Jim Carnall

In describing their departure from Command Medical Products, they credit the people who supported the company and say they would stay through the year to help the incoming CEO.

Carnall says revenue quintupled during their time at Command Medical Products and that 2025 was projected to be its best year.

• They also describe the 2024 sale to Argosy Healthcare Partners and a planned transition to Mike Fillion.
• The claims come from Carnall’s post; ask for supporting figures if independently verified results matter.

Read original

Their posts point to committee and board participation as ways to contribute, rather than focusing on personal visibility.

In announcing a Volusia Manufacturers Association board role, Carnall recalls attending a company visit three days after joining Command Medical Products.

• They describe work involving Operational Excellence, Human Resources, and the Education Committee, and link the appointment to a 47th anniversary in manufacturing.
• In a separate post, they invite people to learn about or join the VMA Manufacturing Alliance for Volusia and Flagler Counties.

Read original · Original 2

It covers both new products and products already in production, while naming compliance and improvement work.

The Quality Engineer posting lists validation, risk management, CAPA, quality-system initiatives, support for released products, and collaboration across teams.

Read original

Start here for the career arc and stated transition.

Carnall traces a manufacturing career from a 1978 start at Kodak as a manufacturing engineer through University of Florida Tissue Bank work, co-founding Regeneration Technologies Inc.

• (later public in 2001, now Evergen), and co-founding ViewRay.
• They joined Command Medical Products in 2009 as VP of Operations, then became COO, president, and CEO.
• The post says the company sold to Argosy Healthcare Partners in February 2024, revenue quintupled since 2009, and 2025 is projected to be its best year.
• They say they are leaving the CEO role, staying through the year to help successor Mike Fillion, and considering fractional roles, board work, and coaching.

For brands planning a campaign

For a fractional executive or board advisory brief, this is the central evidence that Carnall led a medical-device contract manufacturer through growth, a sale, and a succession transition.

• Use it to frame due-diligence questions about revenue growth, the Argosy partnership, and the handoff.
• Treat the career details as self-reported.

Start here for industry involvement.

Carnall announced joining the Board of Directors of the Volusia Manufacturers Association.

• The post says Command Medical Products has been an active VMA member for over 30 years, they have been personally involved since joining Command Medical, attended a first VMA company visit three days after starting, and contributed to VMA's Operational Excellence, Human Resources, and Education committees.
• They link the board role to the 47th anniversary of a first manufacturing job.

For brands planning a campaign

For an advisory or board brief, this shows a named regional network, committee experience, and a stated interest in giving back to manufacturing.

• A campaign could ask Carnall to connect a manufacturer with Volusia and Flagler manufacturing initiatives.
• Ask what influence they have in those initiatives.

Start here for quality and compliance context.

The post advertises an experienced Quality Engineer role in medical device manufacturing.

• It describes responsibilities across new product development and released products: quality and compliance support, cross-functional collaboration, validation, risk management, CAPA, quality system initiatives, sustaining work, and continuous improvement.
• The pitch stresses work that contributes to enhancing, sustaining, and saving lives.

For brands planning a campaign

For a fractional operations or quality advisory brief, this shows the quality-system and compliance roles Command Medical Products is staffing.

• It gives suppliers and advisors a concrete entry point: validation, CAPA, risk management, and sustaining engineering.
• Ask for examples of Carnall's personal quality-system leadership.

Start here if a campaign needs local manufacturing outreach.

Carnall announces volunteer work with the VMA Manufacturing Alliance for Volusia and Flagler Counties, calls it a fantastic organization, and invites comments or messages from people interested in learning more or joining.

For brands planning a campaign

A local manufacturing or workforce campaign can use this as a light-touch signal of Carnall's willingness to promote the VMA network. Ask for a detailed work sample before assessing operational depth.

They say revenue quintupled over that period and that 2025 was projected to be the company's best year, crediting David Slick Sr. with the opportunity and naming Mike Fillion as the incoming CEO. Earlier career stops in the post include Kodak (19 years), the University of Florida Tissue Bank, Regeneration Technologies (which went public in 2001 and is now Evergen), and ViewRay, which they co-founded.

A chronological career retrospective that names the people involved at each stage rather than detailing manufacturing methods or quality systems.

For brands planning a campaign

A core credential for an operations or fractional-executive brief at a contract manufacturer: a long run inside one regulated manufacturer, with growth and a later-stage ownership change. The numbers are self-reported in a personal post; test them in reference calls rather than treating them as verified performance data.

Examples: Source 1

The post explicitly rejects the word retirement and lists fractional roles, board work, and coaching as intended next steps, with a stated wish to stay involved in manufacturing.

For brands planning a campaign

Relevant to sponsors and owners seeking leadership continuity across an acquisition or exit.

• The sale and planned handover are the clearest evidence; fractional roles, board work, and coaching are stated intentions, not a documented advisory track record.
• Put scope, time commitment, and any conflicts with the new owner on the table early.

Examples: Source 1

The post cites team leadership in VMA's Operational Excellence and Human Resources initiatives and participation on its Education Committee. A separate note covers volunteer work with the VMA Manufacturing Alliance for Volusia and Flagler Counties.

A board-service announcement that states the appointment, prior relationship with the organisation, committee work, and direct contact details.

For brands planning a campaign

Useful when a campaign depends on regional manufacturing relationships in Volusia and Flagler counties rather than published content.

• The association board seat and committee history support convening and introductions.
• The material gives no audience-reach measure beyond a stated LinkedIn follower count.

Examples: Source 1 · Source 2

For brands planning a campaign

Shows how Carnall frames regulated-manufacturing roles and what the company looks for in quality talent, making it useful to a contract manufacturer building an operations or quality leadership bench. Treat it as a role specification, not as commentary on quality practice or the industry's direction.

Examples: Source 1

The posts cover career narrative, association news, and one job posting.

For brands planning a campaign

Do not base a campaign on published technical thought leadership or content collaboration. The evidence is operational leadership history and industry network; if a campaign depends on subject-matter content, plan interviews or gather original material directly before writing.

Examples: Source 1 · Source 2 · Source 3 · Source 4

They call the lessons from that period the foundation for everything that followed.

View example

There, they worked on licensing University of Florida technology.

View example

(RTI), which went public in 2001 and is now Evergen. The post names them as a company founder.

View example

They report that four years later, the company secured a $25M venture investment and moved to Cleveland, while they chose to remain in Florida.

View example

They report that revenue quintupled during their tenure and that they are staying on through the year to transition the CEO role to Mike Fillion. A company post they shared also lists open technical positions, including a Quality Engineer role.

View example

View example

Command Medical Products has been an active member for over 30 years, and their involvement began when they joined the company. They list their contact details in the board announcement and invite readers to share ideas or express interest in joining.

View example

Both use LinkedIn posts to connect events, hiring, and career advice to changes inside companies.

Garg’s evidence centers on customer success, recruitment, compensation, and a talent playbook; Carnall’s focuses on medical device manufacturing operations and a regulated production career. Garg’s posts cover workforce and commercial-organization issues, not manufacturing operations.

Read original · Original 2

That founder-led communication is comparable to Carnall’s updates on leading and transitioning a manufacturing company.

Shaddock focuses on medical hair loss and textured wigs for patients; Carnall on medical device manufacturing and operations leadership. They share a healthcare setting and founder-led communication, but work in different operational domains.

Read original · Original 2

Carnall’s posts also cover industry organizations and company ownership changes, though less analytically.

Odess comments on the physical security and access-control market as an industry observer; Carnall writes from inside a medical device manufacturer. Readers get a market-analysis lens versus an operator career lens.

Read original · Original 2

Shaddock's posts describe co-founding Coils to Locs, a textured-wig company for medical hair loss, after a sister's breast-cancer treatment; building 27 or more hospital and cancer-center partnerships, with a stated goal of 40 by the end of 2026; running alopecia education webinars and a live conference panel with the National Alopecia Areata Foundation; and funding the work through an accelerator cohort, a community award, and a $25,000 grant. For a brief such as "help us win more hospital systems and understand the patient pathway," this firsthand provider and channel detail is more useful than a manufacturing operations background.

Shaddock's profile describes a small, mission-driven healthcare products company built around patient experience and partnerships.

• Jim Carnall's posts don't address contract manufacturing, quality systems, regulatory submissions, plant scale-up, or leading a manufacturer through an ownership change—the core needs of a campaign seeking that expertise.
• Manufacturers looking to improve throughput, validation, or leadership handoffs will find less here.
• The evidence is limited to two posts, both written by the author and focused on partnerships and results rather than an advisory practice.

Examples: Source 1 · Source 2

Garg's posts cover the one-year anniversary of The Customer Success Talent Playbook, which Garg describes as an Amazon best seller; speaking and running a 90-minute mentorship workshop at NY Success Week; a customer-success compensation and negotiation webinar; and a cited ChurnZero finding that only 14% of budget will go to headcount over the next 12 to 18 months, with the conclusion that every hire now matters more.

• The posts also point to recruiting through Melo Associates.
• If the manufacturer's bottleneck is building a revenue or customer-facing team and hiring specialized roles, this material maps to the task more closely than an operations-and-transition record.

Garg works in customer success, recruiting, and commercial team design, largely in software and services.

• The posts don't address medical-device manufacturing, quality and regulatory compliance, production economics, or board-level oversight of a manufacturer, so Garg isn't a substitute for Carnall in a campaign seeking that expertise.
• The two posts cover events, a book, and market observations, not a paid advisory engagement or measured outcomes.

Examples: Source 1 · Source 2

Odess's posts include an analysis of ASSA ABLOY's acquisition of Pacific Lock—the deal logic, the American-made manufacturing angle, and the argument that a distinctive brand color is an unexploited asset—and an episode arguing that GDPR, NIS2, and the Cyber Resilience Act work as product discipline and a market moat rather than an added tax.

• Odess also points to industry newsletters and a podcast.
• For a brief about category positioning, compliance-led differentiation, or reading acquisition patterns ahead of a sale, this market-analysis approach is closer to the need than a plant-leadership background.

Odess works in physical security and access control, not medical devices.

• The posts offer commentary and market analysis, not examples of responsibility for manufacturing operations, quality systems, or a profit-and-loss line.
• Odess isn't a like-for-like replacement for Carnall on an operating or succession mandate.
• With only two posts to assess, ask for examples of paid advisory work with clients.

Examples: Source 1 · Source 2