Fogarty Innovation founder Dr. Thomas J. Fogarty revolutionized healthcare through his groundbreaking inventions and relentless pursuit of better solutions for patients. The path was never easy though, and Fogarty experienced firsthand how difficult it is to challenge entrenched ideas and bring new technologies to patients. “Medtech innovation is not just about solving clinical problems; it’s about navigating a complex landscape where many stakeholders — patients, providers, regulators, payors, and others — each play a critical role,” he said.
Fogarty’s struggles to push the boundaries of medical science inspired the creation of Fogarty Innovation’s alliance program. As one of the organization’s three core programs — alongside incubation and acceleration for early-stage companies, and education for entrepreneurs and medtech stakeholders — the alliance program focuses on bringing together key stakeholders to address challenges, foster collaboration, and strengthen the early-stage medtech ecosystem.
“The idea is simple: we’re stronger when we work together,” said Fogarty chief alliance officer Allie Gregorian. “We provide the forum to exchange ideas and align on our shared mission — delivering solutions that truly benefit patients.”
Gregorian underscored the program’s emphasis on forging partnerships with public and private sector organizations that contribute across every stage of the product lifecycle. These collaborations not only drive innovation but also play a vital role in advancing Fogarty Innovation’s mission as a nonprofit organization. “Philanthropy is the cornerstone that sustains our ecosystem-wide programming, and mission-aligned partners are integral to our success,” she explained.
A Safe Space
As a nonprofit organization, Fogarty Innovation occupies a unique position in the healthcare innovation landscape, serving as an independent catalyst for conversations among diverse stakeholders. This neutrality encourages open dialogue and collaborative problem-solving that transcends traditional institutional boundaries and strengthens the entire medtech ecosystem.
“We are a safe haven where innovators, academia, industry, and government can discuss challenges openly and agree to work together to find solutions,” explained Gregorian. “By facilitating these conversations, we help make innovators more effective and broaden their perspectives.”
Notable Fogarty alliance partners include leading educational institutions like Stanford and UCSF, hospital systems such as El Camino Health, Stanford Health Care, and Sequoia Hospital, and government entities like the FDA’s Center for Devices and Radiological Health (FDA-CDRH) and United States Patent and Trademark Office (USPTO). “We also partner with industry organizations including the Medical Device Manufacturer’s Association (MDMA), MedtechWOMEN, and MedTech Color; large strategic companies like Medtronic and Edwards, and trade journals like MedTech Strategist,” she said.
Bespoke programming, shared goal
The alliance program stands out for its ability to tailor partnerships to the unique strengths and goals of each collaborator. For example, the FDA Immersion program, initiated by Dr. Fogarty in 2015, brings several groups of FDA staff to Fogarty Innovation each year for a weeklong dive into the innovation process. During their visit, FDA staffers deliver lectures on their areas of expertise and collaborate closely with a Fogarty startup outside their clinical specialty. This interaction helps regulators gain a deeper appreciation of the challenges involved in technology development and the startup experience, while innovation teams gain a clearer understanding of the regulators’ roles and processes. The program has been highly successful, with 69 FDA Fellows participating to date. It has also led to the creation of new webinar-based educational initiatives that reach even more CDRH staff.
The Stanford Mussallem Center for Biodesign is another one of Fogarty Innovation’s most enduring alliances. Together, the two organizations support selected Stanford clinician-researchers by integrating them into Fogarty’s Invention Acceleration Program (IAP). This intensive six-month program helps inventors hone their ideas by refining clinical needs, advancing prototypes, estimating capital requirements, and gaining a clearer understanding of the commercialization pathway.
In addition, Fogarty staff actively contribute to the selection of Biodesign Innovation Fellows, many of whom later participate in Fogarty’s incubation programs. Fellows and staff also collaborate on educational programs at both institutions. To date, 16 Stanford-originated projects have been further accelerated through the IAP, underscoring the impact of this synergistic partnership.
One of Fogarty Innovation’s newest alliances is with the UCSF-Stanford Pediatric Device Consortium (PDC). Through this collaboration, Fogarty Innovation provides coaching and educational services to qualifying companies, helping transform promising ideas into patient-ready technologies.
Empowering innovators everywhere
With a senior coaching team of 17 seasoned professionals, Fogarty Innovation excels at training innovators, advancing technologies, and growing companies. However, because it’s impossible for all innovators to experience the hands-on coaching and practical education provided in the organization’s incubation programs, the organization has been working on ways to bring these services to geographically remote alliance partners.
“For several years, we have collaborated with the Singaporean government to empower their innovators with personalized 1:1 coaching, strategic access to our network, and preparation for navigating U.S. market entry,” said Gregorian. “By meeting innovators where they are in their journey, we amplify our impact, broaden our reach, and bring our mission to life.”
Fogarty also extends its expertise through partnerships with professional medical societies including the American Urological Association (AUA) and Cardiovascular Research Foundation (CRF). These collaborations bring innovation education directly to clinicians and researchers at annual scientific symposiums, helping medical professionals understand the path from ideation to implementation. The partnership with CRF, now in its third year, includes the Medtech Innovation Forum, a comprehensive program covering global innovation trends, transformative technologies, and regulatory guidance through FDA University.
“This approach, which we have also successfully debuted with the AUA, teaches members and the broader community about the innovator’s journey—beyond just ideation,” said Gregorian. “Many of these individuals are clinicians or researchers who have ideas for new medical technologies but aren’t really sure what the next steps should be.”
Expanding in the US and abroad
Looking ahead, Gregorian plans to further expand Fogarty’s alliance program both geographically and programmatically. Efforts are underway to establish a footprint in regions like Minnesota and New York City, and to expand existing partnerships in Singapore, Japan, and Western Australia. Each initiative is aimed at strengthening medtech ecosystems by sharing Fogarty Innovation’s expertise in education, incubation and alliances.
“We are seeing a growing global need for the kind of programming we offer,” she said. “Many regions have talented innovators but lack the infrastructure and community support necessary to bring ideas to fruition.”
“Medtech innovation is a very long and complex process,” Gregorian concluded. “If we can come together to support the innovator and the ecosystem so that patients and their families can benefit from timely access to safe new medical devices, that’s really what it is about.”