Kevin Brothen, U.S. President of OrthoSolutions Group,
Kevin Brothen, U.S. President of OrthoSolutions Group

When an established medical-device company considers its next stage of growth, new products, acquisitions, and technology may seem like natural places to begin. For Kevin Brothen, U.S. President of OrthoSolutions Group, his experience suggests that the foundation may come earlier: the people responsible for bringing those ambitions to life. His perspective places talent, culture, and leadership at the starting point of the company's next chapter.

OrthoSolutions brings more than two decades of experience in specialist foot and ankle orthopaedics, supported by a longstanding U.K. heritage and an established presence in the U.S. When Brothen joined at the end of 2024, his focus turned toward developing the U.S. operation into a more distinct part of the organization, with greater emphasis on its people, infrastructure, and place in the American market.

"Interestingly, I didn't initially set out to lead the U.S. operation," Brothen shares. "I was asked to develop a strategic plan, and that work subsequently became the playbook I use to guide the business." His background in professional football offers a natural connection to that idea. Having played in the NFL and later spent decades in orthopaedics, he has experienced environments where preparation, communication, accountability, and collective performance can influence how a team functions.

That perspective appears to have informed an early emphasis on rebuilding the organization itself. According to Brothen, experienced sales talent was brought in, sales leadership was strengthened, medical education received dedicated leadership, and operational responsibilities were reinforced. He adds that distributor relationships and connections with surgeons and key opinion leaders also became important parts of the effort. For Brothen, the people surrounding a business can determine how effectively its strategy translates into action.

His thinking about culture draws from another part of his sporting experience: working under renowned coaches. "Those experiences have shaped my views on motivation, communication, accountability, and the value of individuals who understand their responsibilities within a larger team," Brothen remarks. He has also looked to former athletes and military personnel when building teams, citing their familiarity with discipline, performance expectations, and execution.

Once the organizational foundation began developing, product activity could expand alongside it. OrthoSolutions specializes in foot and ankle surgery, working with surgeons and development engineers to create implants and instrumentation for a range of clinical needs. Its portfolio includes plating systems, screw systems, fusion technologies, and patient-specific 3D-printed solutions. The company's emphasis on collaboration and evidence-based development provides a framework for connecting engineering capabilities with clinical experience.

Brothen's strategy also appears to have expanded the definition of product development. Alongside internally developed products, the company has explored licensed technologies, distribution arrangements, private-label opportunities, and acquisitions. This broader model may give the business additional ways to develop its portfolio while responding to areas of clinical interest.

Programs provide another part of that equation. Medical education, surgeon training, clinical outcomes research, evidence-based product development, and distributor engagement can help connect a device with the knowledge and support required for its use. OrthoSolutions views surgeon-led education and clinical collaboration as important elements of its work, reflecting the idea that medical technology gains meaning through the professionals who apply it in practice.

That broader infrastructure also influenced the decision to move the U.S. operation to Nashville. "The relocation represented an opportunity to support recruitment, medical education, and the company's wider U.S. infrastructure," Brothen states. With a new location alongside new personnel, products, and programs, the organization could establish a different platform for its American activities.

For Brothen, reinvestment forms another link between these elements. Revenue generated through the business can support further hiring, product development, education, and innovation. Stronger products may create additional opportunities to attract talent and engage distributors, while further growth can provide resources for subsequent development. The resulting cycle can be described simply as people, products, programs, growth, reinvestment, and innovation.

The wider medtech landscape provides a useful context for this philosophy. Technologies such as 3D printing are opening possibilities for patient-specific implants, while outcomes data and evidence-based medicine continue to receive significant attention. OrthoSolutions has also expanded its capabilities around patient-specific solutions, including 3D-printed total talus implants and cages for complex cases. Brothen has described speed of delivery as an important consideration in this area, particularly when surgeons are dealing with unexpected trauma.

Specialization further informs the company's perspective. By focusing specifically on foot and ankle care, OrthoSolutions can devote its resources to a defined clinical community and maintain ongoing dialogue with specialist surgeons. Brothen notes, "My role is one of continual learning from key opinion leaders and trusted advisers."

That humility connects back to the philosophy that began the U.S. transformation. For Brothen, leadership appears to start with assembling people who can contribute expertise, accountability, curiosity, and energy. From there, products can respond to clinical needs, programs can support their adoption and understanding, and reinvestment can create room for further innovation.