Scaling from First to Second-Generation Products | featuring CEO Ramin Mousavi

The latest episode of the MedTech Snapshot podcast delivers precisely what its name promises: a concise, laser-focused discussion on a single critical question. In this episode, Travis Smith, Managing Director of Square-1 Engineering, interviews Ramin Mousavi, CEO of CathWorks, who shares invaluable insights on scaling medtech products from their first-generation iteration to a second-generation launch. Packed with practical lessons and thoughtful reflections, the episode highlights key considerations for early-stage OEMs transitioning beyond their initial commercialization phase.

Having navigated the transition from first- to second-generation product development at CathWorks, Mousavi shares three core lessons learned. These takeaways serve as an actionable blueprint for other startup leaders embarking on similar journeys:
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1. Document Decision-Making
Mousavi emphasizes the importance of institutionalizing the decision-making process, particularly when compromises are involved due to time or resource constraints. He advises: “Even if you made a decision that you had to make a compromise because time was more important than cost, [it’s] important to have that documented somewhere so you know why you made the decisions that you made.”

This practice can provide clarity and alignment as teams scale and products evolve. Crucially, it establishes an organizational memory that can be referred back to during critical moments.

2. Leverage External Expertise
Navigating the complexities of second-generation development requires startups to acknowledge their limitations. Mousavi notes that small teams can’t be subject matter experts on everything and should embrace collaboration: “It is almost impossible as a startup for you to be the subject matter expert of everything you’re trying to do... we are learning the benefit of being able to leverage the expertise that exists around us.”
In practical terms, this could mean engaging third-party partners, consultants, or industry veterans to fine-tune processes, scale efficiently, and ultimately, bridge gaps in knowledge. For OEMs who lack deep experience in certain areas, leaning into the expertise of others could save time and resources while reducing risks.

3. Plan for the Product Lifecycle
Perhaps the most poignant lesson Mousavi shares revolves around lifecycle planning—an often-underestimated element of long-term medtech success. He reflects: “Now it is not as easy to go and say, we're going to come with a better version, and we're just gonna go upgrade everything that's in the field. It costs a lot of money.”

Startups can no longer afford to undermine the financial and operational costs associated with revisions, updates, and field upgrades once products are in market. Mousavi acknowledges that during earlier years, he personally undervalued this factor, stating, “I actually was a person who would say that, oh, 50 fixes down the road, we’ll just put the new one in. Well, it’s a lot of money that’s associated with that.”

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