Why Building It Yourself Is Harder and Why It Is the Only Way to Last

Listening Before You Have Answers

Just before I started SpineFrontier, I did what many founders do. I asked people I respected, surgeons and distributors, what they thought.

One distributor looked at me and said, “Why would you do that? There are already so many spine companies. How will you compete?”

Another question came up repeatedly. “How will you raise venture capital money as a surgeon?”

I listened carefully. I took notes. And the truth is, I did not have good answers.

What I did have was a deep conviction that I could no longer rely on the products that already existed. They did not fully serve my patients, and they did not fully serve surgeons. I believed quietly but firmly that one day other surgeons would feel the same way.

I believed that, in time, surgeons would want to build something of their own.

Building Without a Safety Net

I also knew early on that venture capital money was not going to be available to me. That reality shaped everything that followed.

Without outside money, there were no shortcuts. There was no throwing capital at distribution, no chasing the fad technology of the day, and no artificial revenue ramp built on excitement rather than substance.

Instead, the only path forward was to build from the grassroots, slowly and deliberately, by listening closely to patients and to doctors. That meant capturing details, learning where the system truly failed, and understanding where innovation actually mattered.

It required going slow to get things right.

That pace was difficult at times. But it was formative.

Why Difficulty Creates Durability

Building a company through your own efforts is hard, but it builds a stronger foundation.

Self-made leaders — entrepreneurs who rely on skill, discipline, and a willingness to learn and adapt — are more likely to build companies that last. You need far more than a good idea or access to money.

You need perseverance and grit to face resistance, doubt, and even jealousy, while continuing to build the vision.

Money can keep you alive. Money can even get you to an exit at the right price.

But without a deeply built foundation, you do not last.

And when you sell, the buyer often inherits a weak company — one that looks strong on paper but struggles under pressure.

Trust Outlasts Excitement

Public excitement is temporary. It can help with adoption and momentum, especially when backed by capital.

But proof that a vision is enduring creates something far stronger than excitement. It creates trust.

To become a true reformer — to change how things are done rather than simply follow trends — takes time. That kind of thinking cannot be rushed, and it cannot be bought.

Choosing Conviction Over Capital

In 2013, we made another difficult decision and pivoted to the KIC Ventures private equity model using our own seed capital. The following year, we made a long-term bet on AxioMed.

There was no institutional venture capital backing. Most of the funding came from my own resources and conviction.

Rather than chasing capital, we went out and found like-minded investors who believed, as we did, that viscoelastic disc replacement represented the future of motion preservation — not because it was popular, but because it made biological and biomechanical sense.

When Change Starts as a Trickle

We do not yet have surgeons pooling their investments and ingenuity with us en masse.

What we do have is enough alignment, belief, and support to keep us going today. It is a trickle, not a flood.

But history shows that real change rarely begins with a surge. It begins quietly.

One decision. One proof point. One moment that shifts perception.

Preparing for the Inflection Point

Markets evolve. Industries consolidate. And sometimes, just one event can turn a trickle into a flow.

With NuVasive gone, Stryker Spine gone, Zimmer gone, and K2M gone, it is fair to wonder what may come next.

And what might happen when AxioMed receives FDA approval?

I do not pretend to know the answer.

But I do know this: companies built patiently, thoughtfully, and with discipline tend to matter most when inflection points arrive.

Built to Last

We did not build this for speed. We built it to last.

When you build yourself, you are not just building a company. You are building preparation for opportunity, preparation for luck, and preparation for changing conditions.

The war ahead is daunting.

But we will keep fighting to last. Disclosure

This content is for informational purposes only and does not constitute investment, tax, or legal advice. Investment opportunities involve risk, including the possible loss of principal. Investors should consult their own financial, tax, and legal advisors before making allocation decisions. Nothing herein constitutes an offer to sell or a solicitation to buy any security. Self-directed retirement strategies may not be appropriate for all investors