Their choice to use a three-screw design has been validated, says Viscogliosi. “More than 45 companies have copied our cervical and lumbar designs.”
Centinel’s latest success involves the initial cases of its STALIF FLX™ Lateral Lumbar Integrated Interbody System, part of the FLX Platform of 3D-Printed All-Titanium Interbody devices. The zero-profile device features integrated compressive lag screws and is indicated for use at one or two contiguous levels with both autograft and/or allogenic bone graft.
“The FLX technology involves eight products, including cervical and lumbar devices and one 510(k) submission. We spent a significant amount of time looking at internal bone structure and interfaces and designing the FLX products. The company took one year to do additional research before we started designing the products. Our FLX products are structurally different from those of our competitors…ours very closely resemble bone.”
This comes on the heels of a lot of “firsts” says Viscogliosi. “Centinel had the first stand-alone devices, was the first company to get approved for stand-alone devices in multiple levels in spine, was the first to receive indications for allograft and autograft and was the first company with a posterior cervical system that was awarded FDA approval for posterior lateral mass screws.”
“You’ve lost your mind.”
Asked about the definition of successful leadership, it’s immediately clear that this is something Viscogliosi lives and breathes. “The most important thing is to balance clear direction and the empowerment of the group/team to think differently and think proactively. When you start stifling creativity and making things too structured or rigid then that takes away people’s creativity or their ability to be creative. They must be able to innovate without fear.”
Sometimes, says Viscogliosi, the “magic touch” of management doesn’t involve touch at all…it means being “hands off.”
“For example, when we acquired prodisc® from J&J we had 30 employees; we brought in an additional 70 within the year. But the important point is that no more than two people from any one organization were hired because that would help ensure diverse thinking. People put themselves in boxes…my job is to stimulate them to think outside of the box.”
At one point, Viscogliosi was pondering the following over his morning coffee: How do we get eight product families, including cervical and lumbar, in one 510(k)? “People were afraid to execute on this. My Product Team actually told me, ‘You’ve lost your mind.’” I said, “We’re still going to do it so let’s look at the risks and benefits. And if it doesn’t work, we can always do it in separate pieces later.’ There is always a solution.”
