Gary Maharaj, president and CEO of Surmodics, is excited about solving problems that are not easily or properly solved in the vascular area.
One path to that goal is expanding the company so that it covers the entire spectrum of treatments.
“When thinking about putting technology to use, we wanted the capacity to do the whole thing,”Maharaj says. He compares the strategy to having a “fully cooked meal in terms of clinical, regulatory, and technical de-risking.”
When Maharaj joined the in vitro diagnostic-technologies provider it had lost traction in the stock market and was struggling. He looked into the technology cupboard and realized there was great content there – it just had to be properly applied. Having the technology capability and a good team is what led the company to launch its first new technology in a decade, he says.
Maharaj also keeps his team focused on the problem-definition space. “A lot of people jump straight into the solution space,” he explains. By making sure they understand the attributes of the problem they’re trying to solve, they can conduct experimental work to define the problem before committing huge resources, he adds.