In So Many Words is a timely chat with an ophthalmic industry thought leader.

Tom Frinzi has come home, in an ophthalmic sense. His former company, Abbott Medical Optics (AMO), was recently purchased by Johnson & Johnson, the same company he worked for in the 1980s and 1990s, as part of its IOLAB cataract surgery business. Mr. Frinzi served as AMO’s president since early 2016; he is now worldwide president, surgical platform, of the rebranded AMO: Johnson & Johnson Vision.

Ophthalmology Management: What does AMO’s recent acquisition mean for its future?

Tom Frinzi: The acquisition gives AMO the resources that only Johnson & Johnson can bring to bear, and we’re happy to be part of that family of companies. Having a corporate parent committed to eye health, like Johnson & Johnson, is important.

Abbott was a good steward of our business, but they decided to reposition their portfolio, and Johnson & Johnson has made a commitment to become a leader in eye health. J & J has a deep history of medical device expertise; those resources are available to us as we work to power up our business.

OM: What resources do you have available that you might not have had before?

TF: There are synergistic opportunities, a great example is R&D. We’re already tapping into that expertise; we’re looking at next-generation cataract removal devices. We’ve been studying the product development they’ve done in subsidiaries like Ethicon, and asking how do we take that technology and apply it to us?

We plan to focus on commercial execution and a steady cadence of innovation.

OM: J&J Vision’s acquisition of TearScience: How will it fit into your plans?

TF: It’s complementary to our surgery offering. A good ocular surface is key to good outcomes, and dry eye is a huge unmet need. We see it as a technology that bridges J&J Vision’s optometry and ophthalmology businesses. [It] allows us to look at areas of interest, such as refractive surgery, glaucoma, retina or dry eye, and ask, is this a good area to be in? Is there some technology to acquire or develop here?

OM: Do you see J&J Vision focusing more on pharmaceutical products, surgical devices, or both?

TF: Both have roles to play; near-term, we continue to focus on devices, but that doesn’t suggest pharma can’t play a role [in the future].

OM: What firms do you see as your biggest competitors?

TF: The competitive landscape is what it is — and it’s a wonderful ecosystem. Some will continue to be there, then you also have some smaller, nimbler, venture-backed companies that will bring more innovation to the forefront.

[But] I think our true competition is ourselves. It’s our ability to be nimble, to be able to act like a startup, but with J&J’s backing.

OM: What did you learn in prior leadership roles? Is the past prologue?

TF: Big, small, private, public, the same basic principles apply: delight customers and motivate employees, and to the degree you do that well, you will eventually satisfy shareholders. That mindset and focus are no different whether it’s J&J Vision or a venture-backed start-up.

For me, my successes and failures have provided the experience and business maturity to be the best leader I can be. I hope I never stop learning. OM