B

Boston Scientific

Medical devices maker for interventional specialties

Group Marketing Manager - Imaging Systems, Marketing

Full-TimePosted on 10/14/2026
$131.7k - $250.2k+ Annual bonus target + Long-term incentives
Senior
Bachelor's, Master's
Marlborough, MA, USA
HybridAt least three days per week in the local office.
ProductProduct Management
No H1B Sponsorship

About the job

Requirements
  • A bachelor's degree in business, marketing, engineering, life sciences, healthcare, or a related discipline.
  • At least five years of experience in medical devices, healthcare technology, life sciences, or another highly regulated product-development environment.
  • Demonstrated experience leading new product development, upstream product management, portfolio strategy, innovation, or a closely related function.
  • Experience working across research and development, marketing, clinical, regulatory, quality, operations, and commercial organizations.
  • Demonstrated ability to identify customer needs and translate them into product strategy, development requirements, and business recommendations.
  • Strong strategic and financial acumen, including experience evaluating business cases, investment alternatives, and portfolio trade-offs.
  • Experience leading and developing employees or providing significant leadership to multidisciplinary teams.
  • Ability to influence decisions across functions and organizational levels without relying solely on formal authority.
  • Ability to manage multiple strategic initiatives and make sound decisions in a dynamic environment.
  • Ability to travel as needed to collaborate with global teams, customers, and external partners.
Responsibilities
  • Develop and maintain a long-range strategy for single-use imaging technology solutions, balancing customer needs, market dynamics, competitive developments, technical feasibility, business value, and organizational capabilities.
  • Lead portfolio planning and prioritization to focus resources on opportunities with the greatest potential to improve patient care and create sustainable business value.
  • Evaluate organic development, external innovation, partnership, and co-development opportunities to advance the portfolio.
  • Translate business strategy into product roadmaps, investment priorities, development objectives, and organizational recommendations.
  • Create decision frameworks for consistent assessment of opportunities, risks, trade-offs, and resource requirements.
  • Monitor clinical, technological, regulatory, healthcare-economic, and competitive trends to identify emerging opportunities and potential business risks.
  • Provide strategic leadership for products and platforms across the development lifecycle, from opportunity identification and concept exploration through development, launch readiness, and lifecycle planning.
  • Ensure development programs are grounded in defined customer needs, clinical problems, and differentiated value propositions.
  • Partner with research and development teams to establish product requirements, development priorities, and evidence needs.
  • Establish operating models across product management, engineering, and supporting functions to improve alignment, decision quality, milestone predictability, and execution.
  • Identify and help resolve cross-functional issues affecting development strategy, resource allocation, program timing, or commercialization readiness.
  • Balance execution of active programs with exploration of future technologies, solutions, and business models.
  • Lead collection and synthesis of voice-of-customer insights from healthcare professionals, administrators, commercial teams, and other stakeholders.
  • Translate customer observations and market research into user needs, opportunity areas, value propositions, and product-development priorities.
  • Maintain understanding of clinical workflows and the operational environment in which medical technologies are used.
  • Build relationships with external experts and customers to test strategic assumptions, evaluate concepts, and improve product and portfolio decisions.
  • Distinguish customer insights from internal hypotheses and validate them through structured research when required.
  • Partner with regional and commercial leaders to develop global strategies adaptable to different customer needs, healthcare systems, and market conditions.
  • Guide early commercialization planning, including market development, customer segmentation, value proposition development, pricing considerations, evidence requirements, and adoption pathways.
  • Connect upstream development decisions with downstream launch requirements to support market introduction and sustained adoption.
  • Support product lifecycle strategy, including portfolio transitions, platform expansion, product improvements, and introduction of complementary technologies and services.
  • Ensure strategic and development decisions consider the full customer experience, including clinical workflow, implementation, training, service, connectivity, and ongoing support.
  • Contribute to annual and long-range financial planning for the assigned portfolio.
  • Develop and assess business cases, market models, investment scenarios, and resource recommendations.
  • Work with functional leaders to align people, operating expenses, and development investments with portfolio priorities.
  • Evaluate financial and strategic implications of program delays, changing market conditions, competitive activity, technical risks, and alternative development pathways.
  • Communicate resource constraints and portfolio trade-offs to stakeholders and decision-making forums.
  • Serve as a strategic partner to leaders across marketing, research and development, clinical, regulatory, quality, operations, finance, business development, and commercial functions.
  • Build alignment among stakeholders with different functional, regional, or financial priorities.
  • Lead complex discussions and facilitate timely, evidence-based decisions when information is incomplete or rapidly changing.
  • Represent the portfolio in leadership reviews, strategic planning sessions, and investment discussions.
  • Communicate portfolio strategy through presentations and narratives tailored to technical, commercial, and executive audiences.
  • Foster collaboration across global teams and incorporate regional perspectives into product and portfolio decisions.
  • Lead, coach, and develop a team of product, business, or technical professionals.
  • Establish clear roles, priorities, accountability, and decision rights across the team.
  • Develop employees through regular coaching, meaningful assignments, career planning, and actionable feedback.
  • Build succession and capability plans supporting current portfolio and future strategic needs.
  • Create an inclusive environment where team members can challenge assumptions, raise risks, and contribute ideas.
  • Promote customer focus, innovation, accountability, collaboration, and disciplined execution.
  • Support organizational development initiatives, including recruiting, onboarding, talent assessment, and functional capability building.
Desired Qualifications
  • An advanced degree in business, engineering, healthcare, life sciences, or a related field.
  • Experience spanning multiple commercial or technical functions, such as sales, marketing, product management, engineering, or research and development.
  • Experience with global medical device commercialization and product lifecycle management.
  • Experience with capital equipment, disposable devices, software-enabled products, digital health solutions, or connected healthcare technologies.
  • Experience evaluating partnerships, acquisitions, licensing opportunities, or external development models.
  • Knowledge of clinical research, regulatory strategy, reimbursement, healthcare economics, or market-access considerations.
  • Demonstrated success leading organizational change and building new capabilities, teams, or operating models.

About the company

B

Boston Scientific

View
Website

Boston Scientific designs and makes medical devices used in procedures across cardiology, endoscopy, urology, and neuromodulation. Its products help doctors diagnose and treat conditions by guiding minimally invasive interventions and delivering therapies inside the body, with revenue from hospitals and clinics. The firm differentiates itself through a broad, global portfolio and heavy ongoing investment in research and development to expand capabilities and address complex health issues. Its goal is to improve patient care by providing reliable, effective medical devices and solutions that enable clinicians to perform safer, more effective procedures while growing its business.

Company Size

10,001+

Company Stage

IPO

Headquarters

Marlborough, Massachusetts

Founded

1979

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Simplify Jobs

Simplify's Take

What believers are saying

  • September 11, 2026 FDA clearance for SpaceOAR Flex expands prostate cancer workflow offerings.
  • Boston Scientific restored remote cardiac monitoring and most operations by September 8, 2026.
  • Second-quarter 2026 sales grew 7.5%, showing strong demand before the cyber disruption.

What critics are saying

  • August 25, 2026 cyberattack forced Boston Scientific to miss 2026 sales and profit guidance.
  • September 25, 2026 FDA Class I recall removed Imager II Angiographic Catheters after tip defects.
  • AXIOS and Infinion CX recalls show repeated manufacturing and design-quality failures across franchises.

What makes Boston Scientific unique

  • FARAPULSE remains Boston Scientific's category-defining pulsed-field ablation franchise in 2026.
  • SpaceOAR Flex extends a differentiated prostate-radiotherapy portfolio with real-time flexible delivery.
  • Global scale across cardiology, endoscopy, urology, and neuromodulation diversifies procedure-dependent revenue.

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Benefits

  • Relocation Assistance
  • Performance Bonus

Growth & Insights and Company News

Headcount

6 month growth

4%

1 year growth

11%

2 year growth

11%
Yahoo Finance
Oct 15th, 2026
Boston Scientific risk rises as $2.72B capex tops R&D for the first time since 2011

Boston Scientific shares have fallen 54.7% over the past year, against a 17.3% gain for the S&P 500, even as the medical device maker grew revenue 13.5% in the twelve months to June 2026. In August, a cyberattack disrupted its manufacturing and order shipments. Risk has risen because capital spending reached $2.72 billion, above the $2.15 billion spent on research. Research had led at every quarter end since at least September 2011. Most of the extra spending came in April to June, at $1.93 billion versus $245 million a year earlier. Free cash flow fell to $1.81 billion from $3.18 billion, while total debt rose to $12.6 billion from $12.0 billion. On July 29, management cut its 2026 revenue growth forecast to 6.0% from 7.8%. The next report, expected around October 28, 2026, covers the quarter the attack hit.

SecurityBrief Asia
Oct 6th, 2026
Ransomware attacks hit yearly high in August, says NCC Group.

Ransomware attacks hit yearly high in August, says NCC Group. Wed, 7th Oct 2026 (Today) Ransomware attacks reached 1,073 in August, the highest monthly total of the year and 12% above the 960 recorded in July, according to NCC Group. The cyber security company's monthly threat intelligence findings also showed a change in the leading threat group. Qilin was responsible for 15% of all attacks, overtaking The Gentlemen. North America remained the most targeted region, accounting for 44% of attacks in August. Europe followed with 26%, continuing a pattern in which Western markets bore most of the reported incidents. Industrials remained the main target by sector, accounting for 31% of attacks in August, up from 28% in July. The increase underscores sustained pressure on businesses involved in infrastructure, manufacturing and related operations. The data points to continued disruption across large organisations. Incidents cited in the report included a customer data leak at Manchester Airports Group that affected car park, lounge, fast track bookings and in-airport WiFi systems, and an intrusion at US medical technology company Boston Scientific that disrupted manufacturing, shipping and customer order processing. Aurora case NCC Group also described a case handled by its Digital Forensics and Incident Response team involving the Aurora ransomware group and a transportation organisation. In the account, Aurora exploited a virtual private network and left a short ransom note on an encrypted hypervisor. The note said confidential files had been encrypted and instructed the victim to make contact through the Tor browser using a provided .onion link and access key. The case suggests data extortion has become a priority for the group alongside encryption and, in some cases, destruction. Aurora first emerged this year and has since targeted organisations in manufacturing, legal and research and development, the report said. The findings come as cyber security groups track how artificial intelligence is affecting both cyber attacks and defensive measures. NCC Group pointed to the recent Hugging Face incident as an example of concerns about the behaviour of advanced AI models, saying similar issues were prompting wider debate about policy and regulation. Matt Hull, vice president of cyber intelligence and response at NCC Group, said the latest figures suggested a sustained rise in ransomware activity rather than a one-off spike. "August was the second consecutive month of highest ransomware levels for the year, indicating a steady rise in global activity. A combination of factors is driving this increase, including rapid advancements in AI and ongoing geopolitical volatility, which are fuelling state-sponsored threats. "As the threat landscape evolves, organisations must ensure their resilience and response capabilities keep pace. "AI is becoming a powerful tool for defenders and attackers. As these technologies continue to advance, the most effective approach to protecting against cyber threats will be combining AI's speed and scale with human expertise and experience. Keeping people at the centre of cyber defence, while using technology responsibly, will be key to identifying and responding to cyber risk."

Cybersol
Sep 27th, 2026
ShinyHunters expose 6.4M in attack on medical supplier McKesson.

ShinyHunters expose 6.4M in attack on medical supplier McKesson. Source Originally from "ShinyHunters expose 6.4M in attack on medical supplier McKesson" by The Register - View original. Vendor risk governance failure: McKesson's 6.4M record breach exposes healthcare supply chain liability gaps. Why this matters at board and regulatory level. When ShinyHunters compromised McKesson - a critical medical supplier serving 3,300+ oncology providers across 29 states - the breach extended far beyond a single organization's data loss. The exposure of 6.4 million records spanning patient data, staff credentials, and healthcare provider contacts demonstrates a systemic governance failure: healthcare organizations lack binding contractual mechanisms to enforce, audit, and verify vendor security controls proportional to the sensitivity of data those vendors hold. The $55.2 million extortion demand reveals that threat actors now price attacks based on a vendor's position in the supply chain and the downstream liability exposure they create. This pricing model transforms vendor selection from a procurement decision into a board-level governance priority - yet most healthcare organizations remain unprepared to manage the cascading notification obligations, regulatory exposure, and liability allocation that follow a vendor breach of this scale. The supply chain leverage problem. McKesson's position as a critical infrastructure node in healthcare supply chains creates asymmetric risk exposure. A compromise at this level does not affect only McKesson's direct contractual relationships; it propagates through multiple layers of healthcare providers, patients, and staff. Yet the contractual frameworks governing vendor relationships typically fail to specify minimum security controls, real-time audit rights, or binding incident notification timelines. Most healthcare organizations discover - only after a breach occurs - that their vendor contracts lack clarity on who bears responsibility for notification costs, who funds regulatory remediation, and how liability is allocated if disclosure is delayed or incomplete. The concurrent breaches at Boston Scientific and Veradigm, both traced to compromised third-party vendor credentials, reveal a second structural weakness: credential hygiene and access control segregation across vendor ecosystems. When a single compromised credential grants access to multiple downstream systems, the breach becomes a supply chain cascade rather than an isolated incident. This pattern indicates that healthcare organizations have not implemented contractual requirements mandating multi-factor authentication, credential rotation, and access logging for third-party integrations. Under NIS2 and DORA frameworks, critical infrastructure operators and financial entities must assess and monitor supply chain security; healthcare organizations subject to similar regulatory expectations must translate these mandates into enforceable contractual language that specifies minimum technical controls, audit rights, and forensic disclosure obligations. Notification complexity and liability allocation. A breach affecting 6.4 million records triggers notification obligations under HIPAA, state breach notification laws, and potentially GDPR if European patients or providers are affected. However, contractual relationships between vendors and downstream customers often fail to allocate responsibility for notification timing, forensic disclosure, and regulatory reporting. Many healthcare organizations lack contractual clarity on whether their vendor must notify them within a specific timeframe, provide forensic details necessary for regulatory submissions, or assume liability for regulatory fines resulting from delayed or incomplete notification. This ambiguity creates operational chaos and legal exposure at the moment when coordinated, rapid response is most critical. The incident also exposes how vendor risk governance frameworks often overlook extortion as a distinct liability vector. A $55.2 million ransom demand creates pressure on the vendor to negotiate, potentially delaying breach disclosure to downstream customers and regulators. Contractual frameworks should explicitly prohibit vendors from negotiating ransom payments without notifying affected customers and should require vendors to maintain cyber liability insurance that covers both breach response costs and downstream customer notification obligations. Without these contractual anchors, healthcare organizations face scenarios where their vendor's negotiation decisions directly affect their own regulatory exposure and liability timeline. Cybersol's perspective: where governance frameworks break down. This incident reveals a critical distinction between technical security and governance-level risk management. The technical attack vector - credential compromise via a third-party vendor environment - is well-understood and preventable through standard access controls. The governance failure is contractual and organizational. Most healthcare vendor agreements were drafted before ransomware became a primary extortion mechanism, before supply chain attacks became the dominant attack pattern, and before regulators began holding organizations accountable for vendor security failures. Organizations typically overlook three specific risk layers: * Contractual specificity on security controls: Vendor contracts often reference "industry-standard security" or "reasonable safeguards" without defining what these terms mean operationally. Contracts should specify minimum technical controls (MFA, encryption, access logging), audit frequency, and remediation timelines for identified vulnerabilities. * Notification obligation clarity: Contracts should specify that vendors must notify the organization within 24-48 hours of discovering a breach, provide forensic details within 5 business days, and assume responsibility for notifying affected individuals if the vendor's negligence caused the breach. * Cyber liability insurance as a contractual requirement: Vendors should be required to maintain cyber liability insurance that covers breach response costs, notification expenses, and regulatory fines. This shifts financial risk to the vendor and creates an incentive for the vendor to maintain strong security controls. Most healthcare organizations have not integrated these requirements into their vendor management frameworks, leaving them exposed to the exact scenario McKesson's breach created: rapid escalation of liability, regulatory notification cascades, and contractual ambiguity about who bears the cost of remediation. Original source. The Register, "ShinyHunters expose 6.4M in attack on medical supplier McKesson" (September 10, 2026), reported by Connor Jones. Closing reflection. This incident demonstrates that vendor risk governance in healthcare remains reactive rather than preventive. Organizations should review the original article for specific technical details about the attack vector and credential compromise mechanisms. More importantly, they should use this incident as a trigger to audit their vendor contracts for explicit security requirements, notification obligations, liability allocation, and cyber insurance mandates. The governance failure here is not primarily technical - it is contractual and organizational. Healthcare boards should commission a vendor contract audit within the next 60 days, with specific focus on breach notification timelines, liability allocation, and cyber insurance requirements. The cost of updating vendor agreements is negligible compared to the regulatory exposure and notification costs that follow a breach of this scale.

Urology Times
Sep 25th, 2026
FDA grants 510(k) clearance to SpaceOAR Flex Hydrogel for prostate radiotherapy.

FDA grants 510(k) clearance to SpaceOAR Flex Hydrogel for prostate radiotherapy. A limited market release of SpaceOAR Flex is expected to begin in the US later this year. The FDA has granted 510(k) clearance to the SpaceOAR Flex Hydrogel as a rectal spacer in men undergoing radiation therapy for .[1] The device is intended to temporarily position the anterior rectal wall away from the prostate during prostate cancer radiotherapy, with the goal of reducing the radiation dose to the rectum. The clearance expands Boston Scientific's SpaceOAR portfolio and follows earlier FDA clearances for SpaceOAR Hydrogel and SpaceOAR Vue Hydrogel. SpaceOAR Flex is designed with a flexible hydrogel delivery system that allows the physician to pause delivery, evaluate placement, and adjust delivery in real time, according to press communication from Boston Scientific. The system also uses a single-syringe delivery approach and is designed to reduce setup steps compared with the SpaceOAR Hydrogel and SpaceOAR Vue systems. "Rectal spacing has become an important tool for physicians seeking to limit radiation exposure to healthy tissue during prostate cancer treatment," said Ronald Morton, MD, chief medical officer, Urology, Boston Scientific, via press communication from Boston Scientific. "SpaceOAR Flex Hydrogel builds on our experience in this category and provides physicians with another option based on their clinical and workflow needs." The company also noted that SpaceOAR Flex is designed to be visible on computed tomography (CT) scans, including kV cone-beam CT, similar to SpaceOAR Vue. According to the company, this visibility is intended to facilitate contouring of the prostate and rectum during treatment planning and to assist with patient positioning during image-guided radiotherapy. The device is being assessed in the multicenter HYDROSPACE trial (NCT06451614). Preliminary results from the study will be presented at the 2026 American Society for Radiation Oncology Annual Meeting in Boston, Massachusetts. The randomized controlled trial is assessing the effectiveness and safety of the SpaceIT Hydrogel System for perirectal spacing in patients who are undergoing external beam radiotherapy for the treatment of low to intermediate risk prostate cancer. Participants in the control arm received either the SpaceOAR System or SpaceOAR Vue Hydrogel.[2] Boston Scientific said it expects to begin a limited US market release of SpaceOAR Flex later in 2026. SpaceOAR and SpaceOAR Vue will continue to be commercially available for rectal spacing. REFERENCES 2. SpaceIT Hydrogel System for Perirectal Spacing (HYDROSPACE). ClinicalTrials.gov. Last updated September 14, 2026. Accessed September 25, 2026.

Irish Golfer
Sep 24th, 2026
All eyes on Athenry for Boston Scientific Play in Pink day in aid of NBCRI.

All eyes on Athenry for Boston Scientific Play in Pink day in aid of NBCRI. Irish Golfer 24th September 2026 Irish Golfer Continuing their multi-year partnership with the National Breast Cancer Research Institute, Boston Scientific are holding their second annual Play in Pink day at Athenry Golf Club on Friday September 25th and it's all set to break some records. The Galway-based company are in the second year of a two year Charity Partnership with the NBCRI and to date they have run almost 90 events across that time where over €215k was raised in 2025 with the hope that 2026 will exceed that superb total. The Play in Pink day this week will be event #32 on their calendar for 2026 and it's a key one to help raise both funds and profile for the amazing work of the National Breast Cancer Research Institute as they continue in their quest to positively influence outcomes for people diagnosed with breast cancer through research. Breast cancer has touched most of its lives in one way or another and one in seven women in Ireland will be diagnosed with it in their lifetime, while one in two people in Ireland will be diagnosed with some form of cancer, so the research work of the NBCRI and the fundraising work of Boston Scientific and their partners is invaluable. In all Boston Scientific have 58 premium partners for their Play in Pink day and all deserve enormous praise for their involvement and contributions to making the day not only a fun golf day but one which raises significant monies for the charity. "We're delighted to be included in such a great event in aid of the NBCRI, it's great to be able to help out where we can and give back" said Sean Conroy from MJ Conroys Construction, one of the premier partners. While Vinny Kelly from Kirby Group Engineering said; "We're delighted to be a premier sponsor of this Boston Scientific's annual Golf Event and to support such a worthwhile cause. Kirby Group Engineering are proud to be able to help the NBCRI to raise valuable funds and awareness, and we're happy to support the great work that the charity is doing for advancements in cancer research" So you can see what it means for the partners to be involved and some of the others on the day will be; BWT Pharma & Biotech Ltd, Convergint Technologies Ireland Ltd, Interactive Interiors Ltd, John Sisk And Sons Limited, Kirby Group Engineering, Masterlift, Mj Conroy And Sons, Schneider, Electric Ireland Limited, Spectrum Engineering Limited, ABM, Siemens, Atlantach, EMC, Greatech, Hanley Control, Lotus, SVS and West Tech Irish Golfer wish Boston Scientific all the best on their Play in Pink day and extend a warm thank you to everyone involved in organising and supporting this wonderful event.