As we move into February, it’s remarkable how quickly things are evolving in the Spine market. In just over a month, we have been confronted with two significant pieces of news involving major competitors: Stryker and Globus Medical. As many of you know, Stryker sold its Spine business to V.B (Viscogliosi Brothers) just two weeks ago, and more recently, Globus Medical acquired Nevro Corp.
While browsing the internet and LinkedIn today, I came across an insightful post by Jameil ‘Jay’ Pendleton on 12 things to know about Musculoskeletal (Feb 2025). His thoughts, combined with the recent developments we’ve witnessed, have prompted several reflections that I’d like to share, particularly regarding the future of many professionals working in the Spine industry.
Are you secure in your Spine company?
It depends on you, but if you’re doing nothing, it’s clear that you’re not secure. The consolidation of this market is happening, and it will continue. We’ve witnessed several unexpected changes in a short period: Stryker’s sale, Nuvasive’s acquisition, Johnson & Johnson’s decreasing involvement in the market, Zimvie’s sale, the founding of Highridge Medical, and Seaspine’s sale to Orthofix, among others. Given all these shifts, no one can be sure that they won’t be bought or sold tomorrow. The only thing you can control is to be the best professional you can be—maintaining strong relationships and staying up to date with the evolving requirements of your position.
What skills are necessary for present and future roles?
Digitalization, management tools, and technology are key. While the significance of each may vary depending on your role, all are undeniably important. If you’re in management or a leadership position in product or sales, mastering digital management tools is essential. You must also pay attention to the growing demands for profitability-based management and the increasingly pressing need for accurate sales forecasting.
As a salesperson, embracing technology is crucial. The market is gradually shifting from a commoditized approach to spine implants to one that differentiates through technology—such as robotics and imaging. Falling behind on these technological tools could soon leave you out of the game. As Jameil pointed out, salespeople managing large, unspecialized territories are becoming obsolete in favor of those who specialize in specific regions, products, and technology.
What is unlikely to change anytime soon?
The four fundamental keys to the spine market remain: Product, Service, Training, and Relationships. While technology heavily impacts the first three, one thing that will not change is the importance of relationships. Sales reps can only effectively influence the market and identify opportunities and threats through proximity to the customer and access to reliable information. Today, it’s often claimed that relationships are no longer as important—but they are, and they will remain so for a long time. This makes relationships the most valuable asset a salesperson can have, and they should never be neglected.Aim to sell based on the service you provide, not just the product!
What should never be neglected too?
Service is the one thing that should never be overlooked. Many large companies struggle with this because providing exceptional service isn’t easy. The spine industry demands presence in the operating room—ensuring that everything runs smoothly and, when things go wrong, staying focused on finding solutions, and making sure the product is delivered on time and in the right form, which is not easy for a large company that seeks to standardize everything. This challenge faced by larger companies has led to an increase in independent distributors who are more agile and can provide faster solutions. This shift is significant for salespeople because it could result in a reduction of direct networks in favor of distributors or agents. One must be prepared to adapt and seize the new opportunities that this shift might bring.
Finally, the spine market is not just any market.
Spine surgery is demanding, with surgeons requiring products that involve a great deal of knowledge, training, and skill. We are part of a critical chain that improves the lives of patients, surgeons, and operating room nurses. It’s not just about money and sales—it’s about contributing something meaningful to society and to others. Doing our job well not only gives purpose to our efforts but also helps improve the world around us.
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