Keep pulling the thread on James Corbett.
In the early 1990s, 70% of biotech companies were led by former Baxter executives due to Baxter's effective, decentralized approach to developing CEOs.
The primary obstacles to bringing new medical device categories to market are the generation of scientific evidence, followed by navigating the American Medical Association's CPT process and the CMS payment process.
During James Corbett's tenure, Boston Scientific achieved just under 32 consecutive quarters of 50% or greater growth.
Under James Corbett's leadership, EV3 experienced approximately 32 consecutive quarters of 50% or greater growth.
Throughout his career, James Corbett has been involved in over $1 billion in financing deals.
James Corbett believes the LSI (Life Science Intelligence) conference has become the equivalent of the JPMorgan Healthcare Conference for private companies.
According to James Corbett's summary of the book "Career Imprints," Johnson & Johnson's strategy was to develop functional experts who would remain in a single function like marketing or manufacturing across various divisions and geographies.
James Corbett states that the book "Career Imprints" characterized Merck's culture as a "scientific oligarchy" where career progression was dependent on having a PhD and making significant inventions.
The Watchman device from Boston Scientific, which occludes the left atrial appendage to prevent strokes in AFib patients, has successfully created a major new product category in medtech.
Transcatheter valve replacement technology, initially developed for elderly patients unable to undergo surgery, has now expanded its applicability to almost all patient populations.
The American Medical Association holds a congressional monopoly over the CPT code system for medical procedures.
James Corbett alleges that the American Medical Association selectively enforces its own CPT process rules, following them when convenient and breaking them when not.