MedTech leaders read this blog because the cost of getting senior technical leadership wrong is no longer abstract. It shows up as delayed launches, regulatory friction, architectural rework, and teams that slow under pressure. This blog exists to help CEOs, boards, and CTOs recognise leadership risk earlier, while it is still possible to correct.
Each article is written to clarify where blind spots form in regulated technology environments, translate technical and regulatory complexity into clear leadership decisions, and reduce the hidden cost of delayed judgement. If you are responsible for a MedTech roadmap, this is a place to think clearly before urgency removes that option.
Harun Rabbani works with MedTech founders, CEOs, and boards to secure rare technical leaders who integrate engineering, regulation, and clinical reality into a single system of decision-making. His focus is not volume recruitment, but reducing leadership risk at the point where decisions become irreversible.
Before advising on talent, Harun spent years inside the medical devices and surgical endoscopy world with organisations including Olympus KeyMed, Gyrus International, and Microsulis. He later placed highly technical and PhD-level talent into biotech and pharmaceutical environments. Alongside his advisory work, he speaks on leadership consequence and risk ownership, helping organisations build Titan teams that can withstand scrutiny, move decisively, and scale with confidence.
Harun Rabbani 