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What Makes a Medtech Company Investable?

What Makes a Medtech Company Investable?

Interview with Neuros Medical CEO David Veino

About the Guest

David Veino is the President and CEO of Neuros Medical, where he joined as Chief Operating Officer in 2018. With over 30 years in medtech, he previously held senior commercial leadership roles at Cardiovascular Systems (CSI) and Stryker, and helped grow CSI's coronary and peripheral business from approximately $50 million to more than $250 million in annual revenue while leading key amputation-prevention initiatives. David also serves as a private equity advisor with Sectoral Asset Management.

Interview Summary

Neuros Medical is a company developing therapies for chronic post-amputation pain. David Veino joined the company as Chief Operating Officer in 2018 before becoming CEO in 2023, bringing decades of commercial leadership experience from Cardiovascular Systems (CSI), Stryker, Globus Medical, and other venture-backed medical device companies.

Approximately 2.5 million people in the United States live with lower-limb amputations, with roughly 230,000 major lower-limb amputations performed each year. About 80% of amputees experience chronic post-amputation pain, yet treatment options have historically been limited, with many patients relying on opioids. David notes that 40% of these patients have already tried four or more therapies without success, and many experience depression, anxiety, and suicidal ideation.

Neuros developed the FDA-approved Altius Direct Electrical Nerve Stimulation System, a fully implantable, on-demand neuromodulation therapy for phantom limb pain and residual limb pain. Activated by patients only when needed, the system blocks pain signals before they reach the brain. 

Founded in 2008, Neuros completed its first-in-human study in 2012 and concluded its IDE PMA pivotal trial in 2021. The company has since received FDA approval, secured Category I CPT codes, completed a $56 million Series D financing in 2025, and commercially launched Altius in early 2026 as it expands adoption of its non-opioid therapy for chronic post-amputation pain.

Top Takeaways

  • Build your commercial strategy around the patient journey. Before identifying your target customers, map how patients reach your therapy — from diagnosis and referral through eventual treatment. The stakeholders who influence that journey aren't always the clinicians using your technology. Understanding where patients enter the system, who influences referrals, and which stakeholders to educate upstream helps build advocates for your therapy throughout the care pathway.

  • Novel therapies demand gold-standard clinical evidence. This means making deliberate decisions across every aspect of the study — from using rigorous controls like active shams and double blinding to setting ambitious primary endpoints, robust secondary endpoints, selecting experienced trial sites, and investing in the people needed to educate and enroll patients. The goal isn't simply to complete a pivotal trial, it's to generate the breadth of evidence needed for regulatory approval, reimbursement, and commercial adoption.

  • Investors fund companies they perceive as scalable. Novel technology alone rarely makes a startup investable. Investors look for a significant unmet need, runway beyond the initial indication, platform expansion opportunities, ease of use, commercial readiness, reimbursement, and healthcare economics. Together, these factors determine whether a promising technology can become a scalable business.

  • Your pitch should leave investors wanting another meeting. A great pitch helps investors quickly understand the problem, the market opportunity, how your technology addresses both, and why your team is positioned to execute. Tailor your story to the stage, investment focus, and background of each investor. Aim to tell your story in about 20–25 minutes, leaving enough curiosity to earn the next meeting.

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Sponsors

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