Leadership Transitions: The Watkins Collection (4 Items)

The Turnaround

6 Challenge

“get in there and stop the bleeding,” debra silverman

was told. “Then you can figure out where we should take this

business.” As the newly appointed general manager of InovaMed’s

FemHealth business unit, Debra knew this was going to be a

challenge. FemHealth had been launched three years earlier but

had failed to gain much traction with its physician customers or

to justify the substantial investments the parent company had

made in the venture—and unacceptable losses were mounting. As

a result, Debra’s predecessor, who had been the driving force

behind the creation of FemHealth, had been let go. Now it was

Debra’s job to clean up the mess.

Ohio-based InovaMed developed and manufactured medical

devices and was organized into three ...