get to do at Outcomes Rocket.

Getting a technology to that point takes more than a breakthrough. At The MedTech Conference 2026, one small example made that clear.

Patients agreed to turn a device off at night. Then they asked how they would turn it back on in the morning.

For someone with essential tremor, pressing a control after waking up could be difficult. Scott Goates, Director of Global Data Science and Analytics at Abbott Cardiovascular, described how that concern reached the company's engineers. They developed a sleep timer that could schedule both shutoff and restart.

It's a small detail with an important lesson: a technology can solve one problem while leaving the patient with another.

That question came up repeatedly during The MedTech Conference 2026, held October 18–21 in Boston.

Across 18 sessions covered by Outcomes Rocket from October 18–21, industry leaders, clinicians, investors, innovators and patients discussed what it takes to move medical technology forward.

The conversations covered everything from patient engagement and emerging neurological devices to AI, regulatory expectations, partnerships, capital allocation and acquisitions.

Different challenges, but a recurring question: What needs to happen after the technology works for it to make a meaningful difference?

The Patient Has to Live With the Next Step

The importance of understanding what patients experience came through in "If We Build It, Will They Come? Patient Advocates Are Ready, Are We?"

Moderated by Noël Theodosiou, Principal and CEO of Luminous, the panel brought together Erin Callahan of the Diabetes Patient Advocacy Coalition, Scott Goates of Abbott Cardiovascular, Paul Coplan of Johnson & Johnson MedTech, and Cyndi Grossman of the FDA.

Scott shared the sleep timer example, while Paul emphasized the importance of documenting specific patient recommendations and tracking how they influence decisions.

Listening to patients matters. So does showing them what happened because they spoke up.

Patients may also struggle to identify the support they need in the first place.

During "Patient Story: Insulet," Erick Rivera joined Eric Benjamin, Executive Vice President and Chief Operating Officer at Insulet, to discuss his experience managing diabetes after losing both parents to complications from the condition.

Erick had to take the initiative to ask what other options might help him. Eric discussed efforts to expand access to diabetes technology.

The conversation raised a practical question for medtech companies: How easily can someone discover available options if they don't already know what to ask for?

Other patient stories focused on what recovery makes possible.

In "Patient Story: Medtronic," Noah Brauner joined Geoff Martha, Chairman and CEO of Medtronic, to discuss his experience with scoliosis, spinal surgery and recovery.

Before surgery, Noah wanted to know whether he could return to playing ultimate Frisbee. During the conversation, he shared that he had played six games the previous weekend.

His experience was personal, rather than a prediction of how another patient might recover. But it showed how patients can define success through the activities they want to return to.

A similar perspective emerged during "Patient Story: Solventum."

Heather Knight, Chief Commercial Officer at Solventum, spoke with Arend Schuurman, a Solventum quality engineer and EMT who became a patient, about his recovery following a serious medical experience.

Returning to everyday life meant being present again for his family, colleagues and community.

For someone who understood medical technology professionally, becoming a patient brought a different perspective to the work.

Across these sessions, the lesson was consistent: understanding a patient's needs requires looking beyond the immediate procedure, device or interaction.

It means asking what happens afterward.

A Promising Technology Still Needs Evidence

The conference also highlighted the distance between demonstrating a promising capability and establishing how it can be used.

During "MedTech Innovator Showcase: Innovative Neurology Implants & Tools," moderator Mirren Mandalia, Vice President of Corporate Development and Venture at LivaNova, was joined by Oliver Armitage of Axoft, Manios Dimitrakakis of Panda Surgical, Ludovica Labruna of Magnetic Tides, and Brad Schmidt of Panaxium.

Each company presented a different approach to neurological treatment and technology, with different evidence needs and development timelines.

Axoft discussed early safety work and an exploratory brain-signal observation. Panda Surgical distinguished demonstrating safety and feasibility from proving the workflow benefits it hoped to achieve. Magnetic Tides and Panaxium described further investigations into their respective approaches.

The question wasn't simply whether the technology was promising. Each company needed evidence appropriate to the claims it wanted to make.

That distinction became especially important during "Equity in Pulse Oximetry: Closing Gaps Through Science, Design, and Standards."

Moderated by Jennifer Doyle, Vice President of Enterprise Clinical Research and Medical Science at Medtronic, the session featured Rohit Loomba of Northwestern University's Feinberg School of Medicine and Ann & Robert H. Lurie Children's Hospital, alongside Jonathan Tan of the University of Pennsylvania's Perelman School of Medicine and Children's Hospital of Philadelphia.

Rohit discussed research raising concerns about pulse oximeter accuracy in children with baseline hypoxia.

He expected a difficult conversation with the manufacturer. Instead, the company asked how the findings could be validated prospectively.

That response didn't mean the concern had been resolved. It meant there was a willingness to investigate it further.

At "Keynote Breakfast: 2026 FDA CDRH Town Hall," moderator Zach Rothstein of AdvaMed led a discussion with FDA leaders Rick Abramson, Angela Krueger, Michelle Tarver, Owen Faris and Edward Margerrison.

The session addressed regulatory priorities affecting medical devices throughout their lifecycle.

For connected technologies, evidence and cybersecurity responsibilities can extend across multiple organizations.

A manufacturer may depend on another company for software, connectivity or supporting infrastructure. When an issue emerges, those relationships need clear responsibilities for obtaining information and coordinating a response.

Meanwhile, "The Executive Case for Simulation-First MedTech" brought together Sheri Dodd, CEO of Tactile Medical; Namal Nawana, Worldwide President of DePuy Synthes; and Ivan Tornos, Chairman, President and CEO of Zimmer Biomet. The discussion was moderated by Dr. J. Cris Salinas of Dassault Systèmes.

The session explored how computational modeling and virtual testing could help move evidence generation earlier in device development.

But adopting simulation presents its own operational challenge.

The people responsible for development deadlines need to understand what a new method can demonstrate, when it can be trusted and how it fits their existing work.

Across these discussions, stronger evidence wasn't simply about collecting more information. It was about producing information that people could use to make responsible decisions.

Partnerships and AI Need Clear Responsibilities

Medtech companies increasingly depend on technologies, platforms and expertise developed outside their organizations.

During "The Big Tech Question: Partner, Build, or Compete?", Quentin Blackford, President and CEO of iRhythm Technologies; Prerna Dogra of NVIDIA; and Mick Farrell, Chairman and CEO of ResMed, explored the choices facing medtech companies as major technology players expand their role in healthcare.

Monish Rajpal, Managing Director at L.E.K. Consulting, moderated the discussion.

AI infrastructure and technical capabilities may come from partners, but medical device manufacturers still need the clinical knowledge and product expertise required to evaluate what they're delivering.

The next question is how to make those partnerships work in practice.

At "Right Skills, Seamless Experience: Leading MedTech Through AI-Enabled Partner Ecosystems," Jake Leach, President and CEO of Dexcom; Ashley McEvoy, President and CEO of Insulet; and Raj Karan Singh, Head of GTM, Healthcare–MedTech at Google, discussed the coordination needed to support connected products. Orlan Boston of Accenture moderated the session.

Ashley described the importance of keeping connected products compatible with phone operating-system updates, while Jake emphasized continued collaboration and testing.

A partnership agreement alone doesn't accomplish that. Teams need ongoing communication and shared responsibility for the customer experience.

The operational challenges become more complicated when AI is introduced into existing processes.

In "Solutions Showcase: Building Resilient MedTech Supply Chains with Agentic AI," Jason Altman, VP of Supply Chain at Genpact, and Alok Jha, Life Sciences Regional Leader at Genpact, examined how AI could help organizations respond to supply chain disruptions.

Their discussion of shortage allocation raised an important distinction between identifying a problem and completing a decision.

A system might recommend how available inventory should be allocated, but the organization still needs clear approval processes and accountable people who can act.

The boundary between information and action also appeared in "Keynote Luncheon Fireside Chat."

Brian Moynihan, Chair and CEO of Bank of America, joined Geoff Martha, Chairman and CEO of Medtronic, for a discussion about economic conditions, capital markets, investment and opportunities ahead for medtech.

The conversation also explored the growing use of AI, including an example distinguishing allowing an AI system to access financial information from allowing it to execute transactions.

That difference matters as organizations explore more autonomous tools.

Access to information does not automatically justify permission to take action. Companies need to determine which activities require authorization, oversight or human involvement.

Customer relationships require similar clarity.

During "The ASC Reckoning: How Medtech Leaders are Rebuilding to Win," Kevin Lobo, Chair and CEO of Stryker; Lisa Earnhardt, Executive Vice President and Group President of Medical Devices at Abbott; and Winborne Macphail, CEO of SCA Health, explored how medtech companies need to adapt to ambulatory surgery centers. Bhargav Mantha, Principal and Global Medtech Practice Leader at ZS, moderated the panel.

Kevin offered a hypothetical example of 22 representatives approaching the same ambulatory surgery center.

The number was illustrative, but the problem was clear. A customer shouldn't have to coordinate the supplier's internal divisions.

As more surgical procedures shift to ambulatory settings, medtech companies need to understand different purchasing arrangements, clinical workflows and customer expectations.

Together, these sessions showed that connected technologies, partnerships and commercial operations require coordination beyond the individual product.

Someone still needs to own what happens next.

The Business Must Be Ready to Support the Innovation

Even when the technology is promising and the customer need is clear, business decisions can determine whether an innovation moves forward.

During "Where Investment Dollars are Moving in MedTech (And Why)," Charlie Attlan of Boston Scientific, Mike Blue, Chairman and CEO of HistoSonics, and J.P. Peltier of Piper Sandler discussed an increasingly selective investment environment. Roberta Dressen, President and CEO of Medical Alley Association, moderated the panel.

The discussion emphasized the importance of capital allocation for early-stage companies that may need fresh funding within the next 12 to 18 months.

Rather than spreading resources across too many projects, leadership teams need to focus on the milestones that matter most for their next stage of growth or financing.

Mike also discussed how investors keep track of the commitments leadership teams make over time.

That accountability becomes equally important inside larger companies.

At "Pulse on Medtech: The Best Opportunities in Medtech for 2026-2027," John Babitt, EY's Global MedTech Leader, moderated a discussion with Mick Farrell of ResMed, Michael Mahoney of Boston Scientific, Robbie Marcus of J.P. Morgan, and Ashley McEvoy of Insulet.

The executives discussed maintaining investment in innovation while navigating near-term financial pressures.

The Monday keynote program also included a Johnson & Johnson MedTech-supported Operation Smile segment featuring Dr. William Magee III, Chief Medical Officer of Operation Smile. His participation brought attention to the role of partnerships in extending access to care and the impact of medical technology beyond individual products.

A development program may be years away from generating revenue. Cutting it could improve short-term expenses while weakening a future product portfolio.

The challenge is understanding what the organization gains today and what capability it may lose tomorrow.

Portfolio decisions were central to "Creating the Next MedTech Leaders: M&A, Portfolio Transformation & Life After the Spin."

Pete Cataldo, Head of Medtech Investment Banking at Truist, moderated a discussion with Peter Arduini, President and CEO of GE HealthCare; Rachel Ellingson, Chief Strategy and Corporate Development Officer at Solventum; and Ivan Tornos of Zimmer Biomet.

Rachel discussed situations where an attractive business might be better supported by a different owner. Ivan described the importance of bringing new capabilities into an organization while preserving the strengths that made them valuable.

An acquisition or divestiture doesn't create value simply because the transaction closes. What happens afterward matters.

That point carried into "Next-Generation M&A: AI-Driven Diligence and the Rise of Elite Deal Teams."

Moderated by Mrigasha Patel, Managing Director of Medical Technology at Quadriga Partners, the panel featured Gary Chen of Curewell Capital, Matt Dumont of Boston Scientific, Bryan Grulke of Volcano Capital, and Alex Sauter of Stryker.

The speakers explored how AI could accelerate parts of the due diligence process, including reviewing large volumes of clinical and technical information.

But faster analysis doesn't replace the expertise needed to recognize critical risks.

One panelist described a coated-catheter business that lost access to the coating technology behind its differentiation.

The business's value depended on a relationship and contractual rights that needed to be understood before a transaction.

Finally, "Driving Change in an Ever-Turbulent World" explored another challenge that technology alone cannot solve: whether organizations make room for people to contribute.

Todd Johnson, Senior Partner and Global Head of MedTech and Life Sciences Tools at Bain & Company, moderated the session. The official conference program listed Spencer Stiles, President and COO of Stryker; Bob White, President and CEO of Olympus; and Helen Giza, CEO of Fresenius Medical Care, as panelists.

In the available recording, Bob described situations where Japanese colleagues were overlooked in discussions because English wasn't their first language.

Spencer discussed the importance of aligning organizational incentives and priorities as healthcare delivery changes.

Both examples underscored the need for leadership practices that allow expertise to reach the people making decisions.

A company can invest in new tools, acquire new capabilities and set ambitious goals. Its ability to act still depends on the people, processes and responsibilities supporting those decisions.

Ask What Happens Next

The 18 sessions covered by Outcomes Rocket at The MedTech Conference explored very different parts of the medical technology industry.

Patients discussed living with devices and recovering from procedures. Innovators described technologies still being evaluated. Executives explored partnerships, AI, investment decisions and changing healthcare markets.

What connected these conversations was the work required to turn a promising idea into something dependable.

Before the next product review, partnership announcement or investment decision, consider one commitment your organization is making.

What needs to happen for the patient, customer or investor to experience the result?

Does the patient know how to use the device the following morning?

Does the next study answer the question clinicians are asking?

Can a partner resolve an issue without leaving the customer between two organizations?

Does the company have the people, funding and responsibilities in place to deliver what it promised?

Scott Goates' sleep timer example brings the question back to something simple.

Patients had already agreed to turn the device off at night.

If the discussion had stopped there, the engineers might never have heard their concerns about the next morning.

Sometimes the most useful insight comes from asking one more question.

I think about that screw in my ankle. A surgeon put it there 30 years ago, and I've walked on it every day since without a second thought. That's what the work after the breakthrough looks like when it's done right: an outcome that lasts for decades if not a lifetime.  

Twenty years into this industry, helping medtech teams get their innovations to that point is still the most rewarding part of what we do at Outcomes Rocket. We left The MedTech Conference inspired by the leaders and companies who shared their work so openly, from the patients who told their stories to the executives making hard calls about evidence, partnerships and investment. They reminded us why we do this work, and they gave us plenty of reasons to keep going.

About the Coverage

The MedTech Conference 2026 took place October 18–21 in Boston. This article brings together insights from 18 sessions covered by Outcomes Rocket team from October 19–21.

The sessions covered patient engagement, clinical evidence, emerging technologies, AI, regulation, leadership, investment and business transformation. This overview introduces the themes explored in our MedTech Insights coverage of the conference.

‍