In this episode recorded live at LSI Dana Point, Etienne Nichols sits down with Ed Muzio, author of Iterate, to explore how iterative management helps MedTech companies move faster as they scale. Muzio breaks down the pitfalls of traditional management—including siloed execution and backward-looking metrics—and offers a proven alternative grounded in over 70 years of research.

With real-world analogies, like orchestras and dashboards, Muzio explains how leaders can create alignment, drive faster decisions, and unlock collaborative problem-solving by focusing on the future instead of the past. Whether you're part of a startup or an established MedTech firm, this episode delivers actionable strategies to help your team iterate with purpose.

• [00:01] Introduction and sponsor message from Greenlight Guru
• [01:13] Meet Ed Muzio and the premise of Iterate
• [03:15] Why most management meetings don’t drive real action
• [06:40] The “Alice” video case study and how it exemplifies iterative management
• [11:50] Common objections and barriers to implementing iterative processes
• [17:00] Using forward-looking data instead of status updates
• [22:08] MedTech example: anticipating 510(k) review delays
• [29:15] Making decisions early to gain planning time
• [34:20] How to get started if you’re a small or early-stage company
• [37:40] Cultural barriers in iterative team models
• [41:20] Handling matrixed environments and CEO-level priorities
• [47:10] Why clarity of decision-makers matters in early teams
• [51:45] The biggest mistake mature companies make in team meetings
• [55:05] Final advice: focus on behavior, not buzzwords

These quotes challenge conventional meeting norms and emphasize a proactive mindset crucial to success in fast-moving MedTech environments.

1. Backward-looking metrics kill momentum. Most leadership teams spend meetings reviewing past progress. Instead, focus on forecasting future outcomes and addressing variances before they become problems.
2. Accountability must be systemic, not personal. A team can only normalize issue-raising if the entire culture shifts to expect it—making it safe and standard to surface concerns early.
3. “Succeed or fail together” breaks silos. When departments align to shared goals, cross-functional collaboration becomes natural. Incentives that isolate progress undermine execution speed.
4. Don’t vote—decide. In small teams, designate a clear decision-maker and avoid democratic processes that lead to politicking instead of clarity.
5. Adopt flexible systems over rigid charts. Org charts don’t reflect reality. Iterative management embraces the messiness of matrixed teams and adapts meetings and collaboration structures fluidly.