Jay's Role in This Company
Not a Rep. The Architect.
Jay's value is not a list of surgeon contacts. It is fifteen years of knowing how to build a medical device sales organization that actually wins. He understands rep compensation structures, physician training and OR support requirements, the operational infrastructure a sales org needs to succeed in this market, where the pain points are, and where the opportunities are that most people never see. He co-owned the Arthrex territories covering Houston, Austin, and San Antonio, three of the largest metropolitan markets in Texas. He left on his own terms and has been waiting for the right vehicle. This is it.
Jay's Mission on May 12
Establish the Commercial Engine Exists
Jay's job in that room is to show Daniel that the sales organization this platform powers is not theoretical. Jay has built one. He knows what it takes: the people, the compensation, the training, the OR support, the territory structure. Daniel has great IP and no commercial path. Jay is the commercial path.
Pre-Meeting Preparation
What Jay Is Pulling Together
Based on what Jay built and ran at MEDINC across Houston, Austin, and San Antonio: a full org structure from EVP down through area VPs, Directors of Medical Education and Operations, 17 territory Directors statewide, Area Specialists, Sales Reps, Sales Specialists, and Sales Associates. The hiring sequence for LoxaNova across all three growth stages has been defined and documented.
✓ Submitted May 6, 2026. Incorporated into Commercial Org page.
Jay lived inside a major medical device commercial organization 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, such as materials management quirks, GPO compliance requirements, and 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 fits the 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.
The step-by-step hiring sequence from the DFW pilot through the full national build has been documented. Sales Specialist and Associate in DFW first, then the same pattern in Houston and Austin/San Antonio with a State Sales Manager, then a National Sales Director to lead the national expansion. Educational-driven and analytics-targeted at every stage.
✓ Submitted May 6, 2026. Incorporated into Commercial Org page.
Jay spent years inside the Arthrex organization 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.
MEDINC Blueprint · Jay's Reference Model
The Org Structure That Proved It Works
This is the commercial structure Jay built and operated at MEDINC across three Texas markets. LoxaNova is not copying it wholesale. The model is being adapted for an educational-driven, analytics-first sales force starting with a lean Stage 1 team. The full structure below is where this is heading.
Executive
EVP
Overall sales strategies, medical education schedules, and sales budget. Jay Vaught owns this at LoxaNova.
↓
Regional: Area VPs
VP Houston
Sales strategy, budget, and hiring quotas for the Houston area.
VP Austin
Sales strategy, budget, and hiring quotas for the Austin area.
VP San Antonio
Sales strategy, budget, and hiring quotas for the San Antonio area.
↓
Operations and Education
Director of Medical Education
Lab and training agendas and execution. Drives the educational-first culture.
Director of Operations
Companywide inventory analysis and management. 2 to 3 inventory specialists per area.
↓
Territory: 17 Directors Statewide at MEDINC
Director of Sales
Day-to-day coordination and sales in their territory. Reports to area VP.
Area Specialist
Sub-specialty sales in each area. Reports to area VP, works daily with Directors.
↓
Field
Sales Representative
2 per territory. Drive daily OR sales and case coverage.
Sales Specialist
1 per territory. Distal extremities sub-specialty focus.
Sales Associate
1 per SR. Day-to-day sales and case coverage. Pipeline for promotion.
LoxaNova Hiring Sequence
How We Build From Here
Three stages. Each stage repeats the same core pattern, Specialist plus Associate, before adding a management layer. Educational-driven at every level, with Michael's analytics stack identifying the right surgeon targets in each new market before a rep ever walks in the door.
Stage 1: DFW Now
Sales Specialist + Associate
Step 1
Hire Sales Specialist for DFW. Reports sales, surgeon feedback, and hurdles to executive team.
Step 2
Hire Sales Associate alongside. Positioned for larger role as market expands. Repeat as needed.
Stage 2: State of Texas
Houston + Austin/SA + State Mgr
Step 1
Add Sales Specialist in Houston and Austin/SA. Each trains with Daniel in Dallas before deploying.
Step 2
Hire Sales Associate in each new market following the DFW model.
Step 3
Hire or promote a State Sales Manager to coordinate across all Texas markets.
Stage 3: National
National Director + Expansion
Step 1
Hire or promote a National Sales Director to own expansion strategy beyond Texas.
Step 2
Repeat prior hiring steps in each new region. Same sequence, same educational-first approach, analytics-targeted from Michael's stack.
Suremka LLC · What We're Actually Selling
The Portfolio in Plain English
This matters for your Texas pitch. The Suremka portfolio is not a broad orthopedic implant play. It is surgical access and instrumentation, specifically cannula technology across three generations with US and European coverage. Every arthroscopic procedure requires a cannula. That means every arthroscopic surgeon in Texas is a potential target. The commercial story is volume, not niche.
Core Technology
Retractable Cannula System
Three generations of issued US patents (2014, 2019, 2020) plus European coverage in UK, France, and Germany. This is the flagship. Three generations means Daniel has been iterating and improving over time, not a one-trick patent but a patent family with depth.
Supporting Technology
Deployment, Compression & Suture
Four more issued patents across deployment apparatuses (2023), graft compression system (2023 + newest 2025 CIP), and a knotless suture shuttle pending. These round out an arthroscopic procedure toolkit, not just a single device.
Target Surgeon Profile for Texas Pilot
Based on the portfolio, the right early adopters are arthroscopic specialists: surgeons doing high volumes of shoulder (rotator cuff, labrum), knee (ACL, meniscus), and hip arthroscopy. These procedures all use cannulas. A surgeon doing 200+ arthroscopic cases a year is a meaningful target. Sports medicine orthopedic surgeons at major hospital systems and ASCs in Houston, Austin, and San Antonio are the sweet spot. Trauma surgeons and spine surgeons are not the audience for this portfolio.
Deadlines That Affect Commercial Timing
June 30, 2026: European patent maintenance ~$2,250. If Daniel lets these lapse we lose UK, France, and Germany coverage before we've had a single commercial conversation with a European acquirer or distributor.
July 15, 2026: Oldest US cannula patent maintenance fee $3,528, non-extendable. Decision in progress and flagged for Daniel.
These are not Jay's decisions to make, but Jay should know they exist because they affect the acquisition story. Letting patents lapse before a transaction is a negotiating loss.
