Enquirer Consulting Group
Curtis Sprouse | EurekaConnect | October 2026
As of 14 Oct 2026
EurekaConnect develops leaders and teams with validated behavioral assessments and data driven programs, and helps innovators from industry and academia bring life science ideas to market.
This map lays out the groups of organizations those buyers sit in across biomedical and life sciences, how large each group is where a clean public count exists, and who usually signs off inside each one.
Most groups here buy the leadership and team programs directly. The last group, investors, accelerators and incubators, is a referral route to founder teams rather than a buyer.
Counts are US firms, not sites, and are banded on purpose. A group with no clean public count says so rather than showing a number.
| Group | Organizations in the US | Under 20 staff | 20 to 99 | 100 to 499 | 500 or more |
|---|---|---|---|---|---|
| Drug, biologic and diagnostic manufacturers | about 1,700 | about 900 | about 310 | about 240 | about 220 |
| Biotechnology research and development companies | about 4,900 | about 4,000 | about 600 | about 240 | about 130 |
| Medical device and equipment manufacturers | about 4,400 | not published | not published | not published | not published |
| Academic medical centers, cancer centers and research institutes | no clean public count | ||||
| University innovation and technology transfer offices | no clean public count | ||||
| Life science investors, accelerators and incubators (a referral route) | no clean public count |
US firm counts by industry code, banded deliberately.
Titles vary with size. In a startup the founder or CEO holds most of these seats alone.
| Group | Who usually signs off | Who also weighs in |
|---|---|---|
| Drug, biologic and diagnostic makers | The CEO in smaller firms; the chief people officer or head of leadership development in larger ones | Commercial and business development heads who sponsor a program for their own team |
| Biotech research and development companies | The CEO or founder, often with the board | The chief operating or chief business officer, and investors who sit on the board |
| Medical device makers | The CEO or president at mid-size firms; the chief people officer or VP of human resources at larger ones | Sales and marketing leaders who want stronger teams |
| Academic medical and research centers | The chief people officer or the head of faculty and leadership development | Department chairs, research leaders and the office of the president |
| University innovation offices | The director of the innovation or technology transfer office | Faculty founders, the research office and entrepreneurship program leads |
| Investors, accelerators and incubators | The managing partner or program director | Operating partners who support founder teams in the portfolio |
| Group | What moves the decision |
|---|---|
| Drug, biologic and diagnostic makers | Scientists and sellers promoted into leading people, and teams that must work across functions on a launch |
| Biotech research and development companies | A founding team moving from the lab to a company, and the judgment investors watch before the next round |
| Medical device makers | Commercial teams that have to move fast, and first time managers who were never taught to lead |
| Academic medical and research centers | Growing scientists and clinicians into leaders, and keeping teams steady under pressure |
| University innovation offices | Moving more inventions from the lab to market, which takes founders who can lead |
| Investors, accelerators and incubators | Founder teams that hold together under pressure, which protects the investment |
In a startup or a mid-size company the CEO usually decides, alone or with the board. The decision often turns on the leader seeing their own results first, then bringing the leadership team in.
In larger companies a business unit head or the people function sponsors a program for one team, and a good result there opens the door to the next team.
In academic centers and university offices a program is usually paid for from a leadership, faculty development or entrepreneurship budget, and the sponsor is the program director rather than the top of the institution.
The people who usually sign at the groups above, one a company. Work emails and phone numbers checked on Oct 14, 2026.
| Name | Role | Company | Where | Phone | |
|---|---|---|---|---|---|
| Ramesh Anumolu | Chief Executive Officer | Global Pharma Tek | Edison, NJ | ramesh@globalpharmatek.com | +1 281 781 9376 |
| Ajit Singh | Chief Executive Officer | Harbinger Health | Palo Alto, CA | asingh@harbinger-health.com | +1 650 215 8455 |
| Mark Mikhael | Chief Executive Officer | Wesley Pharmaceuticals | Orlando, FL | mark@wesleypharmaceuticals.com | +1 407 832 9969 |
| David Esposito | Chief Executive Officer | ONL Therapeutics | Ann Arbor, MI | desposito@onltherapeutics.com | +1 313 690 2192 |
| Albert White | President and Chief Executive Officer | CooperCompanies | San Francisco | +1 925 381 4224 | |
| James Horvath | Chief Executive Officer | Kaycha Labs | Hollywood, FL | james@kaychalabs.com | +1 561 306 2014 |
| Mark Foster | Chief Executive Officer | CurvaFix, Inc. | New York | mfoster@curvafix.com | +1 203 520 4397 |
| Hanzhong Zhang | Chief Executive Officer | BroadPharm | San Diego County, CA | +1 425 210 9897 | |
| Carl Wooten | Chief Executive Officer & President | Tedor Pharma Services | Boston, MA | +1 401 474 5662 | |
| Marc Viscogliosi | Co-Chief Executive Officer | VB Spine | New York | marc.viscogliosi@vbspineco.com | +1 914 912 9096 |
Built from public federal registries and the company's own website, counts banded deliberately.
If a walk-through is useful, pick a time at cal.com/ecg.
Prepared by Dan Reeves, dan@enquirerconsulting.com.