Chief Operating Officer — Surgical-Systems Portfolio

The mandate

A surgical-systems business is transferring console assembly from an ageing internal line to a specialist manufacturing partner. The transfer should provide modern capacity and better component sourcing, but the console is only one part of the customer system. Calibration, software loading, instruments, sterile procedure kits, field installation, training and service parts must arrive in a controlled sequence before a hospital can begin cases.

The current plan is organised by function. Engineering tracks transfer builds, procurement follows components, service schedules installations and commercial teams forecast placements. Their dates do not consistently reconcile. Early partner builds passed core tests but required more engineering intervention than assumed, and one calibration fixture has no qualified duplicate. Hospitals have been offered installation windows based on console output rather than complete system readiness.

The Chief Operating Officer will own the integrated transfer and operating system from supplier through hospital activation. The remit spans manufacturing, supply, quality interfaces, planning, installation, service, programme management and operational capital. Independent quality, medical and product decisions remain protected. The COO must make one executable promise across physical product, trained people and customer readiness.

Approximately 1,225 employees and material partners fall within the operating perimeter. This planned successor will work on site in Minneapolis and report to the Chief Executive or designated executive sponsor. The current COO will retire after an agreed transition and remains available for continuity.

Why this seat is open

The succession was planned before transfer execution began. The board has expanded the successor’s remit to include field activation and service because the original manufacturing-only governance failed to represent the complete hospital pathway. There is no allegation of misconduct or single triggering quality event.

What you will own

• Deliver transfer of console assembly, calibration and test with validated processes, qualified people, controlled suppliers and clear acceptance from the sending operation.
• Lead approximately 1,225 employees and partners across manufacturing, supply, planning, installation, field service and programme interfaces.
• Create one system-readiness plan linking consoles, software, instruments, sterile kits, service parts, training, site preparation and hospital schedules.
• Govern partner performance and technical independence, including fixtures, tooling, data, change notification, recovery and second-source strategy.
• Control an annual operations and transfer perimeter above USD 700 million and release capacity and capital against evidence gates.
• Protect customer continuity through realistic installation commitments, loaner or contingency arrangements and rapid escalation of complete-system constraints.
• Establish planning based on hospital activation and cases rather than console completion or shipment alone.
• Build operations succession and reduce dependence on individual engineers, calibration specialists and installation rescuers.

The first 12 months

• Days 1–90: Reconcile all transfer and hospital commitments, identify single points such as calibration fixtures and specialist knowledge and reset installation dates unsupported by complete-system readiness. Agree sending-site exit gates and stabilise partner technical support and component supply.
• Months 4–9: Validate partner lines and duplicate critical tooling, ramp controlled volume and execute phased sending-line reduction. Implement system-readiness planning and align kits, instruments, service and training. Close recurring partner build causes and confirm recovery arrangements.
• Months 10–12: Demonstrate stable console yield, calibration and hospital activation against the approved plan. Complete transfer acceptance, reduce temporary support and publish the future network and service capacity plan. Establish ready successors across manufacturing, supply and field operations.

What the board will measure

• Partner output meeting validated yield, calibration and quality thresholds without hidden engineering intervention.
• Hospital systems activated on agreed dates with console, instruments, kits, software, service and training complete.
• Sending-line capacity reduced only after receiving evidence and tested recovery, with no uncontrolled supply gap.
• Operations and transfer spend within the USD 700 million-plus perimeter and supported by actual ramp and customer evidence.
• Reduction in single-point tooling, supplier and specialist dependencies.
• Forecast accuracy from complete-system demand through build, installation and first clinical use.

The person

You are a COO, EVP of operations, global manufacturing-and-service leader or surgical systems executive with at least 28 years in medical devices or comparable regulated capital equipment. You have transferred a complex electromechanical product while maintaining customer installation and service. You have controlled at least USD 600 million in operations and led at least 900 employees and partners.

You understand that factory acceptance is not customer activation. You can connect calibration, software, sterile accessories, site preparation, training and field service and have changed a transfer plan when one of those dependencies invalidated the shipment forecast. You have managed a contract manufacturer without outsourcing technical ownership.

Relevant backgrounds include surgical systems, imaging, diagnostics, robotics or other regulated capital platforms. A manufacturing leader must show hospital and field accountability; a service leader must show validated production and supplier depth. Direct US hospital experience is essential.

The role is on site in Minneapolis with travel to the manufacturing partner and hospitals. International candidates may qualify with current US experience and relocation. The COO must support a respectful succession while making evidence-led changes quickly.

Compensation and terms

The indicative base salary is USD 500,000–750,000, with annual incentive and long-term participation. Measures will include validated transfer, complete-system activation, customer continuity, capital control and leadership depth. This is a permanent planned replacement. Relocation and verified forfeited awards may be considered.

Confidentiality

The company, product, manufacturing partner and hospital schedule are confidential. Identifying detail will be shared only after suitability and the required agreement are established. Candidates must not contact suppliers, hospitals or employees to infer the organisation.

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