Jay Vaught

Based on what Jay built and ran at Arthrex — what does the right domestic medical device sales organization look like for a startup commercializing surgical IP? Think through rep profiles and recruiting criteria, compensation structure including base, commission, and consignment incentives, the physician training and OR support model that turns surgeons from interested to committed, what a territory looks like in year one versus year two, and what the sales manager layer needs to do. This becomes the operational blueprint Jason and Michael build the platform around. A voice memo, text wall, or conversation outline — whatever format works.

Jay lived inside one of the most sophisticated medical device commercial organizations in the world and still watched tools, processes, and systems create unnecessary friction. What were the five biggest operational failures that slowed reps down, cost money, or created compliance risk? Where did the inventory and consignment process break? What did reps have to do manually that should have been automated? What data did managers need that took days to compile? These are not complaints — they are the product requirements for this platform told by someone who actually felt them.

Michael is building the field inventory module and needs Jay's version of how consignment actually works — not the textbook version. Walk through the full cycle: kit ships to rep, hospital approval and check-in, OR case, devices used and logged, post-case reconciliation, returns, and restocking. Include anything hospital-specific that a software developer would not know to build for — materials management quirks, GPO compliance requirements, how lot numbers and expiration dates are tracked in the real world today. Bring a de-identified surgeon preference card if you have one.

Jay knows the Houston, Austin, and San Antonio orthopedic markets from years of operating inside them. Before Dallas, think through which markets and which surgeon profiles represent the right starting point for the Suremka cannula and surgical access portfolio — not just who Jay knows, but who is the right early adopter profile. Think about hospital and ASC access, GPO relationships, and any existing distributor contracts that could create complications. This is Jay's informed read on how to launch smart in the market he knows best.

Jay spent years inside the Arthrex ecosystem and saw how that company evaluates, values, and acquires IP and distribution assets. That perspective is valuable context as we think about how to eventually approach acquirers. Jay should come to Dallas ready to share his honest read on how companies like Arthrex and Stryker think about these deals — what they look for, where they see value, and where they play games. This is a conversation for the room, not for the website.