Stuart Simpson shares an ambitious vision for advancing orthopaedic robotics through a fully open-platform model that broadens implant compatibility and strengthens value for customers. In this profile, he reflects on building a high-performing team, establishing a differentiated regulatory pathway, and pursuing bold growth milestones including profitability and a future IPO. He discusses the importance of aligning industry and academic medicine through structured collaboration, clear execution, and shared accountability. His perspective on leadership and AI emphasizes disciplined planning, focused execution, and creating space for success both inside and outside of work.
Leadership and Impact
If you had a magic wand and could permanently solve one of your company’s biggest challenges right now, what would that be?
If I had a magic wand, and could solve one thing, I would choose to have a full open-platform solution right now. We have Stryker, Zimmer and 8 other brands on our robot, but getting to 100% creates a powerful value proposition. It is our mission, and we will get there. If I could magically get there right now, I would!
Looking back over the past three years, what are the two most impactful things you have accomplished in your role?
Over the last three years, the most impactful thing we have done is to recruit a highly skilled, motivated and action-oriented team. The energy and culture within the team is infectious and noticed by customers and employees alike. This team knows how to build a successful robotics business and many of them have done it before. The other impactful thing we have achieved is a regulatory pathway to support the inclusion of all implants on our robotic platform. This was not easy and we have protected our method as a trade secret. It will enable the company to achieve the mission to become 100% open-platform and it will be difficult for others to replicate.
If you could perfectly execute the accomplishment of three goals for your company over the next three years, what would those goals be?
Looking forward, we have three ambitious and yet achievable goals. First, we will achieve our goal of 100% open platform within a year. Second, we will achieve cash-flow break even within 2 years. Third, we will have a successful initial public offering (IPO) and become a successful publicly traded company within 3 years. We look forward to ringing the bell at the NYSE.
The AOC and the power of the collective
How can the AOC better utilize its digital platform to support meaningful, efficient connections between industry and academic leaders, and to unlock the collective power of its membership?
AOC is uniquely positioned to connect industry with leading academic medical centers. Until now, most evaluation of important new technologies has occurred in community hospitals and independent surgery centers. The initiative, led by AOC, to connect industry and AMCs should lead to a shift going forward. It is more than a simple match-making effort. It is a process based on a shared commitment to efficient contracting and effective execution of projects. Participants are required to achieve agreed upon performance criteria.
The human side of leadership
What is your “superpower”, a skill or strength you genuinely love to use in your role and feel you are especially good at?
My success as a leader is based on two things which work together. First, my ability to communicate an ambitious vision and instill belief in the organization that the lofty goals are achievable. Second, my ability to create clear, step-by-step plans to achieve those goals. I have worked on this through my whole career. Most businesses fail either because the plan is wrong, or execution is poor. Sometimes both! It is important to commit to a plan and focus on the execution. If a leader doesn’t commit, the plan tends to change often and execution is uncoordinated. The skill is to focus but also to know when to step back and reassess. Building a successful business is hard, and at the same time very rewarding.
When was the last time someone told you they were proud of you for the work you do, either at work or at home, and what was that about?
One of the hardest things I have learned is to not let my business define me. I have learned to make time for my loved ones and activities outside of work. Nothing gives me more satisfaction than my family recognizing that I show up for them today in a way that I didn’t in my earlier career.
Reflection and perspective
If you could go back and give yourself one or two pieces of career advice earlier in your journey, what would they be?
I was obsessed with my career and focused on it to the exclusion of family, friends and other activities. Today I spend a lot more quality time with my wife and two daughters. I also play golf and tennis with friends. I feel like I am freed from the obsession of chasing a career and, interestingly, I’m probably more effective as a business leader as a result. I wished I had learned this lesson earlier in my life. But at least I got there!
How do you think AI will meaningfully change your role, or the way your company partners with academic medicine, five years from now?
The next phase of development for me includes AI. I am quite intimidated by it because I don’t really understand it. But I do see AI agents making processes and projects easier, more efficient and more repeatable. An AI tool would for sure make the industry-AMC projects more effective. I see opportunity for AI to improve plans and support focused execution.
Just for fun
What is your go to favorite meal?
My favorite food is tapas. I love sharing small plates of things with family and friends. I like to try a bit of everything.
If you could binge on any fast food and be guaranteed not to gain any weight, what would it be?
It would be ice-cream. I love all varieties of ice-cream from a single (or double) scoop, to affogato, to a full-on sundae with all the trimmings.
If you were snowed in for a weekend and could binge watch one TV show, what would you choose?
I would choose Breaking Bad, The Sopranos or 24.