Andrew is Assistant Professor of the Practice and Director of Industrial Relations at the UNC/NCSU Joint Dept of Biomedical Engineering. Andrew was founder of the North Carolina Medical Device Organziation, which served as the foundation for ibiliti. He was co-founder of Gilero Biomedical. Andrew received his Ph.D. from the UNC/NCSU Joint Department of Biomedical Engineering, MS from UNC's Medical School, and BS in Physics from UNC Charlotte.

Tony has over 20 years of experience in medical device and pharmaceutical development. Prior to Novocor, Tony spent most of his career at Closure Medical (acquired by Ethicon in 2005) as Director of R&D and Site leader, where he was responsible for approximately 80 associates. Tony has 10 issued US patents and has developed over a dozen commercial class II (510k) and class III (PMA) medical devices, including Dermabond® Topical Skin Adhesive.

Javier is a biomedical engineer with more than 9 years of medical device innovation experience at Smith & Nephew and Bioventus, LLC. Javier earned his Ph.D. in biomedical engineering at the University of Michigan on a Fulbright scholarship. During this time he was involved in the early stages of a university spinout, Xoran Technologies. Javier has been involved in product development projects from the initial idea to launch.

Bob brings over 30 years of sales, marketing and senior sales management experience to Novocor with sales roles at Medrad (now a Bayer company), Cordis, Perclose, and Novoste as VP of WW Sales and Marketing. In 2005, he joined Acclarent to start up the commercial operations serving as VP U.S. Sales. After JNJ’s acquisition of Acclarent, Bob spent 2 years serving as Chief Commercial Officer for OrbusNeich.

Kevin has 18 years of experience leading Operations groups in medical device and pharmaceuticals, most recently as Business Unit Manager for Ethicon. Prior to Ethicon, Kevin joined Closure Medical Corporation (acquired by Ethicon) and held positions of Director of Engineering and Director of Operations. His responsibilities during this time included transitioning new products (Class II and Class III) into manufacturing and overall Operations.