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Top Talent Accelerant

We help our clients locate and place Impact Players, that 20% of the available workforce who make 80

Every day at Top Talent Accelerant, we help our clients locate and place Impact Players, that 20% of the available workforce who make 80% of the impact on your business. They bring more than skill, they bring energy and passion, and their effort doesn't end just because the day has. As part of MRINetwork™, Shurig Solutions is affiliated with one of the world's largest recruitment and placement organizations, approximately 600 offices worldwide. Our Accelerated Recruitment™ approach brings together the right combination of scale, expertise, and methodology to match each client's specific needs.

02/17/2026

Interviews shouldn’t feel like interrogations.

They should feel like a conversation over coffee.

In high-level MedTech hiring, the strongest interviews flow naturally. There’s balance. There’s exchange. There’s clarity.

When a hiring manager dominates the conversation, it’s not always a dealbreaker — but it can be a signal. A signal about leadership style, communication patterns, and how decisions are made internally.

While candidates can’t control the structure of an interview, they can guide it.
They can:

• Reposition questions thoughtfully
• Clarify assumptions
• Close with intention
• Read behavioral cues
• Adjust based on who is in the room

Understanding human behavior in interviews is just as important as understanding the role itself.

And at the executive level, the interview isn’t about impressing.
It’s about alignment.

For MedTech leaders and candidates alike, the real question is:

Does the conversation reflect how we’ll actually work together?

02/13/2026

Darwin Shurig

02/13/2026

In MedTech, speed isn’t about rushing.

It’s about respect.

In today’s market, top-tier talent doesn’t wait around for internal debriefs to catch up. If a company needs a week to gather feedback after an interview, the strongest candidates are already moving forward elsewhere.

Not because they’re impatient — but because they’re in demand.

At the senior levels of MedTech, hiring inefficiency sends a signal. It suggests misalignment, slow decision-making, or lack of internal clarity. And for experienced leaders, those signals matter.

The organizations attracting high-echelon talent aren’t necessarily the biggest or the most well-funded.

They’re the ones that:

• Gather feedback in real time
• Align hiring managers quickly
• Close decision gaps without delay
• Move with intention, not bureaucracy

Efficiency in hiring isn’t about speed for optics. It’s about leadership discipline.

When feedback loops are tight and communication is immediate, momentum builds. And in competitive markets, momentum often determines who earns the yes.

For MedTech leaders, the question isn’t whether you can compete on compensation.

It’s whether your hiring process reflects the level of decisiveness top talent expects.

02/12/2026

𝑾𝒉𝒆𝒏 𝑯𝒊𝒓𝒊𝒏𝒈 𝑺𝒑𝒆𝒆𝒅 𝑸𝒖𝒊𝒆𝒕𝒍𝒚 𝑼𝒏𝒅𝒆𝒓𝒎𝒊𝒏𝒆𝒔 𝑸𝒖𝒂𝒍𝒊𝒕𝒚

In MedTech, “urgent hire” has become one of the most common phrases in leadership meetings.

And sometimes, urgency is real. Markets shift. Funding timelines compress. Regulatory milestones don’t move.

But more often than we admit, urgency in hiring is a symptom, not a strategy.
It’s a sign that something upstream wasn’t aligned.
A leadership gap left unattended.
A succession plan that never existed.
A team stretched thin for too long.

Speed feels productive. It creates motion. It reassures boards and investors that action is being taken.

But hiring without clarity doesn’t solve instability; it transfers it.

I’ve seen organizations move quickly to fill a role, only to spend the next 12 months recalibrating expectations, repairing cross-functional trust, and explaining decisions that should have been defined from the beginning.

In regulated industries like MedTech, every hire carries weight. Not just operationally, culturally. The way you hire communicates what you value. Precision or pressure. Alignment or optics.

The strongest MedTech teams I’ve worked alongside don’t avoid urgency. They respond to it with discipline.

𝑻𝒉𝒆𝒚 𝒔𝒍𝒐𝒘 𝒅𝒐𝒘𝒏 𝒋𝒖𝒔𝒕 𝒆𝒏𝒐𝒖𝒈𝒉 𝒕𝒐 𝒅𝒆𝒇𝒊𝒏𝒆:

– What success actually looks like
– What leadership behaviors are required
– What the team truly needs — not just what the org chart suggests

Because the cost of a misaligned leader is rarely visible in the first 90 days.
It shows up later, in turnover, in stalled innovation, in subtle breakdowns in trust.

Hiring isn’t just a staffing decision.
It’s a leadership decision.

And leadership decisions deserve more than urgency.

02/11/2026

Culture isn’t built when things are easy.

It’s revealed when the pressure is on.

In MedTech, culture is one of the most talked-about—and least examined—topics in leadership.

Too often, it’s reduced to perks, benefits, or surface-level initiatives.
Those things are visible.
They’re also easy.

But real culture shows up when the stakes are high.
It’s:
✅How decisions are made when time is tight and risk is real
✅Which behaviors are rewarded—and which are quietly tolerated
✅ How feedback is delivered when the message is uncomfortable
✅ What happens when something goes wrong
✅ Who gets promoted, and why
✅ What your meetings actually feel like under pressure

You can offer every perk on the market and still lose your best people.
You can also run lean and build a team that trusts leadership and stays engaged.

"Most culture efforts fail because they focus on what looks good, not what feels right to the people doing the work."

So here’s the real question for leaders:

What do people experience on their worst day at your organization?
When a decision misses?
When accountability matters?
When someone makes a mistake?

Is that experience aligned with the culture you believe you’re building?

If there’s a gap between what leadership says and what people live every day,
that gap is exactly where trust erodes.

I’m curious—
What moment do you think truly defines culture inside an organization?
And how do you see it show up when pressure is high?

Share your perspective in the comments.

♻️ Repost to remind your network of what real culture looks like.
🔔 Follow Darwin Shurig for more.

02/06/2026

I had a remarkable conversation this week with a VP of RA/QA, a friend of over 8 years. She shared insights about the global company she works for, which recently received an FDA warning letter. This situation has not only caused significant chaos and expense but has also led to a drop of over 5% in their stock value. The angst and disbelief among the executives were palpable.

What stood out was an executive acknowledging the VP's foresight, admitting she had been warning them for two years that this would happen. As a result, the company will now spend millions to rectify the situation and will need to pay a premium for contracted talent to expedite the process.

During our discussion about the first accepted offer this week through the Top Talent Accelerant, Inc. my friend was impressed as she shared the challenges and inefficiency of their HR’s ability to identify and screen the right talent with their current tools, expressing concerns about the hiring challenges at the company. The recruitment process is slow, and they often aim to pay below market rates, which limits their ability to attract top talent. With some members of the RA/QA team leaving, addressing the issues stemming from the warning letter will become even more challenging.

Our process leverages over a decade of excellence to create a remarkable experience for both candidates and hiring managers, all in real-time for greater efficiency.

Key metrics include:
- 94% offer acceptance rate
- 53% promoted within 24 months
- 1/3 higher retention rates than the industry standard

Is your organization looking to improve its attraction and efficiency to hire for culture?

02/03/2026

Every MedTech leader eventually faces this moment.

You look around and realize the people who helped build the momentum…
the ones who solved problems before they were assigned…
the ones others quietly followed…

are starting to disengage.
Not because they’ve lost commitment.
Not because they lack resilience.

But because they can’t see where the road leads next.

In MedTech, we ask exceptional people to operate in high-pressure, regulated, constantly evolving environments. We ask for precision, accountability, and endurance. What we don’t always do is match that ask with visible opportunity.
The leaders who retain top talent are the ones who step forward at this moment.

They create clarity when things are uncertain.
They open doors before frustration sets in.
They recognize that growth isn’t a perk—it’s the mission.

The hero’s journey in leadership isn’t about holding on tighter.

It’s about guiding people toward something meaningful.

Retention isn’t an HR initiative.
It’s a leadership choice that shapes the future of the organization.

01/28/2026

This was from 2025, but it resurfaced for us today — and it still hits.

At Quality Means Business, part of the LSI Europe Emerging Medtech Summit in London, Darwin Shurig shared a perspective that continues to show up in real conversations with MedTech leaders.

One message that hasn’t aged:
Quality isn’t a department.
It’s a leadership decision.

We see this daily at Top Talent Accelerant — especially as companies scale, face tighter regulatory expectations, and make high-impact talent decisions.

What still stands out:
• Quality drives trust long before revenue follows
• The wrong hire can quietly slow momentum
• The right leadership choices compound over time

We’re sharing this again because the conversation still matters — and because many of the challenges discussed then are resurfacing now.

🎥 Full conversation here. https://www.youtube.com/watch?v=8D2K2CGbDlU

If this resonates, we’d love to hear what leadership or quality challenge you’re navigating today.

01/26/2026

𝗔 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗨𝗽𝗱𝗮𝘁𝗲 𝗙𝗿𝗼𝗺 𝗠𝗲:
Over the past few months, I’ve had conversations with executives, founders, innovators, and leaders across MedTech… and one thing became clear:

The discussions we’re having are bigger than the format we started with.
So today, I’m excited to share that the SSI Podcast is officially evolving into the Top Talent Accelerant Executive Podcast — a clearer, stronger platform designed for the conversations that truly matter to our industry and the people leading it.

𝗪𝗵𝘆 𝘁𝗵𝗲 𝗖𝗵𝗮𝗻𝗴𝗲?
Because the work has outgrown the original container.

This rebrand reflects where the industry is heading and what leaders are asking for — deeper insight, honest dialogue, and practical wisdom from people who have lived it, built it, and led through it.

𝙒𝙚’𝙧𝙚 𝙚𝙡𝙚𝙫𝙖𝙩𝙞𝙣𝙜 𝙩𝙝𝙚 𝙢𝙚𝙨𝙨𝙖𝙜𝙚, 𝙧𝙚𝙛𝙞𝙣𝙞𝙣𝙜 𝙩𝙝𝙚 𝙩𝙤𝙥𝙞𝙘𝙨, 𝙖𝙣𝙙 𝙗𝙪𝙞𝙡𝙙𝙞𝙣𝙜 𝙖 𝙥𝙤𝙙𝙘𝙖𝙨𝙩 𝙩𝙝𝙖𝙩 𝙙𝙞𝙧𝙚𝙘𝙩𝙡𝙮 𝙨𝙚𝙧𝙫𝙚𝙨:

• MedTech CEOs and senior leaders
• Operators navigating growth and complexity
• Innovators shaping patient outcomes and future markets
• Teams responsible for building cultures where people actually thrive

This next chapter will be more intentional, more relevant, and more aligned with the work we’re doing at TTA.

𝗔 𝗡𝗼𝘁𝗲 𝗼𝗳 𝗚𝗿𝗮𝘁𝗶𝘁𝘂𝗱𝗲
To every guest who has already recorded, scheduled, or committed — thank you.

Your insight, your story, and your honesty matter.
Your willingness to contribute is shaping a platform that will serve thousands of leaders across the world.

I’m grateful for every one of you.
If You Believe You Have Something Meaningful to Share…
I’m not looking for “podcast applicants.”

I’m looking for people with perspective, experience, and a message that can strengthen leaders navigating real challenges.
If you’re someone who has built teams, scaled organizations, driven innovation, transformed culture, overcome obstacles, or learned lessons that could help others

𝗜’𝗱 𝗹𝗼𝘃𝗲 𝘁𝗼 𝗵𝗲𝗮𝗿 𝗳𝗿𝗼𝗺 𝘆𝗼𝘂.
📩 Email my team: 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴@𝘁𝗼𝗽𝘁𝗮𝗹𝗲𝗻𝘁𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝗻𝘁.𝗰𝗼𝗺
📥 Or send a direct message to this account — we read every one.

While the landing page is being finalized, this will be the best way for us to connect.

As We Prepare to Share This With 𝟮𝟬,𝟬𝟬𝟬+ 𝗟𝗲𝗮𝗱𝗲𝗿𝘀…

I’m excited for what’s ahead.

The conversations already recorded are powerful.
The lineup for 2026 is strong.

And the purpose behind this podcast has never been clearer.
The Top Talent Accelerant Executive Podcast

with Darwin Shurig — Coming Soon.
Thank you for being part of this journey.

01/21/2026

Most companies don’t have a growth problem.
They have an A-player access problem.

The fastest-growing MedTech companies aren’t hiring more people.
They’re engaging the right people—earlier, smarter, and with precision.

A-players don’t respond to job ads.
They respond to vision, clarity, and leadership credibility.

Growth doesn’t start at scale.
It starts with who you let into the room.

At Top Talent Accelerant, we help leaders engage top-tier talent before growth stalls.
👉 If you’re rethinking how talent fits into your growth strategy, let’s connect.
Book a conversation—no pitch, just a real discussion.

https://lnkd.in/gmdATnJu

01/19/2026

2026 isn’t rewarding the loudest leaders.
It’s rewarding the clearest.

MedTech isn’t hiring “do-it-all” executives anymore—
they’re hiring operators who can point to one measurable transformation they create.

If you had to state yours in one line, it’s this:
I’m the leader who ________.

Fill in the blank. 👇

01/16/2026

𝐑𝐞-𝐬𝐡𝐚𝐫𝐢𝐧𝐠 𝐭𝐡𝐢𝐬 Fortune Business Insight 𝐛𝐫𝐞𝐚𝐤𝐝𝐨𝐰𝐧 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐢𝐭’𝐬 𝐚 𝐮𝐬𝐞𝐟𝐮𝐥 “𝐳𝐨𝐨𝐦 𝐨𝐮𝐭” 𝐦𝐨𝐦𝐞𝐧𝐭 𝐟𝐨𝐫 𝐚𝐧𝐲𝐨𝐧𝐞 𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐢𝐧 𝐌𝐞𝐝𝐓𝐞𝐜𝐡 𝐢𝐧 𝟐𝟎𝟐𝟔.

The global medical devices market isn’t one market. It’s a portfolio of categories—Ortho, Cardio, Diagnostic Imaging, IVD, Minimally Invasive Surgery, Wound Care, Diabetes Care, Ophthalmic, Dental, Nephrology, General Surgery, and “Other.” Each one behaves differently.

𝐖𝐡𝐚𝐭 𝐭𝐡𝐢𝐬 𝐜𝐡𝐚𝐫𝐭 𝐢𝐬 𝐫𝐞𝐚𝐥𝐥𝐲 𝐭𝐞𝐥𝐥𝐢𝐧𝐠 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐢𝐧 𝟐𝟎𝟐𝟔

𝟏) 𝐆𝐫𝐨𝐰𝐭𝐡 𝐢𝐬𝐧’𝐭 𝐮𝐧𝐢𝐯𝐞𝐫𝐬𝐚𝐥 — 𝐢𝐭’𝐬 𝐜𝐚𝐭𝐞𝐠𝐨𝐫𝐲-𝐬𝐩𝐞𝐜𝐢𝐟𝐢𝐜.
Different segments have different demand drivers, price sensitivity, and adoption curves. A strategy that works in IVD won’t automatically work in implants or imaging.

𝟐) 𝐘𝐨𝐮𝐫 𝐠𝐨-𝐭𝐨-𝐦𝐚𝐫𝐤𝐞𝐭 𝐦𝐨𝐭𝐢𝐨𝐧 𝐦𝐮𝐬𝐭 𝐦𝐚𝐭𝐜𝐡 𝐭𝐡𝐞 𝐜𝐚𝐭𝐞𝐠𝐨𝐫𝐲.
Some categories win on clinical evidence + KOL influence
Others win on workflow integration + service reliability
Others win on contracting, IDNs/GPOs, and procurement timing
If your GTM playbook is “one-size-fits-all,” you’ll leak revenue.

𝟑) 𝐓𝐚𝐥𝐞𝐧𝐭 𝐢𝐬 𝐭𝐡𝐞 𝐦𝐮𝐥𝐭𝐢𝐩𝐥𝐢𝐞𝐫 — 𝐚𝐧𝐝 𝐭𝐡𝐞 𝐫𝐢𝐬𝐤.
Most “execution problems” I see aren’t strategy problems. They’re capability gaps:

- Commercial leaders who can navigate complex buying committees
- Clinical specialists who can educate without overselling
- Ops leaders who can protect supply continuity
- Product leaders who can build for outcomes, not features

𝟒) 𝐓𝐡𝐞 𝐡𝐢𝐝𝐝𝐞𝐧 𝐜𝐨𝐬𝐭 𝐢𝐬 𝐬𝐢𝐥𝐞𝐧𝐭 𝐚𝐭𝐭𝐫𝐢𝐭𝐢𝐨𝐧.
In high-complexity categories, when experienced people disengage or leave quietly, it shows up later as:
- longer sales cycles
- stalled implementations
- missed quarters
- competitor wins you didn’t see coming

The 2026 leadership question is not “Are we hiring? ”But, do we have the right builders for this category?”

If you’re scaling a MedTech team this year, build your org like your market: by segment, by capability, by reality.

Source: https://lnkd.in/g_hnbrEr

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Our Story

Every day at Shurig Solutions, we help our clients locate and place Impact Players in the Medical Device space, that 20% of the available workforce who make 80% of the impact on your business. They bring more than skill, they bring energy and passion, and their effort doesn't end just because the day has. As part of MRINetwork™, Shurig Solutions is affiliated with one of the world's largest recruitment and placement organizations, approximately 600 offices worldwide. Our Accelerated Recruitment™ approach brings together the right combination of scale, expertise, and methodology to match each client's specific needs.