Smith & Nephew Sr. VP
Alain Tranchemontagne: The Five Principles
Smith & Nephew Sr. VP
For more than 25 years, Alain
Tranchemontagne has spent his career
driving success for some of the biggest
names in the medical device sector of
healthcare. Through stints at Ansell
Healthcare, Covidien and now Smith &
Nephew, he has navigated positions in
sales, marketing, general management,
strategy and commercial development.
At Smith & Nephew, he is currently responsible for
MarCom, DTC, SEO, tradeshows, pricing, contracting, surgeon education, sales rep training, commercial excellence, surgeon-led innovation, grants,
fellowships, professional affairs, employee trust, risk
management, several customers, and he chairs the
Andover facility for the $2.5B business.
At a large and successful company, with competition
from the likes of J&J, ZimmerBiomet and Stryker,
how much upside can you achieve? In Alain’s case, a
Three years ago, the company had decided on a
significant restructure. It wanted to integrate its various businesses, which include adult reconstruction,
robotics, sports medicine, trauma and extremities,
advanced wound management, and ENT, into a single U.S. entity. The objectives: to accelerate growth,
deliver efficiencies, and de-risk the business.
As of November 2018, Smith & Nephew released its
Q3 results. The U.S. business would deliver another
quarterly sequential improvement and its highest
growth in many years.Representing half of Smith
and Nephew’s revenue, the U.S. performance was
critical to meet analyst expectations.And it did.It
lifted the stock almost 8% in a single day, setting
expectations for future performance.
What kind of leadership do you have to provide to
achieve results like that?
Like many successful leaders, Alain has articulated
certain key principles that work together to create
and maintain success.
1. Create a culture of accountability
Alain told us “Most people asking for accountability
mean ‘get rid of someone who presumably failed to
deliver.’But all this exhibits is a situation of failed
accountability. If individuals are to be accountable,
they need the engagement and support of the company. How do you teach employees to measure their
own progress, be empowered, and take responsibil-