Dr. Leon DeJournett, an attending pediatric ICU physician, is also a pioneering medtech entrepreneur with his company, Ideal Medical Technologies. In 2007, drawing from his extensive experience in managing glucose levels in critically ill patients, he conceived the idea of developing an algorithm to automate this complex process. Over the past 17 years, he has tirelessly worked to bring this vision to life—through rigorous experimentation, product development, securing funding from friends, family, and a significant NIH grant, and assembling a team of external advisors and experts.
I first met Leon when he pitched and won at Advisory5’s MedTech Mavericks event in June. Intrigued by his journey, I traveled to Asheville to have a deeper conversation and to explore the possibility of Leon joining our Advisory5 program. In this article, I’ll share seven key insights that can inspire and guide other entrepreneurs in the medtech and health tech fields.
Seven Insights from My Talk with Leon:
Make sure unmet needs affect all stakeholders — and there has to be an ROI.
Have patience and keep learning.
Be ready to sacrifice your personal and family time.
Surround yourself with the right advisors.
Be realistic and strategic about money.
Have a clear vision.
Adapt and stay optimistic.
Insight 1: Make Sure Unmet Needs Affect All Stakeholders
Leon’s journey began with recognizing a critical gap in ICU care: effective glucose management. Nurses had to spend up to two hours per patient per day managing glucose levels. Yet, the outcomes were often less than optimal, with patients frequently experiencing dangerous fluctuations in blood sugar levels.
Leon created an algorithm and a device that could dramatically improve patient outcomes by increasing the time that glucose levels stayed within the target range of 70-180 mg/dL and reducing the occurrence of hypoglycemia, which can halve ICU mortality rates.
But the potential benefits of the system don’t stop at better clinical outcomes. It also allows hospitals to significantly improve their financial performance. “Hospitals in the U.S. operate on razor-thin margins, averaging around 3.8%,” Leon explained. “Our system could nearly triple their profit margin for patients using the device.” This increase in efficiency—cutting nurse management time from two hours to just 20 minutes per patient per day—translates into both cost savings and enhanced care quality.
This dual benefit of clinical improvement and financial viability is what makes this system so compelling, ensuring it meets the needs of every stakeholder involved.
Insight 2: Have Patience and Keep Learning
When Leon first conceived his idea in 2007, he believed the path to market would be relatively quick. However, the reality of bringing a medical device to life was far more complex and time-consuming than he anticipated. “I thought I could bring this system to market in a year or two,” Leon shared. “But it quickly became clear that it was going to be a much longer process.”
Leon had to immerse himself in areas that were initially unfamiliar to him, such as FDA regulations, risk analysis, and device design documentation. “There’s a huge learning curve,” Leon admitted. “As a clinician, you wouldn’t think about things like risk analysis tables or software design documents, but these are all regulated and require strict adherence to standards.”
Recognizing his limitations, Leon brought in experts who could fill the gaps in his knowledge, especially in critical areas like regulatory compliance and grant writing. “You definitely need help from regulatory consultants when you start doing FDA submissions,” Leon emphasized, underscoring the importance of experienced professionals in navigating these complexities.
Now, 17 years later, Leon remains realistically optimistic and is excited to get this journey over the finish line. However, he acknowledges that this long road is something every entrepreneur needs to be prepared for: it’s not going to be one or two years.
Insight 3: Be ready to sacrifice your personal and family time
When Leon first began developing his glucose control system, he was still working full-time as a pediatric ICU physician. The demands of both roles were immense, often requiring him to work early mornings and late nights. To keep both his clinical duties and his entrepreneurial aspirations on track, Leon had to sacrifice weekends and personal time.
“I would work between 3 or 4 in the morning and 6 or 7, and then again late at night, just to make sure I could still spend time with my children,” Leon shared. It was an exhausting routine, but necessary to make progress on both fronts.
Today, Leon has found a more sustainable balance. He works 23 weeks a year at the hospital, dedicating the remaining 29 weeks to his innovation. This shift has made managing both roles more feasible, but it remains a demanding juggling act. “Balancing the two is tough,” he admitted, “but if you’re committed, you find a way.”
The ultimate goal for Leon is to transition to working full-time on his innovation. For a physician, balancing both the demands of medical practice and entrepreneurship is challenging, but as Leon’s journey shows, it’s hard but doable.
Insight 4: Surround Yourself with the Right Advisors
Early on, Leon recognized that his medical expertise alone wasn’t enough to navigate the complex world of medical device development. He needed specialists who could fill in the gaps, particularly in areas like regulatory compliance, technical development, and grant writing.
“You definitely need help from regulatory consultants when you start doing FDA submissions,” Leon emphasized. Beyond regulatory support, Leon also leaned on the expertise of engineers and other technical professionals who contributed to the development of the device. His son, an electrical engineer, was instrumental in refining the system’s design and ensuring that it met the rigorous standards required for medical devices.
However, it wasn’t just the technical and regulatory aspects where Leon needed help. As a physician, he wasn’t initially well-versed in business practices. Preparing his financial records for the audit prior to securing the NIH grant was a significant challenge. Leon had to quickly learn about financial management and business operations, relying on the advice of business consultants to ensure everything was in order.
It’s this network of expertise and guidance that transforms a vision into reality, making the difference between a project that stalls and one that ultimately succeeds.
Insight 5: Be Realistic and Strategic About Money
Leon began by securing a friends and family round, which provided the initial capital necessary to get the project off the ground. This early funding was crucial, but as the project advanced, it became clear that more substantial financial support would be needed to push his innovation forward.
The next major step was securing a $1.9 million NIH grant—a significant milestone that validated the potential of his technology. Following this, Leon obtained a $250,000 loan from the North Carolina Biotechnology Center (NC Biotech), which provided additional financial support during the project’s critical development phases. Yet, even with these resources, Leon found it necessary to dip into his personal funds to keep the business lean and ensure its continuity.
As he approaches commercialization, Leon is now considering the strategic use of venture capital, particularly from hospital-based firms that not only understand the healthcare landscape but also align with his long-term vision.
Ultimately, it’s not just about finding money—it’s about finding the right money that aligns with your vision and sustains your journey.
Insight 6: Have a Clear Vision
From the start, Leon’s goal was to build a platform company capable of automating many manual processes in hospitals, ultimately transforming ICU care on a broad scale.
Central to this vision is the development of an ideal system for controlling glucose levels in critically ill patients, with plans to eventually expand to managing diabetes care across the entire hospital setting. “The goal is to build a platform company that automates many manual processes in the hospital,” Leon explained. This broader perspective has been the cornerstone of his strategy.
Leon’s commitment to this vision extends to his ongoing involvement in the company’s future. “I’m committed to staying involved with the company’s future innovations, rather than simply seeking a quick exit,” Leon noted. For him, success isn’t just about bringing a single product to market — it’s about making a lasting impact on the healthcare system.
Insight 7: Adapt and Stay Optimistic
Over the course of 17 years, Leon has faced numerous challenges, from shifting regulatory landscapes to advancements in technology and increasing competition. Yet, through it all, he has maintained an optimistic outlook, believing in the potential of his innovation and its impact on patient care.
“A lot has changed since 2007, and staying on top of these changes has been crucial,” Leon reflected. For example, Leon plans to integrate machine learning into his system once it’s deployed, optimizing its performance based on real-world data.
But more than just adapting, Leon’s optimism has fueled his persistence. He remains excited about the future and is committed to seeing his innovation through to commercialization.
Leon’s journey shows that while challenges are inevitable, the ability to adapt and remain optimistic is what sustains innovation and ultimately leads to success.
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