By Robin Ganek • August 2026
I didn’t arrive at Lexington with a theory about values. I arrived with a memory from earlier in my career, at Amazon, where Leadership Principles weren’t a poster in a conference room; they were a shared language, used to make hiring decisions and settle debates. I didn’t come away from that thinking every company needed Amazon’s exact playbook, but believing that if values are worth writing down, they should actually help people decide and act.
When I got to Lexington Medical, Inc., the culture was already there. You could feel it in a meeting or on the manufacturing floor. Most of it lived in instinct. People just knew how Lexington worked. So, I tried to name the patterns that were already there, not because the culture needed inventing, but because sharing it meant I had to put it into words. I didn’t invent our values: I discovered them.
Along the way, I noticed something else: a value you only ever love probably isn’t doing its job. Values that matter tend to create a little tension. I landed on five company values: Focus & Excellence, Delivery & Speed, Collaboration, Ownership, and Curiosity.
Focus & Excellence
Focus & Excellence shows up first as restraint. Lexington has spent more than a decade focused on a single product category while much larger competitors have broader product portfolios. That sounds limiting, but it’s not: focus is a choice.
Every procedure, every surgeon, and every new generation of product teach us something. We’ve chosen to go deep instead of wide because excellence compounds. The more we learn, the better questions we ask, and the better questions we ask, the better products we build. Doing less isn’t the goal. Choosing excellence is the goal.
Delivery & Speed
Delivery & Speed creates a different kind of tension. There’s a sign hanging in one of our engineering spaces that reads, simply, Speed is Life — probably the most polarizing object in the building.
Some people walk past it without a second thought. Others stop and ask whether “speed” belongs anywhere near a company building instruments that operate inside the human body. I love that question. For us, speed has never meant cutting corners but shortening the distance between learning and improving. Our production floor sits in the same building as our engineering lab. We can prototype, test, and iterate quickly.
When that learning is delivered, trust is built. Trust isn’t something a younger company inherits — it’s something we earn, one commitment at a time: a product improvement, a shipment, simply doing what we said we would. Speed matters because it helps us earn that trust sooner.
Collaboration
Collaboration at Lexington isn’t what most people picture when they hear that word. For us, it starts with candor. We say what we actually think, even and especially when it would be easier not to. We want every relevant perspective shared before a decision gets made, including the unglamorous ones. Surgeons get the same treatment: they sit with our engineers and tell us, directly, what isn’t working.
Then something important happens: the debate ends. Nobody keeps score over whose idea won. Everyone just owns making the decision successful. That’s the kind of collaboration we’re after.
Ownership
Ownership shows up in how we’ve built the company: vertically integrated by design, developing, manufacturing, and selling almost everything ourselves out of Bedford. We believe staying close to every part of the process makes us better.
That philosophy extends to our people, too. Many of our production leaders—and several members of our executive team—started here in entry-level roles. We handed them opportunities often before they thought they were ready, and they’ve had a remarkable habit of growing into them.
Curiousity
Finally, there’s Curiosity, and if I’m honest, it’s the one I love talking about most. I’m surrounded by people who can’t leave a good thing alone. We’ll ship a version of a product that surgeons are already happy with, and somewhere in the building someone is already bothered by a detail nobody else has noticed, thinking of ways to fix it before anyone asks them to. That’s the itch we’re chasing. It’s why we reinvest so much of our budget into R&D every year, and why “good enough” has never been a satisfying answer.
Writing down these Company Values didn’t change Lexington. The values page on our website is not the proof we need to know who we are. The words give us that shared language for what shapes the thousands of decisions we make. The way we build, deliver, listen, debate, hire, promote, and keep coming back to make the product better is the proof that matters.
About the Author
Robin Ganek
Robin is the VP of People at Lexington Medical and has global responsibility for HR, talent acquisition, compensation, benefits, and organizational growth and alignment. Robin joined Lexington Medical after serving as Director of People Operations at Formlabs and 5-years of delivering large-scale HR projects at Amazon and Google. Robin holds an MBA from MIT Sloan and a BA in Psychology from Johns Hopkins University.