Name and how long you have been in the industry
My name is Diane Geddes, (past owner and CEO of RepairMED ).
I have been part of the HTM industry for well over 20 years. I have a clinical background as an ARRT/RDMS in radiology from the early 80s. I was fortunate to have become introduced to the world of HTM and after-market depot repair in support of imaging equipment in 2002.
How did you get into the industry? Anything that drew you in?
I was introduced to the medical multi-vendor after market industry while attending an imaging conference back in 2002. At that time, after market ultrasound probe repair, and depot repair in general for imaging equipment had just begun to be an option. I felt like “a curtain was lifted” as I had the opportunity to see for the first time, and to become part of a very important segment of the medical equipment world that I previously had not been aware of, although for many years, I was the end user touching and using the devices.
What milestones or contributing factors helped elevate you to where you are today?
By working with companies like Sonora Medical, Echoserve, Unisyn, GMI, Armark/ Remedpar, and ultimately starting my own depot company, I learned how to make an impact across a diverse base of people responsible for ensuring medical equipment was not only available to use, but especially safe, per manufacturer recommendations. I was fortunate to work with some great companies and leaders in those early days. Those business leaders impacted my perspective, and my purpose greatly. I will always feel fortunate to have worked with some of them, and happy that some of those are still providing great leadership with companies in this industry today. I also learned a lot by supporting the state and local biomed/ HTM organizations. I was VP of the Kentucky Association of Medical Instrumentation when KAMI was just becoming a dynamic and a strong resource for its members. I learned greatly from the board and members that participated in those meetings.
I saw manufacturers taking advantage of hospitals, so I learned about ways to support healthcare institutions with cost savings, training, and significant options that as a clinical end user was never previously made known. All those experiences translated into a passion to do the right thing and bring or offer the best I could to support what became known as Healthcare Technology Management. Back then, the departments supporting this space were simply known as “Biomed” or Clinical Engineering. Then as technology became more complex and evolved, the industry embraced the idea of HTM as the term inclusive of and relating to medical equipment and technology.
What roadblocks did you have to overcome?
There definitely was a learning curve as one of a small handful of women during that time. As corporations set high sales expectations and some not so ethical players would do whatever they could to outsmart or outwit their competition all for the sake of the mighty dollar, I learned very quickly to always be on my toes. But more than anything else, building trust with your customer base and consistently delivering on a commitment stood for more than any sales pitch could ever could.
What do you feel makes a great leader in this industry?
Today leadership has a responsibility to remember that their actions and direction influences others in ways that they may not realize. Good leadership should not be inward facing but look to serve and identify the cause and purpose for which they stand. All companies want to be successful, but from my perspective real success is not necessarily measured in EBITDA.
What advice to you have for the other women in HTM?
I would encourage any women in the HTM industry to remember to be genuine, forthcoming, and supportive first and foremost. Never be afraid to speak up, even if it makes you a little uncomfortable. Promoting goodwill is always better than promoting yourself. Stand strong and firm in your beliefs, have accountability, and be willing to step outside your comfort zone if need be.