Jacqueline Cullen, Senior General Manager, Integer

Jacqueline Cullen serves as Senior General Manager at Integer Holdings Corporation, where she leads manufacturing operations, drives operational excellence and develops high-performing teams. With nearly 30 years of experience in the medical device industry, she has built her career around optimizing production processes, implementing lean manufacturing principles and creating cultures where associates are empowered to identify opportunities, solve problems and sustain meaningful change. She also partners with customers to drive value through process improvements and operational efficiencies.

Jacqueline’s decades at Integer and its legacy companies reflect a long history of hands-on leadership across manufacturing and continuous improvement. She has progressed through a variety of leadership roles, including Operations Manager, Continuous Improvement Manager, Continuous Improvement Coordinator and Production Manager. That career progression has shaped her leadership style, giving her firsthand insight into the challenges teams face and helping her build strong trust with associates at every level.

Jacqueline is recognized for her expertise in lean manufacturing, systematic problem-solving and continuous improvement methodologies. She is committed to mentoring teams and developing future leaders while driving sustainable operational results. Her professional credentials include Six Sigma Green Belt certification through Hexagon Solutions and Beyond Inc., training as an 8-Step Problem Solving Practitioner through the University of Kentucky and Business Management from Waterford Institute of Technology. These qualifications, combined with a proven track record of leading operational transformation initiatives, have helped establish her as a respected leader in the medical device manufacturing industry.

What initially attracted you to the medtech industry? How has your perspective on the industry evolved over the course of your career?

I was first attracted to medtech by the purpose behind the work. I was drawn to manufacturing because I liked being close to the process and seeing how people, equipment and systems come together to make something that matters. In medtech, that work has even greater meaning because every improvement we make ultimately supports a device that can improve or save a patient’s life.

As a seasoned professional in the industry, how do you envision the future of medtech? What emerging technologies or trends do you believe will have the most significant impact?

I see the future of medtech being shaped by emerging technologies, especially artificial intelligence and machine learning. While AI has been around for decades, its use in medtech is still only beginning. As these tools become more advanced, they can help identify abnormalities faster, support more accurate treatment decisions and improve recovery times for patients.

From your experience, what are some of the key challenges that medtech engineers are likely to face in the coming years? How can professionals in the industry prepare for and navigate these challenges effectively?

I believe two key challenges for medtech engineers will be cybersecurity and the pace of change. As devices and systems become more connected, protecting patients and data will require ongoing diligence, education and defensive technology. At the same time, engineers will need to stay current as technology evolves, while balancing speed, quality and compliance. Staying close to the process, using data, applying systematic problem solving and continuing to learn through credible publications, training, conferences and networking will be essential. As my leadership journey evolves, I continue to draw on the value of staying close to the work and continuing to learn. That broad perspective helps leaders and engineers anticipate challenges, understand how decisions affect different teams and respond more effectively when conditions change.

In your opinion, what areas or applications within medtech have the greatest potential for growth and innovation? Why do you consider them promising?

I see tremendous opportunity in technologies that help us manufacture medical devices with greater precision, consistency and speed. Automation, advanced inspection, data analytics and connected manufacturing systems are especially promising because they help teams see problems sooner, reduce variation and make better decisions. I also believe innovation grows when production teams are directly engaged, because the people closest to work often see waste, constraints and improvement opportunities first.

As technology continues to advance rapidly, how do you think medtech engineers can stay ahead of the curve and ensure they are equipped with the necessary skills and knowledge?

Staying ahead starts with a commitment to continuous learning and connection to the work. Engineers need to understand new technologies, but they also need to spend time with production teams, observe the process and ask good questions. Industry publications, networking, conferences, certifications and mentorship are all valuable, but some of the most important learning happens on the floor, where teams can see how a design performs in real life and use disciplined problem solving to create sustainable improvements.

From a broader perspective, how do you see the role of medtech engineering in shaping the future of healthcare? What impact do you anticipate it will have on patient care and outcomes?

Medtech engineering plays a critical role in shaping healthcare because it turns clinical needs into products that can be manufactured safely, consistently and at scale. A device can be innovative, but it also needs to be built in a way that protects quality and provides reliable supply for the patients and clinicians who depend on it. When engineering teams partner closely with production, quality and supply chain, they can improve reliability, reduce risk and support better outcomes for patients.

Considering the increasing importance of interdisciplinary collaboration, how do you think medtech engineers can effectively collaborate with professionals from other fields, such as medicine and computer science, to drive innovation in the industry?

I think a key element in effective collaboration is respect for what each function brings to the table. Clinicians understand the patient and procedure, engineers understand design and technical requirements, operations teams understand the realities of building the product and computer science and data experts help us use information in smarter ways. Bringing those voices together early, listening carefully and staying focused on the problem helps turn ideas into practical, sustainable improvements.

My career has given me visibility across multiple levels of the organization, which has reinforced how important it is to understand the pressures, priorities and expertise each function brings. I strive to always lead from that perspective, because I believe when you build trust across teams, it creates space for more effective collaboration.

How do you think diversity and inclusion can contribute to the advancement of medtech engineering?

Diversity and inclusion are essential because the strongest solutions come from teams with different experiences, perspectives and ways of thinking. Because I have worked in many different roles over the course of my career, I understand how important it is for associates to feel heard and respected. That perspective helps me lead with empathy and create an environment where people are willing to share ideas.

I have seen how much better a team becomes when associates feel comfortable speaking up, challenging assumptions and sharing ideas from their own experience. When different voices are part of the conversation, teams are better equipped to challenge assumptions and develop solutions that last. Above all, when people feel included and understand that their ideas matter, they are most strongly driven to create and sustain meaningful change.

How do you foster a culture of innovation within your team or organization?

I foster a culture of innovation by making continuous improvement part of the way we work every day. Innovation does not always have to be a major breakthrough; it can be an associate identifying waste, a team improving flow or a group using systematic problem solving to make a process more stable. As a leader, I try to foster innovation by creating an environment where associates are trusted, coached and empowered to improve the work. My role is to provide the structure, coaching and support that help ideas surface, succeed and be sustained so associates understand their ideas matter and innovation becomes part of the culture.