David Szabo is the President and CEO of Remedy Medical Manufacturing. With a background in biomedical and mechanical engineering, he began his career in startups and later transitioned to mid-sized and large companies, gaining valuable insights into the medical device industry. His first company, Remedy Simulation Group, focused on improving clinical training for healthcare professionals and taught him the fundamentals of running a successful business, which was crucial when starting Remedy Medical Manufacturing. Remedy Medical Manufacturing started in a spare room, evolving slowly through certifications and a growing reputation. After joining Anuncia Medical as Vice President of R&D and Operations, he relocated Remedy Medical Manufacturing to Phoenix, where it has seen remarkable growth over the past two years.
Q: Remedy Medical Manufacturing has seen significant growth in recent years. What would you say are the key drivers behind this success, and how do you continue to foster innovation?
A: One of the key drivers was the decision to relocate Remedy Medical Manufacturing to Arizona. This region offers opportunities and connections that I couldn’t access in the Northeast. Many people here are transplants, which fosters a culture of openness and willingness to help. That gave us the confidence to push forward. We also took a chance on a group of recent Arizona State University (ASU) graduates to help build the company. By learning, adapting, and understanding what it takes to thrive, we’ve been able to drive innovation and keep our team moving forward.
Q: The medical manufacturing industry requires a highly skilled workforce. How does Remedy Medical invest in employee training and development to stay on the cutting edge of the field?
A: I think we might be misrepresenting the need for a highly skilled workforce. Certain aspects, like designing, developing, and creating the devices, absolutely require specialized skills, and our colleges have done a great job preparing students for that. However, for other parts of the company, what’s most important is general knowledge and understanding. The technical skills – assembling devices, operating robots – are relatively easy to teach. But I need people who grasp the bigger picture: the impact of the device, that it’s keeping someone alive. That mindset is crucial. Skills can be taught, but knowledge and understanding make the work better.
Q: How has the rise of digital technologies, such as AI and automation, impacted your operations? Do you foresee these technologies playing a larger role in the future of medical manufacturing?
A: The cost barrier for automation is not as steep as it was just a few years ago, and even a smaller company like ours can handle it. If we want to stay competitive internationally, automation is going to be essential – and the technology is more accessible than people realize. This shift is inevitable, especially for companies that want to keep operations in the U.S.
As for AI, I’m not convinced. Integrating AI into medical devices will take time, primarily because it involves trusting AI with human lives. While there will be promising applications, safety is my top priority. If I had to rely on a life-saving device, would I trust AI with it? Not yet. AI still lacks the emotional understanding that’s critical in healthcare, but it will find its place in the near future.
Q: How do partnerships and collaborations play a role in your business strategy? Can you share any recent or upcoming collaborations you're particularly excited about?
A: We are working on several forward-looking initiatives with major medical facilities like Barrow Neurological Institute, HonorHealth, and Mayo Clinic. I see a lot of potential for expanding and developing these partnerships. The local universities are also eager to collaborate and make things happen. I’ve spent a lot of time listening to what they’re asking for and what they think they need. From my perspective, there are large opportunities for success if we keep an open mind.
Rather than trying to replicate what’s been done in California, Minnesota, Boston, or Philly, we need to approach things differently here in Phoenix. We’ll need to be more flexible, willing to explore non-traditional business deals, and open to compromises and new structures. Phoenix has the potential to create something unique.
One example is our partnership with Anuncia. For two years, I served as their VP of R&D and Operations, overseeing the manufacturing of shunts and leading the product redevelopment. We brought together regional and national talent, which ultimately led to the partnership with Remedy Medical Manufacturing. Although I’m no longer with Anuncia, both companies continue to work together toward mutual success.
Q: Looking ahead, where do you see Remedy Medical Manufacturing in the next 5 to 10 years? What is your long-term vision for the company, and how do you plan to achieve it?
A: My primary goal is to eventually partner with a larger company or entity that can help us grow and secure the funding needed to better support our customers and reach the next level of business success. In terms of vision, many contract manufacturers follow a typical path – gaining size and working with major companies like Medtronic or Johnson & Johnson until they’re acquired. This often limits their ability to serve smaller, innovative companies emerging from institutions like Mayo Clinic, Barrow Neurological Institute, or Arizona State University. These smaller companies are developing exciting technologies, and I believe staying true to our vision of finding creative ways to work with startups, while also forming partnerships with larger corporations, would allow us to have the best of both worlds.