Todd Taber

About

I'm a medical device R&D leader with 15+ years directing complex, cross-functional initiatives in regulated environments, focused on Class III implantable and combination devices. I understand innovation from concept through commercialization, including the global launch of the Clareon IOL family (70+ countries) with Alcon's AutonoMe automated, preloaded delivery system, and I have built and scaled teams in both global, publicly traded organizations and privately held, growth-stage startups.

I combine hands-on technical expertise (25 granted US patents) with leadership experience across ophthalmology, orthopedic implants, wound care, and electromechanical device development. My background is mechanical engineering (BS and MS from the University of Oklahoma, plus an MBA from Indiana University's Kelley School of Business), and I still think like an engineer even though most of my time now goes to building and running teams.

• Technical program leadershipLed 10+ concurrent projects through development across implants, disposable equipment, and packaging systems. Set scope, deliverables, risk management strategy, technical expectations, schedules, and accountability for vendors, consultants, and engineering partners through a stage-gated process.
• Budget and resource managementOwned up to $10M in annual R&D operating budget and cumulative $20M in CAPEX, including headcount, hiring and compensation planning, as well as direct and indirect project budgets.
• Organizational scale and talentLed up to 25 direct and indirect reports while growing R&D and product-design organizations at both Osteal and Alcon. Recruited and mentored multidisciplinary program teams including mechanical designers, biomedical engineers, human factors experts, and clinical scientists. Promoted and coached multiple engineers into successful people leaders and built an R&D rotational program used to attract and retain talent.
• Governance and change managementBuilt the Core Team operating model at Osteal to align stakeholders, escalate risk, and give each sub-team clear ownership. I have also managed teams through multiple growth and contraction cycles, which has meant managing project cancellations, multiple global reductions in force, and performance-based departures, alongside the hiring and promotion decisions that come with growth.

I'm particularly interested in the transition from individual contributor to technical leader to organizational leader, and in how R&D leaders create leverage rather than simply taking on more of the work themselves.

Experience

Highlights

Patents

Inventor on 25 granted US patents across intraocular lens delivery systems, surgical implant delivery, and wound care devices.

Skills

Education