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My Managerial Portfolio
Welcome to my managerial portfolio. Here you’ll find a selection of projects I led as Team Lead, Group Lead, and Head of R&D
AposHealth
Apos®, a manufacturer of FDA-cleared medical devices for chronic knee pain (knee osteoarthritis)
Goals:
- Develop a digital platform to manage all the processes related to Apos biomechanical footwear technology.
- Build the solution from scratch as there was no existing architecture.
- Ensure the platform adheres to HIPAA and other healthcare regulations.
- Enable healthcare providers to monitor patient progress, adjust treatment plans, and see analytics.
- Allow patients to access their treatment progress, receive personalized guidance, and interact with healthcare providers.
Product challenges
In seeking to develop a digital platform to streamline an innovative knee osteoarthritis treatment, AposHealth faced several key pains and challenges needed to be addressed:
- Lack of any existing architecture to develop a comprehensive solution
- Lack of understanding on how to connect insurance requests for specific knee treatments by partnering clinics tailored to each patient's needs
- Implementing a robust authentication/authorization system to handle user roles and permissions across multiple clinics
- Lack of a clear implementation plan for assessment, monitoring, and reporting of treatment results
- Concerns around managing and optimizing database performance as patient datasets grew
- Achieving accurate gait analysis using smartphone sensor data for the HCP app
Managerial and Technical challenges
- No in-house development existed prior to start of this project
- No software architecture,
- No definition of a product existed
- Understanding timelines and needs of all the stakeholders
My contribution:
- Learn the needs and understand the required product
- Learn the budget and the timeline
- Research for technology and creating the software architecture that matches all product needs.
- Create development group structure, hiring process
- After in-house vs outstaffing vs outsourcing and israel vs offshore research - find partner for hiring offshore HR
- Hands on first POCs: BE (Java SB), FE (React + React Native), DevOps (AWS services, deployment, etc.)
- Development process organization. Sprints, JIRA, QA, versions, deliverables.
- Coding and security standards
- First code reviews
- Agile ceremonies: Daily standup, Sprint Planning, Sprint review, Backlog grooming, Retrospective,
- Documentation organization, templates etc.
- Team Leads mentoring
- Hiring / Firing
- Overseeing development process
In 2021, I joined AposHealth as Director of R&D with one clear mission: to build the entire R&D organization from scratch. At that point, there was no team, no architecture, and not even a basic draft of the product — just the idea of building a tool to reduce the time physicians spend per patient.
I started by designing the system architecture and choosing the right tech stack to support it. Based on that, I defined the structure of the R&D group — including roles, responsibilities, and how the team would grow over time.
Next, I ran a deep analysis on how best to build the team — in-house vs. outsourced vs. outstaffed, and local (Israel) vs. offshore. I screened multiple vendors and eventually found the perfect hiring partner — one that matched our culture, budget, and was willing to sign a BAA, which was critical due to HIPAA compliance.
With the right people on board, we built a strong team and launched a high-quality product — on time and within budget. It was one of those rare situations where you get to shape everything from day one and see it through to real business value.
Goals:
- Develop a digital platform to manage all the processes related to Apos biomechanical footwear technology.
- Build the solution from scratch as there was no existing architecture.
- Ensure the platform adheres to HIPAA and other healthcare regulations.
- Enable healthcare providers to monitor patient progress, adjust treatment plans, and see analytics.
- Allow patients to access their treatment progress, receive personalized guidance, and interact with healthcare providers.
Product challenges
In seeking to develop a digital platform to streamline an innovative knee osteoarthritis treatment, AposHealth faced several key pains and challenges needed to be addressed:
- Lack of any existing architecture to develop a comprehensive solution
- Lack of understanding on how to connect insurance requests for specific knee treatments by partnering clinics tailored to each patient's needs
- Implementing a robust authentication/authorization system to handle user roles and permissions across multiple clinics
- Lack of a clear implementation plan for assessment, monitoring, and reporting of treatment results
- Concerns around managing and optimizing database performance as patient datasets grew
- Achieving accurate gait analysis using smartphone sensor data for the HCP app
Managerial and Technical challenges
- No in-house development existed prior to start of this project
- No software architecture,
- No definition of a product existed
- Understanding timelines and needs of all the stakeholders
My contribution:
- Learn the needs and understand the required product
- Learn the budget and the timeline
- Research for technology and creating the software architecture that matches all product needs.
- Create development group structure, hiring process
- After in-house vs outstaffing vs outsourcing and israel vs offshore research - find partner for hiring offshore HR
- Hands on first POCs: BE (Java SB), FE (React + React Native), DevOps (AWS services, deployment, etc.)
- Development process organization. Sprints, JIRA, QA, versions, deliverables.
- Coding and security standards
- First code reviews
- Agile ceremonies: Daily standup, Sprint Planning, Sprint review, Backlog grooming, Retrospective,
- Documentation organization, templates etc.
- Team Leads mentoring
- Hiring / Firing
- Overseeing development process
In 2021, I joined AposHealth as Director of R&D with one clear mission: to build the entire R&D organization from scratch. At that point, there was no team, no architecture, and not even a basic draft of the product — just the idea of building a tool to reduce the time physicians spend per patient.
I started by designing the system architecture and choosing the right tech stack to support it. Based on that, I defined the structure of the R&D group — including roles, responsibilities, and how the team would grow over time.
Next, I ran a deep analysis on how best to build the team — in-house vs. outsourced vs. outstaffed, and local (Israel) vs. offshore. I screened multiple vendors and eventually found the perfect hiring partner — one that matched our culture, budget, and was willing to sign a BAA, which was critical due to HIPAA compliance.
With the right people on board, we built a strong team and launched a high-quality product — on time and within budget. It was one of those rare situations where you get to shape everything from day one and see it through to real business value.
BioT
BioT is the infrastructure for medical device clouds.
The secure, simple, and smart foundation for delivering next-generation care.
The secure, simple, and smart foundation for delivering next-generation care.
Theranica
Theranica - https://theranica.com/
Developing Nerivio IoMT Software - including, web, mobile app, backend, DevOps (AWS services)
Developing Nerivio IoMT Software - including, web, mobile app, backend, DevOps (AWS services)
Vectorious
V-LAP IoMT development
Transforming Heart Failure Treatment
With the world’s first in-heart microcomputer
Vectorious created the first direct heart pressure monitor - a microcomputer implanted in the heart's left atrium alerting physicians to the earliest indications of changes in heart pressure, allowing them to start preventative treatment immediately.
I led the team of bio-t software engineers to help Vectorious integrate bio-t infrastructure as a part of their production software system. This included backend and frontend development, hardware integration, CI/CD, AWS deployment
Tech stack:
BE: Java springboot
FE: React, React native
DevOps on Cloud: AWS
Transforming Heart Failure Treatment
With the world’s first in-heart microcomputer
Vectorious created the first direct heart pressure monitor - a microcomputer implanted in the heart's left atrium alerting physicians to the earliest indications of changes in heart pressure, allowing them to start preventative treatment immediately.
I led the team of bio-t software engineers to help Vectorious integrate bio-t infrastructure as a part of their production software system. This included backend and frontend development, hardware integration, CI/CD, AWS deployment
Tech stack:
BE: Java springboot
FE: React, React native
DevOps on Cloud: AWS
WideMed
Creating Morpheus - Sleep analysis system.
Morpheus is a comprehensive sleep analysis platform that enables the upload of sleep studies for detailed evaluation. It facilitates the identification of sleep-related pathologies such as sleep apnea, snoring, and other disorders, as well as the detection of sleep stages. Based on the results, healthcare professionals can prescribe appropriate, targeted treatments.
I came to WideMed as .NET senior developer in 2008. In 2010 I promoted to be the Software development Team Lead, responsible for backend and frontend development. Eventually ending up as a dev group leader, responsible for The whole process, including QA and algorithms integration.
Tech stack: .NET 3.5
Customers:
- SleepMed
- GE Healthcare
Prioritizing customer needs over beauty of technical solutions:
When I became Dev Team Lead at WideMed, the company’s main product was built on .NET 1.1 — a version that had already become obsolete. The engineering team requested a full migration to .NET 3.5. From a purely technical standpoint, a complete rewrite made sense: the versions were incompatible, and upgrading everything at once would have been the cleanest approach. However, this would have taken 4–6 months of development, integration, and QA, with no immediate value for customers — and with significant production risks due to the scale of change.
I proposed an alternative: splitting the upgrade into four incremental stages. This approach was more complex for the team and required careful coordination, but it allowed us to maintain product stability and continue delivering new features during the transition. In the first stage, we rebuilt the major client application using WPF and added WCF capabilities on the backend, even though the architecture wasn’t ideal. This let us introduce thin clients and quickly respond to user requests.
The transition went smoothly. The customer experienced no disruption — in fact, they received new features during the process. Our team also gained hands-on experience with newer technologies, which helped in later phases.
Even now, more than a decade after I left WideMed, I’m still in touch with the CEO of their main customer. He continues to recommend me — and I consider that one of the clearest indicators of long-term success.
Morpheus is a comprehensive sleep analysis platform that enables the upload of sleep studies for detailed evaluation. It facilitates the identification of sleep-related pathologies such as sleep apnea, snoring, and other disorders, as well as the detection of sleep stages. Based on the results, healthcare professionals can prescribe appropriate, targeted treatments.
I came to WideMed as .NET senior developer in 2008. In 2010 I promoted to be the Software development Team Lead, responsible for backend and frontend development. Eventually ending up as a dev group leader, responsible for The whole process, including QA and algorithms integration.
Tech stack: .NET 3.5
Customers:
- SleepMed
- GE Healthcare
Prioritizing customer needs over beauty of technical solutions:
When I became Dev Team Lead at WideMed, the company’s main product was built on .NET 1.1 — a version that had already become obsolete. The engineering team requested a full migration to .NET 3.5. From a purely technical standpoint, a complete rewrite made sense: the versions were incompatible, and upgrading everything at once would have been the cleanest approach. However, this would have taken 4–6 months of development, integration, and QA, with no immediate value for customers — and with significant production risks due to the scale of change.
I proposed an alternative: splitting the upgrade into four incremental stages. This approach was more complex for the team and required careful coordination, but it allowed us to maintain product stability and continue delivering new features during the transition. In the first stage, we rebuilt the major client application using WPF and added WCF capabilities on the backend, even though the architecture wasn’t ideal. This let us introduce thin clients and quickly respond to user requests.
The transition went smoothly. The customer experienced no disruption — in fact, they received new features during the process. Our team also gained hands-on experience with newer technologies, which helped in later phases.
Even now, more than a decade after I left WideMed, I’m still in touch with the CEO of their main customer. He continues to recommend me — and I consider that one of the clearest indicators of long-term success.
CardiacSense
Cardiac Watch - Backend and mobile app software development
https://www.cardiacsense.com/
https://www.cardiacsense.com/
Click on a project to see more details...
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