From the disciplined world of dance to the high-stakes frontlines of medical technology, Rachel Guanwei Tao’s journey into the MedTech industry has been anything but conventional. A personal family crisis at age 17 redirected her path toward healthcare, not through clinical practice, but through innovation that changes lives behind the scenes.
With a career spanning Fortune 500 giants and nimble startups, Rachel has earned a reputation as a product leader who blends strategy with empathy, speed with precision, and vision with execution. Her approach to leadership is rooted in alignment, human-centered design, and the unwavering belief that every device should improve quality of life. As she continues to pursue her Ph.D. research on leadership in the age of AI, Rachel remains driven by a core question: how do we bring life-changing technologies to the people who need them most?
In this Interview Feature, Rachel Guanwei Tao shares her story, leadership philosophy, and vision for the future of MedTech and what it means to innovate with both intellect and integrity.
Can you tell us about your journey into the medical device industry and what initially drew you to this field?
Before I ever imagined a career in healthcare, I dreamed of becoming a dancer. I trained for years with discipline and creativity, believing the stage would be my future. But everything changed when I was 17, after my dad was in a car accident. Watching him suffer during recovery due to a lack of proper medical solutions and clinical education opened my eyes to the real impact of healthcare — and the gaps within it. That moment ignited my passion for medical innovation.
After college, I was among the top 5% selected into Johnson & Johnson’s MedTech division through their campus program. Starting in sales, I supported surgeons in minimally invasive procedures and witnessed how technology can transform outcomes. I saw firsthand how a well-designed product could improve surgical results, ease recovery, and give people a second chance at life. That experience became the cornerstone of my passion for MedTech.
Over time, I transitioned from frontline sales to global product leadership roles, driven by a desire not only to represent great products, but to help create them. Each step of my career has been guided by one question: How can we bring life-changing technologies to the people who need them most?
You’ve worked across both Fortune 500 companies and startups. How have these environments influenced your leadership style and product strategy approach?
Working in Fortune 500 companies gave me a deep appreciation for structured processes, regulatory excellence, and long-term strategic vision. In my most recent role at Abbott, I led high-impact global programs that required seamless collaboration across clinical, regulatory, and commercial teams in multiple geographies.
In contrast, mid-sized global organizations like Acumed taught me to be agile, resourceful, and creative — to drive results without waiting for ideal conditions. I learned how to move fast, adapt quickly, and lead with both flexibility and focus.
These dual experiences have shaped me into a balanced leader — one who is strategic when needed and hands-on when it counts.
You often emphasize the importance of unified teams behind successful product launches. What are your strategies for building cross-functional alignment?
Alignment doesn’t happen overnight — it takes intention, thoughtful planning, and clear communication. For me, it always starts with defining the “why.” When teams understand the patient story, clinical value, and market opportunity behind a product, they are far more engaged and aligned.
I prioritize early and inclusive cross-functional engagement — not just with engineering and marketing, but also with quality, operations, and sales. I create clear communication channels and establish shared frameworks for success.
Just as importantly, I focus on trust and ownership. I believe in leveraging each team member’s strengths and supporting them as they navigate challenges. None of us are perfect, but when people feel empowered to work within their strengths — and are aligned on shared goals with clear metrics — the sense of achievement is collective and strong.
As a people-first leader, I always put myself in others’ shoes: If I were on the receiving end of this communication, would it motivate me? Would it bring clarity? That mindset helps me drive alignment authentically. Ultimately, a team that trusts one another and shares ownership will always deliver stronger, faster, and with more purpose than one simply following a checklist.
You’ve said that every medical device should enhance quality of life. How do you keep that purpose front and center during development?
I always bring the voice of the clinician and the patient into the room. Whether through advisory boards, KOL interviews, or direct field engagement, I ensure that our product strategy addresses real-world clinical needs — not just technical requirements.
Throughout my career, I’ve seen how staying close to the human side of technology leads to more impactful solutions. I encourage teams to anchor their decisions in patient outcomes, usability, and long-term value, rather than specs alone. That’s how we design products that not only meet regulatory requirements but truly improve lives. Purpose-driven innovation begins when we listen — and never stop.
What drives you to keep learning and evolving — whether it’s launching new products, conducting research, or mentoring others?
I consider myself a lifelong learner. I hold two master’s degrees — one from the UK and one from the U.S. — and I’m currently pursuing a Ph.D. in Business Leadership, which I plan to complete soon. My research focuses on how leadership is evolving in the age of AI, particularly in the context of innovation, product management, and AI-enabled medical devices.
For me, every opportunity — whether it’s launching a product or mentoring someone — is a chance to grow. I’ve had the privilege of mentoring women in tech, advising small business owners, and serving as a judge for global innovation awards. Each of these experiences has broadened my perspective and sharpened my understanding of leadership in a fast-changing world.
Ultimately, I believe curiosity is the key to staying relevant and impactful — especially in a field as dynamic as MedTech.
What do you hope to contribute to the future of MedTech, both as a product leader and as a scholar?
As we move deeper into the AI era, one of the biggest questions facing our profession is: To what extent can AI take over the role of a product manager? From what I’ve observed through recent shifts in both regulatory frameworks and industry practices, the answer isn’t about replacement — it’s about evolution.
Medical device launches are no longer one-time events. We are now operating in a continuous product lifecycle model, where innovation must adapt to evolving user needs, regulatory changes, and dynamic clinical environments. Product features are no longer static — they require iterative refinement and real-time cross-functional collaboration.
That’s where human leadership becomes more critical than ever. As a product leader, I aim to champion inclusive innovation — creating solutions that serve not only mainstream markets but also underrepresented populations and emerging geographies.
As a scholar, I’m currently exploring how AI is reshaping leadership in product management, especially in MedTech. While I’m still early in my research journey, my aim is to uncover practical insights that can guide future leaders in navigating complexity with clarity and purpose.
The future of MedTech demands more than just great products — it requires visionary leaders who can adapt, communicate, and collaborate across boundaries. I’m committed to being one of them and empowering others to rise as well.
What’s next for Rachel? Are there any exciting programs, partnerships, or launches on the horizon?
This past year has been a time of reinvention. After transitioning out of the medical device industry due to organizational changes, I found myself in a completely new sector. But what hasn’t changed is my passion for building innovation that bridges strategy, people, and purpose.
I recently helped launch a company-wide innovation initiative called SPARK, which stands for Strategic, Pioneer, Agile, Revolutionary, and Knowledge-driven. The program connects cross-functional, cross-geography teams to partner with select customers on long-term product pipeline planning and short-term business solutions. By aligning customer innovation goals with our company’s strategic vision, SPARK has become a key growth driver and relationship-building tool.
Launched in March, SPARK was inspired by the desire to connect our internal long-term innovation teams with real-world business needs. I’ve had the privilege of leading this effort, and we are currently collaborating with several successful Shark Tank winners to scale their businesses through strategic potential and partnerships.
While I may be in a new industry, the mission remains the same: create meaningful innovation, lead with integrity, and spark what’s next.
