Medsider: Learn from MedTech and HealthTech Experts

How Failure and Flexibility Can Spell Success in Medtech: Interview With Kyle Frye, U.S. President of SyntheticMR

March 04, 2020 Scott Nelson
Medsider: Learn from MedTech and HealthTech Experts
How Failure and Flexibility Can Spell Success in Medtech: Interview With Kyle Frye, U.S. President of SyntheticMR
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Medsider: Learn from MedTech and HealthTech Experts
How Failure and Flexibility Can Spell Success in Medtech: Interview With Kyle Frye, U.S. President of SyntheticMR
Mar 04, 2020
Scott Nelson

After a brief hiatus from recording podcasts, it was a privilege to dust off the microphone and interview Kyle Frye. As U.S. president of SyntheticMR, Kyle is tasked with growing and expanding the brand and business in the U.S. for the Swedish-based company that is creating the future of quantitative MRI technology. Their innovative MRI software solutions support shorter exam times and deliver more information to clinicians, leading to improved diagnostic efficacies.

Prior to assuming this role in August 2019, Kyle was a Zone Vice President of Sales for Siemens, and also was in leadership positions at both niche and large medtech companies including Blue Belt Technologies (now Smith & Nephew), Verathon, and Brainlab. He also worked for BioMedix for three years, working his way up from a sales rep driving 4–5 hours a day to Western Area Sales Director, which required relocation from metro Cincinnati to the San Francisco Bay area. Kyle received a B.A. degree in political science and finance from Northern Kentucky University in 2004.

Norbert Juist, an executive recruiter who specializes in medical device sales and marketing, joined me as a special guest for this interview with Kyle. He brings a unique perspective to this discussion, having worked as a sales rep and consultant in pharma and medtech for nearly 20 years prior to transitioning to recruiting.

Here are a few of the key topics we discussed in this podcast: 

  • Why a competitive spirit and winning are important, but not the “be-all and end-all” to medical device success.
  • Why communicating “the why” of career moves is key to landing new opportunities.
  • How being flexible and willing to relocate can help advance your career, especially in the medtech space.
  • The pros and cons of working for large vs. small companies.
  • Kyle’s favorite business books, the importance of having a mentor, and the advice he would tell his 25-year-old self.

Check out the rest of the show notes here...

Show Notes Transcript

After a brief hiatus from recording podcasts, it was a privilege to dust off the microphone and interview Kyle Frye. As U.S. president of SyntheticMR, Kyle is tasked with growing and expanding the brand and business in the U.S. for the Swedish-based company that is creating the future of quantitative MRI technology. Their innovative MRI software solutions support shorter exam times and deliver more information to clinicians, leading to improved diagnostic efficacies.

Prior to assuming this role in August 2019, Kyle was a Zone Vice President of Sales for Siemens, and also was in leadership positions at both niche and large medtech companies including Blue Belt Technologies (now Smith & Nephew), Verathon, and Brainlab. He also worked for BioMedix for three years, working his way up from a sales rep driving 4–5 hours a day to Western Area Sales Director, which required relocation from metro Cincinnati to the San Francisco Bay area. Kyle received a B.A. degree in political science and finance from Northern Kentucky University in 2004.

Norbert Juist, an executive recruiter who specializes in medical device sales and marketing, joined me as a special guest for this interview with Kyle. He brings a unique perspective to this discussion, having worked as a sales rep and consultant in pharma and medtech for nearly 20 years prior to transitioning to recruiting.

Here are a few of the key topics we discussed in this podcast: 

  • Why a competitive spirit and winning are important, but not the “be-all and end-all” to medical device success.
  • Why communicating “the why” of career moves is key to landing new opportunities.
  • How being flexible and willing to relocate can help advance your career, especially in the medtech space.
  • The pros and cons of working for large vs. small companies.
  • Kyle’s favorite business books, the importance of having a mentor, and the advice he would tell his 25-year-old self.

Check out the rest of the show notes here...

Scott Nelson:   0:01
I don't think that leaders are born. I think think leaders can develop leaders could be made. And I think you have to have a vision for yourself, right? And you have to have a reason why you do something and have in front of you what you want to do. I think if you have those blinders on to creating your own path, we're gonna be stuff. Welcome to Med Cider Radio, where you can learn from proven med tech and healthcare thought leaders through uncut and unedited interviews. Now here's your host, Scott Nelson. After a brief hiatus from recording podcast, it was a privilege to dust off the microphone and interview Kyle Fried as US president of synthetic M. R. Kyle is tasked with growing and expanding the brand and business here in the U. S. For the Swedish based company that is creating the future of quantitative memory technology. Their innovative memory software solutions support shorter exam times and deliver more information to clinicians, leading to improved diagnostic efficiencies. Prior to assuming this role in August of 2019 Kyle was a zone vice president of sales for seamen's and also was in leadership positions at both niche in large med tech companies, including Bluebell Technologies, which is now Smith and Nephew Marathon in Brain Lab. He also works for bio medics for three years, working his way up from a sales rep driving 4 to 5 hours a day toe Western area sales director, which required relocation from metro Cincinnati to the San Francisco Bay area. I received a B A degree in political science and finance from Northern Kentucky University in 2004. Here, if you have the key topics we discussed in this interview with Kyle, why competitive spirit and winning are important, but not the be all and end all to medical device success. Why focusing on people and relationships is crucial to a successful career path. Why comedian kidding? The y of career moves is a key to landing new opportunities. How being flexible and willing to relocate can help advance your career, especially in the med tech space. Why finding a happy medium between leaning in and letting go is essential for business and personal growth. How synthetic M R is changing the treatment and diagnostic paradigm for brain MRI's through software A I and lastly, Kyle's favorite business books the importance of having a mentor in the advice he would tell his 25 year old self. There's a lot more we cover in this wide ranging discussion with Kyle, but I wanted to highlight a few things before we get started First. Joining me on this episode as a special guest host is Norbert Juice to Norbert and I go way back. In fact, we used to sell vascular devices into the same Cath Labs. Now he runs sales performance. Resource is and specializes in recruiting for medical device sales and marketing positions, and he's really quite good at it. Over not only brings a ton of industry experience to the table, but he's one of the most honest, genuine and personable people I know. So if you're looking for a new gig or need help recruiting for some open positions, Norbert is your guy, and he's not paying me to record this in the show. Notes For this episode, you'll find a link to learn more about no birth and his background. Second, after about a two year hiatus, I just recently started to record and publish med cider interviews again, and there's a good reason for it. I've been need even my own startup, that juke That's J O V V. We manufacture light therapy devices, which is technically referred to US photo by a modulation in the world of academia. It's a really interesting space because of products of class to medical devices, but we're following a classic direct to consumer commercialization model. It's been a fun ride over the last 3 to 4 years, and I've definitely learned a ton. So if you follow these meds, cider interviews, I'll be sharing quite a bit about my experiences. So keep listening and again, if you want to check out Jude Gatto juve dot com, it's j o vv dot com. Third, if you're new to these Mets, our interviews and want to be updated when the next interview goes live head on over to med cider dot com and enter your email address. Rest assured, he won't be spanned. In fact, the only time will hit you via email is when a new conversation goes live again. It's super simple. Just visit med cider dot com, and right there on the home page, you'll see the opportunity to enter your email address and then, lastly, as a reminder, If you continue to enjoy these interviews, please give us a rating. Just open up your podcast app, head on over to the reviews tab and click the old five stars. Thanks again. It really helped us out. All right, let's go and get to the interview with Kyle Front. All right, Kyle Fry. Welcome to med Side or radio. Appreciate you coming on.

Kyle Frye:   4:12
Thank God you haven't.

Scott Nelson:   4:14
There should be a really fun conversation. And for those listening that haven't caught a med cider interview for quite some time, you know, I had a had a dust off the microbe. It It's been a little bit over a year, I think, maybe, quite honestly, closer to two years since I've busted out the old podcasting Mike for a wide variety of reasons, one of which is I've been kind of knee deep in helping to grow my own med tech startup, Juve, which photo by a modulation or like therapy company but nonetheless coming up for air. I'm excited to kind of kick things off here with a really good guest in Kyle joining me on the show, which is a little bit of a different twist is Norbert Joost, who I've known personally for. Gosh, Norman, it's probably been maybe close to 15 years now, tentatively, at least 10 years. And I know you spent really the majority of your career in med Tak. It'll be fun to have you join me on the show, and we can kind of go back and forth with our guest. So I guess welcome remembered

Kyle Frye:   4:58
as well. Thank you. Thank you.

Scott Nelson:   4:59
Yeah, cool. So, Kyle, we're gonna learn a lot about your climb within your your med tech career, which I I think it's gonna be really fun to glean some insights from, But for those listening that that aren't familiar with you and synthetic M r just for contextual purposes, why don't you kind of provide an overview kind of what you're doing now and and maybe the product that you're commercializing with synthetic m r. And then what kind of go back in time and really kind of learn a little bit more about how you got to your current place and then also some of the unique challenges that you're kind of facing and what you're learning along the way. That's not good

Kyle Frye:   5:31
That's great. And I'm glad you got the cobwebs to be dusted. Help with me.

Scott Nelson:   5:35
So happy

Kyle Frye:   5:36
to be a part of it? Yes, Synthetic Amar. It's It's something that when I went through the hiring process for the role to to run the U. S. Operation, it was something that continue to intrigue me day in and day out through the conversation. And it's one of those things where I've been heavily involved in capital hardware, robotics, Imogene, you know, the whole gamut within the hospital system, and this is something that's really software driven. And as you kind of see the marketplace, shifting software becomes a big piece of why people are moving the needle in the medical world. And I saw the software, and what synthetic Amar could do is something that really could broaden it not only as a niche product, if you will become a standard of paired, which was something that, to me, was exciting. And so, just in a short little brief background on synthetic in market, the software and and we'll also call a sequence. And so in the M R world people that you don't need to know much about M R, but basically we have a software that allows shorter patient time on the table for their sequence and their protocol of an M R scan. And someone says you may see A and M R scan 30 45 minutes or sequence can allow for it to the you know, less than 10 minutes total, and we run a what we call six minutes can side. Then we also can post process it with the software to allow the radiologist neural radiologist additional time to be able to read and interpret and diagnose their patients. And so it's a product that gives what we call quantitative. So as you know, in your world, Scott, what you've done in Norbert and what you've done in background of recruiting is, you know, Data T. And in the radiology world, the radiologists are really looking at black and white and qualitative data, and with synthetic and mark can do is provide quantitative data to allow for a diagnosis. So it's pretty exciting what it does so kind of a little bit of brief background on what synthetic amore does

Scott Nelson:   7:31
now that that's great. Thanks for providing that highlight, keeping it pretty high love. I know there's gonna be some interesting follow up questions that Norbert and I have kind of coming full circle on what you're seeing kind of in the marketplace, especially commercializing kind of this type of technology. That's sort of centric to Europe. But now you're kind of leading all things in the U. S. But one follow up question with respect to synthetic m R. If I'm understanding this correctly, I'm not. I've really spent no time kind of imaging imaging world. Charlie's commercializing imaging imaging products to your ness is adding a quantitative layer on top of a kind of a baseline qualitative like him are. So, in essence, is this happening like a radiologist, Sort of like diagnose something with that much more accuracy.

Kyle Frye:   8:10
Exactly what we aim to do is provide too strong things, is workflow enhancement and diagnosis enhancement, And so through are what we call our synthetic sequence. It shortens the scan time, which allows for increased works well allow more patients to be scanned within any given day. It has additional information to your point to allow for a more precise and better diagnosis, and to give that peace of mind from which you know in some instances, when you're looking at a large amount of scans per day, it's nice to have an additional data to give you that peace of mind. And frankly, I'm sure the patients want that as well, right? The patients want to know that reading radiologists, saying I've got that additional data to know that what we're diagnosing is very accurate. And that's and that's a great piece. And that's what synthetic M R brings. So those one of those things, right? Think this control. We become an everyday sort of use that it could become a protocol that text hospitals, radiologists are asking for utilizing on a day to day basis. And right now it's it's focused on the brain, Scott. But we are certainly looking at other avenues. You know, whether that spine M s. K in the abdominal area to where we can provide this sort of technology across all platforms within the MRC in the world.

Scott Nelson:   9:24
God, that sounds really interesting. Technology for sure, And everyone that's listening to this is kind of familiar with the phrase Bigger, better, faster, right? It sounds like your kind of hitting on at least two of those buckets and better and faster. You know, when it comes, Thio attacks self with that said, hopefully everyone kind of has a better feel kind of what you're doing. Your position, what you're doing kind of with synthetic Amar. What? You're kind of commercializing. So using that is kind of a baseline point. Let's go back in time now because I think I think a lot of people listening to this myself included, are really gonna be, you know, fascinated with kind of your career track. And I know like, you know, dating. I'm dating myself here, getting getting old. When I first got into Med Tech, I was always, like, super. It's like, How did people in sort of the sales management and really kind of executive management How did they get to where they are? You know? What? What path did they follow? What kind of lovers did they pull? What challenge they face, what failures quite honestly, do they, you know, they have to overcome, You know, it's a kind of advance within their career. So let's try to answer some of those questions, because when Norbert introduced us, that's the first thing that I noticed. You know, looking at your background is you've had this, like, really strong track, rid of, like, setting yourself up for what? What seems to be, like, really nice career moves. And I'm not sure if all of those were were intentional or not, but, you know, and Norbert feel free to feel free to chime in here because this is I mean, this is really your your wheelhouse. But you started off Kyle as a you know, as a sales rep right back in kind of the mid two thousand's. Was that kind of your first entry into the in the medical device game?

Kyle Frye:   10:48
Yeah, absolutely. So it's been a awesome journey, but it's been one that I would say the failures have helped me to get to where I'm at today, but, uh, yeah, I start off as a sales rep. I started off carrying the bag in the medical world, running around the Midwest, much like you guys did and living in Minneapolis run around Iowa, Wisconsin, and having a nice 45 hour drives, which I would've had a podcast on Listen to back then. But yeah, it started off just hitting the ground and going and so But I always had a vision, right? When I going through college, you know, I played college. Baseball's competitive knew that I My vision was to run a company, didn't know how we're gonna do it. What I'm gonna do, what would be the past way there? But I knew that I was passionate about winning. I was passionate about being able to bring value to people and, you know, medical kind of just spoke to me. So I always had that vision to get into medical sales and had the opportunity to do so and started that journey. After going through that and tearing the bag, I knew I wanted to lead. And I believe that I don't think that leaders are born. I think I think leaders can develop leaders can be made. And I think you have to have a vision for yourself, right? And you have to have a reason why you do something and have in front of you what you want to do. I think if you have those blinders on to creating your own past, we're gonna be successful and started carrying the bag and then had the opportunity Thio manage with the company and I had had to move all the way to San Francisco, California, to have the opportunity to manage within the medical device company. I was that at the time, which was Bio. Maddox is the name of the company and have the opportunity to build a team. And what a daunting task that Waas not had a really, truly building a team before having to build a team. I'll tell you, it's not always build it in the image of lightness of yourself. I think you know how to build a team. I learned a lot in hiring and interviewing and then it was it was crazy. The amount of experience you get, just bye starting to run your first team and in doing so again, like I said, learned a lot and built that and was able to to take a team from the bottom ranks and voted up towards the top of the ranks, which is fantastic and I truly put that to a testament of building a team around you of people that are just better than you, right? Don't be shy to build a team of people that are more talented more driven and because they're gonna ultimately build you up. So I was able to do

Scott Nelson:   13:14
that. Sorry, a reptile. But I just think that's such an interesting point. If you don't mind, I'd love that, like chime in with just a couple questions. One What really stands out to me, especially when you talked about your experience that bio medics cause I like your first kind of step into more of a leadership position. You said you moved. And so, like, that's something that I had to personally do in my my med Tech careers moved to Minneapolis into into a marketing Arkin capacity. So I'd like to get your like your quick, hot take on how how important that really was is your kind of flexibility in moving in order to take that next step in your career. And, like really the following question, let me let me ask you that I'd love to ask a follow up question about building your team because it's something that I personally have struggled with, and it would admit that I'm really a challenge for me when it comes to like managing and leading people in the way that, like you would normally do things yourself. And so I want to ask you a little bit about that. The move, the relocation, how important it is that for people to consider it, like for their own careers when it comes to progressing,

Kyle Frye:   14:13
I think it's crucial. I think I move isn't forever. You know, people that were open a particular part of the U. S. And love being in that area. Be comfortable being uncomfortable. Be comfortable to Macon. Uncomfortable decision to move to go do something to further your career because, honestly, it always works out that you're gonna be able to go back to where you want to go if that's truly what you want to d'oh! And you have to be willing to make those sort of decisions and I think it can speed up your career path is what you want to do. If you're willing to move and relocate, I think it shows investment in the company and the company then are willing to invest in you. And so I think it was crucial it was absolutely crucial because it allowed me to develop at a younger age and a younger tenure ship, right, and I think it's something we'll probably touch on a little bit, too. Time versus talent. It allows you to develop some of those tools earlier on if you're willing to relocate, right? Yeah. And actually, Scott touched upon the two things that I took away from. What you had said at this point was number one. You had a focus, right? When you're in college, you said, Hey, I knew I wanted to be at a leadership level. So that was the first takeaway I had from that second. Was Scott hit on? Exactly What I was gonna ask you is the ability to move. But the other thing that I'd liketo have you add in there as well from the perspective of a recruiter is you know, I grew up with the mindset. My father worked for DuPont for 30 plus years, and I had the mindset you get with a company you stick with down your loyal to them and, you know, you look atyour what I would call almost a meteoric rise in ah, leadership levels. You know, you've moved between companies. So as you continue to talk about your progression, talk about the thought process there as well, if you would, because I think a lot of people have that, you know, my father's mind set ingrained in our culture and society. That changing cos. Is back. Totally. I think when I was, I was coming up the same thing applied, right? I mean, my my family members the same way, I mean, really dedicated to stay in at a position. But I think they also we're kind of early. My parents would make decisions that would be better off with the family and better off for them. And they weren't afraid to make a decision. One of the guys I grew up moving around, right? I mean, I grew up. I was born in Texas, moved to San Francisco, moved to Virginia, moved to Cincinnati, moved back to Virginia, and so I kind of moved around. Ah, lot of the child, and it was four career moves for my parents. But when I got in, I agree when I'm a touch of recruiters. You know, when I got into the medical road and then I was looking to grow in my leadership, it was a recruiters that would say, you know what, we're going to take a chance. I know that the higher manager is gonna have an issue with you moving from one roll to the next into me. That was always being able to explain why I was making the move or why I would be willing to make that move. And I do think it's kind of an old philosophy. And I think you know, if there's sales reps listening to this podcast today, you know, I would say, Create your own path and build your own brand. Don't worry about length of time. I certainly from my side, and it kind of brings up, you know, the time verse talent. I wanna hire talent. I want new ideas. I want people that are that have a fresh perspective and that are willing to work hard. I think the one thing we should take is that you need to work hard. The grind overcompensates for me, for experience and talent is what can help drive companies to the top. Talent is what can help you surpass your competition, right? If you're number four in that space, that you can help jump the number three or number two through talent. Yeah, technology will help the talent will be there and for me. I had to deal with that. And even still, as I've moved up every time I've spoken with the recruiter about a potential position and or the hiring manager, it's certainly come up. Say, Hey, look, you've been in these roles for X period of time. You've moved up. Yes, but you know, But why not? And why not stayed? And I think you also have to understand your limitations, right? So I think some companies do. You only have so far you can go. If you want to continue to move up, you have to make a move. And I think that the loyalty to accompany to me is you should show loyalty to people not to accompany, and that may not get some criticism. But I believe that you're loyal to the people that work for you. You're loyal to the people that you work for, and if you do so, your opportunities can happen. But if not, career opportunities can happen elsewhere, right? I mean, I think some of the opportunities that I've gotten Norbert and Scott have been because of the relationships that I've built along the way with people and building my brand to where people have called to bring me over. People have thought about me and rolls into suggest me to other people because I've built a brand. And then I've also realized that you need to build relationships and the days of loyalty to a company for 30 years. We're just not there anymore. So don't be afraid to go after a job. If you've been a successful rap for two years and you want to manage with bigger company, be hungry and go, go push yourself forward to go manage or put yourself in a position to call you Norbert, right? Hey, look, I wanna manage. You may have connections at other medical device companies say, Look, I've got enough income, er, someone that's gonna be able to change the game for you and you should give him a look, and a good hiring manager's gonna pay attention to what the recruiters say, and they're gonna take a chance on somebody.

Scott Nelson:   19:38
Men. We got deep really quick, and this is really, really good stuff, and I'm being serious when I say that there's so many like insights. Justin kind of hearing you download their Kyle that I. I wish that I had in my kind of my tool belt back when I first started in in Med Tech and a couple of them that really stand out justice follow ups Is that why? And you kind of addressed it kind of under the guise of this time versus talent kind of contacts, which I love. I love that I love that phrase. I'm not sure if that's if that's yours if it's yours, you know, let's let's brand it the Kyle fries. But I love that a lot because it's so true. It's like at the end of the day, it's asking the y like you may have spent some so many of us have. Like you get stuck in this. I've got to be at this job for three years. I've got a peek at this, this gig for four years or whatever. But if there's a why, if you can tell the why behind that move, I think that's super super critic. I mean, I personally experienced that, like, early on in my meds, that career I bounced around a bit, and some of those I would say we're kind of quasi. I intentional. Some of them were just unique opportunities. But I think what did kind of help me, I guess in some of those moves, considering that they were some fairly short, relatively speaking was I was able to effectively communicate why, as to why I wanna make this move and I think that helps it on. And then the other big thing that that really stands out kind of hearing you, you know, explain some of those moves is just the openness, the flexibility and making some of these being confident and kind of were you intentionally want to go and you know, some of that. I think the point you made about relationships so crucial in like one of my buddies as an example, that's, Ah, he does a lot of different things, but he's a really, really good digital marketer, especially with the consumer health space. He has this phrase words like relationships, trump algorithms. And I love that because it's so true and it sounds like you could have experienced the same thing you know, in your career, by really focusing on people and relationships and not over indexing on the job or the company but instead on people in relationships like that's really serves you well. So that's like super cool to hear.

Kyle Frye:   21:25
And I think if you wanna have goals and aspirations to move up within organizations or in your career, you know, job title, if you will, or increased responsibility. I think it's really, really important that you build your brand internally and externally, but that you create followership, that you create people that are willing to come with you to your next job, and that will follow you blindly because they trust you. And you build that trust by creating an atmosphere for people to be successful, and that doesn't come without failures. But I truly believe some of the best leaders out there and some of the best presidents and CEOs or people that wherever they go, they're gonna have a core group that's willing to follow them blindly regardless, because they believe in what they do. And they know that they're going to take a challenge, that we're gonna go into it with both feet and make the most of it and make it work. And so I think you know, as I've learned and seeing those things I've There's a lot of my what I would call mentors or people that I look up to. You see that followership, which is pretty incredible.

Scott Nelson:   22:21
So help

Kyle Frye:   22:22
us understand you've worked for very large organizations like Siemens and now, with synthetic M are being, you know, a small European based company. Help us understand the idiosyncrasies, maybe of the different types of organizations. And you know what you see as the pros and cons and maybe some of the challenges that that presents to you at synthetic M R or possibly some of the benefits that it provides. Yeah, I think, you know, working for a big company like Siemens was fantastic, and I I think you learn different things at different areas. I've learned a time at Siemens and have nothing but the highest respect for the organization. And I think when you work for a small company, you have the ability to make decisions. I think sometimes that larger organizations, the decisions you made may be scrutinized by four or five different hierarchy levels before it actually made, or if you make it, you know, if it works great, somebody's gonna try to tag along and take credit If it doesn't, I'm gonna try toe, you know, point that finger at you. But I think at a smaller organization your writer died, right? You make that decision, you roll with it and neither is gonna be a great decision or you may. It may be a bad one, but you can learn from it. You know, been nimbleness of a small company is fantastic. And I'll tell you what. Synthetic M r R R C E o his name all Rick. And he's He's really allowed to say, Kyle, I want youto to build this. I want you to grow this and really given the reins. And you've been a huge support mechanism. And really, the entire team that's based in Sweden has really been a huge support mechanism. It's great when you have a company and you want to show growth and you want to go into growth mode. It's great when you really have the support of everybody there. And I think that's one of the beauties of a smaller company. Is that you know, when you make a decision, you almost make the decision together. We're going to branch out into the US we want to build that market ban people get behind in a rally behind. And so it's a really cool piece with synthetic unmarked.

Scott Nelson:   24:20
I'd love to since you mentioned your CEO and kind of the environment that it sounds like he's trying to provide you in building out your team here in the U. S. I'd love to kind of circle back around kind of this concept of building at a team. But before we go there real quick, I'm gonna hold that thought and ask you a few questions on the flip side of the start up. Because I think most people listening or like, ah chi, I love that idea of being more nimble, being able to make more decisions and a faster, more efficient manner, et cetera. What are some of the challenges that maybe unexpected or not, that you've kind of seen thus far and gonna go into a startup versus coming from a big strategic like Siemens?

Kyle Frye:   24:55
Yeah, I think the first and foremost is when you you have the infrastructure at a big company. Like like Siemens. You have that internal support mechanism, which is this second tonight, when you work for a large organization you have support every which where you go and I think that is huge. And I think with a smaller company you have to be prepared and some interest is to be on an island, right? You have to be prepared in some instances that you're the underdog. When you work for a small company, nobody knows your name. Nobody knows the brand. Nobody knows anything. So you're creating that from scratch to me. I love that right to me. It's about how do I control the process? How do I, you know, create knew howto I build the brand of the company and I'm given the keys to do that here, which is fantastic and being the president of are U S Operations. You know, some of these larger cos there's so many other mechanisms that are in place, the help that you must follow to do so, which could be helpful. But I love being able to really have that entrepreneurial type of spirit. So I think if people you know are willing to bet on themselves, a smaller start up type company is something that you should certainly push yourself to do because you really have your ability to put your stamp on something versus somebody else's.

Scott Nelson:   26:08
That's great, Norbert. I need anything else to add before we can get to this topic of team building. Is that something that I'd really love to get your opinion on? Kyle?

Kyle Frye:   26:15
No, I would like to hear that as well.

Scott Nelson:   26:17
Okay, cool. And I know there's some I think your guys air at Synthetic Amar really doing some interesting things with your with your tax, especially as relates to a I. And that's definitely something that will want to make sure we cover kind of in the last 15 to 20 minutes here. But let's get on team building because, as I mentioned earlier, this is something that I've personally struggled with. Its like you as any sort of competitive person, which you know by and large, people kind of in med tech usually are. They're pretty competitive, pretty ambitious. I've struggled with you, having high expectations and then having the patients to like, kind of lead people in the best way possible. Where they win, the team wins, et cetera. And maybe that's just me. Maybe it's just my you know, my own character flaws very well could be the case, but really interested to hear your thoughts on that, Kyle, Like how you've done that? Obviously you you're ambitious, guy. It sounds like competitive, successful. But you've if you've been able to do this, you been able to build out teams and experienced, you know, a lot of success along the way. So can you speak to that idea of team building and really allowing for your team to function and move foreign and the best possible? You know, manner?

Kyle Frye:   27:19
Yeah, I think. Look, I made mistakes and higher, and I think anybody that's been a hiring manager and a leader of an organization would tell you that they've made mistakes and hired the wrong people. Maybe not. They weren't the wrong people. But, you know, you didn't lead them the right way or didn't enhance them in the right capacity. And, you know, I think I've done the same as well, you know, again when one of the first management positions, when I was with biomedical, I hired, you know, a lot of people that I thought were like me, and it's tough to manage like you, right to manage yourself, if you will. In many entrances, and it's not necessarily the best way to do it. I think then you would you would talk and drive people how you would want to be driven. But that's not really the way to do it. And so I think, in building the team, you know, for me, it's very important to create a culture, right. And so people talk about culture, and I think culture starts at the top, right, the top of the food chain. But then culture can be managed and run within your own micro Kabul. It's to create a culture of work hard. Play hard for me is what has been successful in building that and trying to bring in people. Yes, salespeople are individual contributors, but at the end of the day, you work within a team, right? So you know, people talking communicate and you want there to be a culture where work hard play hard is important and winning is important, but also providing, you know, a product that an experience to the patients and the customers that allows for patient care to be supreme and number one. So I would do that by trying to hire people that are gonna challenge me for me. I also want to hire some people that are okay to be in their position that they're in today, but then also mix that up with people that are very a type personality, very driven, very motivated. Want Tobe able to take the next steps are always looking at how they can get better and what they do and into growth in the do you have a mix of a team and you don't manage anybody. This thing very easy thing to say, right? And people are listening and saying yes. No, you nobody should manage somebody the same way. But I'll tell you, as you see out there, there's a lot of people that manage every individual the same way God allow people to have their ability to spread their wings and fly and do what they need to do is you gotta put trust in that and you don't learn that without a lot of deep conversations. You don't learn that without a lot of understanding. What people, what makes people pick and what makes you tick? Scott may be different than what makes Norbert chicken what makes me tick. And so it's really being ableto do that. But I think to me, I would say the most important thing in building a team for me is they need to know that you care. They need to know that you care about them as individuals, more so than you just care about what they do on a day to day basis. You need to have some humility to you. You need to have the ability to be honest with them and to have some humility to wear. We all know, right, Scott, and companies that you're gonna drive forward on a product, they need to know that they were driving forward on this, but on something else. Hey, look, I understand this may not be the best piece we're gonna push work. Is this the initiative? The company? But I have some humility to know that I understand that, you know, maybe something that we may want to change. And I hear you and I have that understanding and have that humility. I think if you're just only hard charging are always pushing towards a certain thing. You're gonna lose your team. And I've never seen a team the successful without then buying into the person they're working for

Scott Nelson:   30:42
you, it's still it's still great, Like I find myself really nodding along as you're talking about doing this virtually so you can't You can't see my reaction, but nor But I'm sure you have some thoughts. Some of the things that like really resonate with me. Kyle, hearing you kind of explain that is there's really two things that stand out is one Is his humility, right? I mean, somebody these lessons air like there we can talk about them within the context of business. But the like life lessons too, you know, I mean, so having that, like, level of humility, to say, like my thing or my way that I think is so important, Right? Thing may not be the case, and I've gotta let someone else spread their wings as you put it and run with something, even though there's some disagreement there. So I like that really resonates with me and then the other one being kind of this concept of like leaning in but yet letting go at the same time, right? Like leaning in and driving hard but also letting go, And I kind of think this is probably to overlap a little bit, right? You've gotta in order to let go, you've got to be kind of humble and show some humility, but that at the same time, it's not like you're just carefree and you don't care. But also, you know, So you're leaning in and letting go. It's like this. This paradigm, right in both business in life that I think I think I don't know, really, really resonates with me that how about you never were like, What are your thoughts?

Kyle Frye:   31:53
There's the Theodore Roosevelt quote. Nobody cares how much you know until they know how much you care, right? So you touched upon that. The other thing is, you're talking about situational leadership, and I think so many organizations preached situational leadership. So money managers say I'm a situational leader. But I think Kyle, you touched upon the fact that so many people know it consciously but yet still continue to manage every rep the way they are wired. And that speaks to the other. You know, hot topic of the day is emotional intelligence, and you know, I can't help but sit here and listen to you talk Kyle and think to myself and you're you're young, but you're so mature, young, relatively to your position, you know what I mean? And I mean, it sounds like you've had so much personal growth, and I think that is, you know, a huge team to any persons sales rep, management, et cetera, is that you have to constantly continue, strive for personal growth and continue to grow personally emotionally to become that, you know, that kind of leader. And I just like Scott said, sitting there nodding along with everything you're saying and I just think it's really impressive. I appreciate. I think the biggest thing to me is I don't I don't learn from my successes. And I learned from my failures. And you want to own the failures, right? And those air, what can make anybody grow and what they do, you know, don't shy away from the failures. I think so many times, you know, I was talking about somebody used to work with, uh, the other day that, you know, had a had a big loss that happened. And, you know, they're sitting here trying to have postmortems and talk about all the reason. All the reasons why they lost the deal, and it's one of those things that that's great. That's a that's a process. That part of it is, what did you learn from it? I can make you better. And what makes you Let's focus on how you can use that to the positive, not about why you lost it. But how do you improve? How do you make this toe where it doesn't happen the next time? Right? And you're looking at the learning left because if you focus so much on the negative, that bottles you down and then about next 60 90 120 whatever it is days you become worthless when you're in front of the customer. And it's about failing that, then quickly picking up insane. I'm not gonna utilize this to my advantage, and I think I have failed so much when I utilized it. Mike, in baseball right now, we got playoffs going on right? If somebody that's 300 baseball, there's a key. That means they failed 70% of the time and failed, you know, I mean, if you have a pipeline of 100 we closed 30 deals, you're you're the king or the queen as well. That's great, But think about you've also failed in time. Focus on I think more about the failure than I do this, because that's what motivates me to get better.

Scott Nelson:   34:44
It's a straight stuff and into your point, Norbert. Sometimes it's so hard to like consciously you consciously understand it. But actually to live that out, I think, is a different thing. And I think I'll get your point. Some of those learning lessons only only come with, like, real failures and saying, I I thought I knew this in my head, but it certainly wasn't from translating, you know, in terms of like the way something unfolded, so to speak. And the guy just one point I'm getting at is I think about this personally, like within my own career. Priety, Juve. Like one of the last gigs. I had it there, the one of the rules. I was at Medtronic like I so badly wanted this next thing and it like it became such a distraction, and at the end of the day, I was almost exclusively focused on myself and what it meant for me in my career. My family and all of this stuff that I thought was so important. But it was all focused on me, right? And looking back, it's like if I would have just shown more humility, thought less about me and more about, like, kind of the team and initiatives and other people. I probably would have gotten that gig. Maybe, you know, probably hire likely who knows, like in retrospect. But, you know, it's just some of those things that you think back. It's like That's, ah, you know, that's a failure. That kind of sticks with me, you know, personally. So anyway, good, good stuff, good stuff. Nonetheless, in the spirit of not not talking about, you know, learning from our failures and not talking not dwelling on them too much. I don't want to be cognizant of time. We've only got about 5 to 10 minutes left here, and I'd love to get if you guys were cool with it. I'd love to kind of transition and like what? Some of the tack that you that you're that you're employing at at synthetic M R and really kind of under the topic of a I, which is another kind of big thing, especially within within my attack and medical device. A eyes kind of this hot button thing. It's kind of a little bit abstract and hard to put your arms around. We're certainly exploring this within within Juve, but like, Aye, aye. What What is that? What is that? What is that? Software? A I What does it mean to like you, Kyle? And what is, like, your general kind of take on its impact within kind of them attacked the medical device space, you know, moving forward.

Kyle Frye:   36:40
Yeah, I think a I is gonna be the wave of the future. I think you see big organizations like a seaman's, like a g healthcare, Really putting that at the four prime. And and it's true. And it's how can software effect better patient outcomes vs hardware when you think about hardware in the length of time it takes to come to the market when you think of costs and bill of goods and all those things software, things that you can see happening now And so you see a big push red and so within synthetic, we really have it in our quantitative data. Right? That are the quantitative data allows to allow for a better patient outcome by way of a diagnosis and that continue a pair that goes, and the more items we can add to our software, the ability that we have two decreased the time it takes to diagnose so we can have more predictive analytics around it to build a help in the diagnosis, thus allowing for more time to treat a patient or allowing for more time in that continuum of care. And so you see that, you know, if you look on Link, then everybody's talking about a I right? Well, really, it's algorithm that software. It's allowing current technology to grow based on whether that's utilization right length of whether, you know you're doing 150 scans. You take all that information and that builds in tow. Allow for a better algorithm to help t look at. Things are allowed to have better image quality. When you look at m R. It allows and robotics to allow for better techniques in what you do. Rights over surgeons using something through A I can allow to say if we look at something through this measure, you're gonna be allowed to save time and your procedure and also potentially reduced recovery time for a patient. So, eh, I have something that is such a huge cheese, and it's something that really a software driven to where if you get it to be a certain way, you can implement it much quicker. The matter hardware. And I think that's where I grew up in the hardware world, right? And that's where I come from is that it's about the peace. Such hold, whereas the aye aye is about that back in and is about that data, which is where everything's going. And I'm happy to work for a company that has that work trying. And I think that's something to keep in mind for people that are looking for their next piece. That they go on in the medical world in Med Tech Road is something that has aye aye as part of their initiative. I think it's something that should be pretty attractive individual. Look at

Scott Nelson:   38:55
on that note. My follow up question to that was, Do you think a I is overrated, right? So I can say within the probably safe to say within the context of what you guys are doing at synthetic M R, it's probably not correct.

Kyle Frye:   39:06
No, yeah, not over it. I think again anything that can help. Here's what I look at me. It's about the patient. How do you provide the best patient outcome? And then how do you enable the position, the hospital, the attack? You know the user of this to be able to make sure that what they're doing, what they can get a decision or do something with confidence. Because we have incredibly bright positions, incredibly bright tax leadership of in hospitals. And we have incredibly bright people, leaderships of companies. If you can allow software to allow for better patient care, that's a better patient outcome. It's always gonna be at the forefront, and that's why you've seen robotics come into play. That's where you've seen all these different levels of imaging. Quality is that it's all to provide better patient outcome. And if we can do that in a, I can do that in a much less cost. Because you don't have all the hardware, it's gonna stay there. It's gonna only get bigger and grow more and more. I wouldn't imagine five years from now it'll be part of a normal conversation so we should probably go back to this podcast five years, Scott, and listen to it and see how much a I've come a part of the medical world in five years.

Scott Nelson:   40:13
Yeah, I know there's a pretty famous quote. Buy tickets mark into recent with injuries and Horowitz, which is Ah, arguably one of the top venture capital firms in the world. And you know, he's had this kind of phrase that software eats the world, and it's been around kind of within the traditional kind of software space, right, tech, software, space, Silicon Valley area. But it's almost like we're finally starting to see it happen, right within the conservative medical device community. Right where software is maybe beginning toe, eat the world, so to speak. But no, But are you are you seeing the same trends you know, from your from your work as well that a I is maybe as hot as it seems to be kind of within kind of the media landscape.

Kyle Frye:   40:51
Well, I think it is getting integrated into every aspect of every company. You know, the robotic alien on actually Kyle came from a robotic company at one point, and you know, understanding the synthetic M R technology. It's just a huge enhancement over what the old capital companies can provide. So I mean, it's almost, you know, I hate to use the phrase no brainer, but I mean, it just is it's so logical that you can't walk away from you. Can't not expected to change our future.

Scott Nelson:   41:26
It certainly seems to be the case. I think the reason I asked that question around is a I overhyped cause if it is receiving a lot of attention. And I think sometimes it's easy to see, like allows the pendulum swung too far within, you know, a I. But to your point, Kyle, I mean, really, At the end of the day, this is all about software and algorithms. A. I can be kind of this abstract thing, you know, it's maybe, ah, is it hard? Understand what is the really what, like, what needs? Is it really solving? But I think that it's just it's just software. It's software and algorithms that are allowing whether it's in your case with synthetic amar or other capacities allowing greater efficiency, you know, faster, better maybe, since, um, case is bigger but definitely faster and better, you know, modalities, therapies, etcetera. So anything else to add Kyle there before we kind of get to the last three kind of rapid fire questions? No,

Kyle Frye:   42:13
no, no, no. I think I think I just want to go. Just a touch on again. Just more for your listeners out. Then we talked a little bit about the time versus how did we talked about length of time and things, but I would just say if you believe in what you want to D'oh, don't let someone tell you. You need to be at your job for X period of time. But you need to have these experiences in order to do it. You know, talent can trump that and push forward for that. I want people to know that I want your listeners to know that as well is that the market wants talent and they're gonna and they're going to drive to find those people in that Norbert, you know that's your job, right? If they find that talent and for you, I don't think you look now at Mike time somewhere you look at the talent and what that person could potentially bring to the table. And I can tell you have hired some of the most talented people that are now very high up in organizations. I can think of one guy I hired out and spoke in Washington that sold coffee. I didn't know the first thing about medical, and now he's a A an area vice president for a company doing extremely, extremely well. And it was because he had the talent in the motivation to come in to push forward and medical, and he kept pushing forward and so let talent driving. Don't let time do that piece starting in on a soapbox, but I just

Scott Nelson:   43:23
wanna make

Kyle Frye:   43:23
sure you're out of here. You're letting you know it's so critical

Scott Nelson:   43:27
that super good stuff and yet no promise. A good soapbox toe to stand on for sure, Norbert, any any follow up thoughts on Kyle's comment, considering especially this is this is your thing, man. This is your wheelhouse.

Kyle Frye:   43:38
Well, you know the thing that the takeaway again, you know, I think of like I could create a whole bullet pointed out line of takeaways, and it's being focused Personal growth. It's not standing in line, but it's also, you know, not having to work for a certain organization for a certain period of time before you take that next step, you know, get out of line. But the other thing I would say on the flip side of it is you know that the moves need to be strategic. You know, I get so many people who are making their moves solely about money solely about grass is greener syndrome. And you know, the, you know, you look at Kyle's moves, they have all exactly what he said, then explainable. They have all made sense. And so it's all about being strategic with those moves rather than just, you know, I'm making 1 80 I want to make 200. You know it and so many people get caught up in that that they get sidetracked and end up getting into a, uh, a bad situation. So I mean, wouldn't you agree with that count? Totally. Yeah, you've got 1000% agrees. If this is what you want to dio than you strategically put yourself in place to go to make that next move, Yeah, the, you know, making a move because you had a bad year making the move because you know you're at odds with your boss or things like that. Those aren't the Those aren't the strategic moves and frankly, those aren't the moves. But I would say or moved of someone that wants to be a leader wants to mature in their career. I think those are not well thought out decisions. So I I agree. You be thoughtful, right? I mean, it's, you know, writing something down, writing your gold down on what you want to do of the intra TJ about it. You gotta have a plan, right? And so that's really the people that want to continue to move, move up. There's always There's always those individuals that want to stay where they're at two, and that's that's great. But if you're making a move for you know money, you're kind of making the wrong move. You've got to make a strategic move based on where you want to be in your career.

Scott Nelson:   45:40
Those are really good thoughts, and I want to get to these last three rapid fire questions. But if you guys will allow me to step on a soapbox real quick, this stuff really hits home for me. because, like your first point Kyle, about, like, you know, talents and talent trumps time for me. And I know this is not meant. I'm going to be egotistical in any capacity at all. But like my I did not have a traditional, like medical device background when I first got out of the game. And Norbert knows this, you know really well. But I came from a little bit of ah, the gigs I had previously were in sales, but much more of ah, kind of they had more of like, I had more marketing chops, and I did sales chops, especially when it comes to direct response marketing. And I think me demonstrating that like through interview process and some of the kind of unique things and creative things that I did like you during the interview process, I think, help help shine some light on maybe the potential talent that I had. So I mean, you're comin about, you know, not letting time be a constraint. I think really, really is important for people to consider. Certainly rings true for me. But on the flip side, I think you're you know, you guys commenting about people making the wrong moves, and I have to have definitely made some wrong moves in my career, and and I I just like in retrospect, looking back some of the times, I think if I would have just stayed put and showed some humility like we discussed before, I probably would have learned like I would I would have learned that much faster, just stayed in that rolled, showed some humility and probably more and better doors had been It would have been open. And I think that's just important for people that are kind of may be considering making the making a wrong move are making a move for the wrong reasons. Like maybe it's time to, like, you know, kind of let go and show some humility. Stay put, you know, grind a little bit. And then, you know, maybe by demonstrating some of those you know, some of those different, you know, characteristics. Maybe some different doors will open up for us. So anyway, that's my soap box. I'll get off for a quick sec. You want I agree with you.

Kyle Frye:   47:28
No, no, no. I totally agree with what you're saying.

Scott Nelson:   47:31
Cool. All right. So it off my still box. Let's get to the last three rapid fire questions before we call right wrapped up by discussions like Rev in fire for 1st 1 Kyle, What's your favorite business book,

Kyle Frye:   47:41
though I've got I've got to I'm keeping a little old school with a red book of selling is a fantastic one for individuals. Just always go back and look at it. It's kind of an old school book, if you will. But it is one that just pill rings true everything

Scott Nelson:   47:55
that it says that I think it's getting better. Is it Jeffrey Gamer that wrote that? Yes, is not saying something like that. You can get about it.

Kyle Frye:   48:01
Yeah, Jeffrey. Yeah, yeah, it's Jeffrey Glimmers. Little Red Book is selling those. Check it out. It's an easy read. People that fails sometimes don't have the highest attention span. I'm one of them, and but it's easy to read throat. And then, for me, someone that's looking to become a leader or the leader is the Sales Boss book, which is by Jonathan Westman. I think it's a fantastic book that kind of just remind you about certain things of not letting you know, not managing people the same way. Something about you need to know the data. You need to know your business, right? Nobody should know the business better than you. And I think that's something that should ring true. And so those are two books that I that I love.

Scott Nelson:   48:41
Awesome. So little bit Little red Book of selling and then sales Boss. Those were the two favorite business books. Okay, next rapid fire question. Is there a mentor or business leader that either, like, currently inspires you are someone that's really stood out in the past?

Kyle Frye:   48:55
Yeah, So I have a, uh, some of that, you know, has inspired me in the past and inspires me now. And I talked with him, and I have a regular cadence call with him. You know, monthly. Sometimes more than that, we get together and mean Person is named Andy Oland. He actually wrote a book called The Trilogy of Yes, Try to throw a Little plug to him. It's a fantastic book, but I think it's more importantly is that it's important to have a mentor that is willing the best time in you and vice versa. So India was the guy that I bounce a lot ideas off of, and he's got a wealth of experience and has run large organizations and run, You know, the world by way of different companies. And so he's someone that give me some good perspective. And I love me to bounce ideas off of and someone that I can

Scott Nelson:   49:41
cool and last rapid fire question. If you could go back in time. Kyle, what would What's the one thing that you tell your you know, your 25 year old self

Kyle Frye:   49:51
So telling one thing is just bad, giving a similar the sails back on a dignity One thing. But what I would I would say is, is this is build your brand and create relationships up sideways and down is what I mean by that is, if your sales rep don't note a great relationship just with your boss the relationship with your boss's boss in your boss's boss, reach out. Put your name on the calendar toe. Have a one on one call with the VP of sales, even though you may be a sales of your regional manager. Put time on the books with the CEO of the company to have a monthly get together. These individuals all want to mentor. They all went to inspire. And frankly, they all talk about what? Their journeys. Right? And so build your brand every single day.

Scott Nelson:   50:37
That's really good stuff. Really good stuff. This has been an awesome discussion, e. I feel like, you know, I didn't know. I mean, I dusted off the mike, but it, like, you know, maybe it was you, Kyle, that you kind of like you. You made that that that transition and the, you know, re, uh, reinvigorating the men cider interviews. Pretty pretty easy. So I can't thank you enough for the conversation nor anything else you want to add before we wrap it up.

Kyle Frye:   51:00
No, no, I think we've gone back and summarized the hot points. Ah, a couple different times. So no, I think overall, this was very, very good.

Scott Nelson:   51:09
Cool. So? So it's Ah, it's Kyle Fry will link to synthetic m r in the show Notes for this interview at med cider dot com. If you're listening to this after the fact don't have access to the show notes. Just go to synthetic m r dot com. You can find a little bit more about Kyle's company just like Kyle Fry on LinkedIn. You can learn a little bit more about Kyle to fry spelled fr y e Kyle fries. So, Kyle, thanks Aton for joining us on the program. Really, really good conversation. Tons of insights there for people to take clean. So really, really appreciate your time. Fantastic. Thank you for the time in the questions and really just the conversation. Loved it and thank you. All right, everyone listening to met side of radio. Thanks for tuning in. Lots of really cool. Yes, no, What? Kyle's Kyle's were his the bar Quite a bit here, So I was gonna say lots of cool guests with hopefully hopefully similar similarly really, you know, good conversations, but what We'll see if they can, they can. They can, ah reach Kyle's game here So until until the next episode of of med cider hits your podcast app or maybe the maybe you're using the native one on your on your iPhone Until that next one hits everyone take care and jeers