Full-Time
Development Engineer 2
Sustaining
Posted on 7/3/2026
Zimmer Biomet Holdings
10,001+ employees
Develops joint replacement, robotics, smart implants
No salary listed
Bengaluru, Karnataka, India
Hybrid
Three days in-office per week required.
Bachelor's
 Mechanical Engineering (1) |
|---|
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- Bachelor's Degree in Engineering or relevant degree and 1 year of relevant experience
- Microsoft Office Suite software proficiency required
- Travel up to 5%
- Executes sustaining projects with limited supervision
- Authors and releases Engineering Change Orders (ECOs); ensures compliance
- Participates in root cause and CAPA execution
- Supports cost reduction and supplier change initiatives
- Identifies incremental product/process improvements
- Contributes to standardization of sustaining documentation
- Minimum B.S. degree from an ABET accredited school (or global equivalent) in Mechanical Engineering, Mechanical Engineering Technology, Biomedical Engineering, Bioengineering, Biomedical Engineering Technology, Bioengineering Technology, Mechatronics Engineering, Aerospace Engineering or Aeronautical Engineering
- 1 to 3 years of full-time (including relevant Zimmer Biomet Coop/Intern) engineering experience
- Knowledge of ASME Geometric Dimensioning and Tolerancing standards with application to product design
- Knowledge of various manufacturing processes (including subtractive machining, anodization, additive manufacturing, forging, casting, plastic molding) and material science for application in new product development
- FDA QSR and EU MDR medical device regulatory requirements, and industry/regulatory body recognized technical product standards knowledge
- Statistics knowledge with application to sample size determination and null hypothesis testing
- Medical device orthopedic product design experience
- Demonstrated good written and verbal communication skills including presentation skills required
Zimmer Biomet manufactures and markets musculoskeletal medical devices and instruments for joint replacement, surgical trauma, and sports medicine. Its products include joint implants, surgical tools, and smart implants, often supported by robotic-assisted surgery systems. The company develops, produces, and sells these devices and provides services such as medical education and training to healthcare professionals to support procedures and outcomes. Compared with competitors, Zimmer Biomet benefits from a long history (over 90 years), a global footprint, and a focus on integrated solutions that combine advanced implants with robotics technology and education partnerships. Its goal is to advance patient care by delivering reliable devices, technologies, and professional training that improve surgical outcomes and collaboration with healthcare providers.
Company Size
10,001+
Company Stage
IPO
Headquarters
Warsaw, Indiana
Founded
1927
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Simplify's Take
What believers are saying
- Q2 2026 revenue reached $2.18 billion, up 4.8%, and management raised guidance.
- Zimmer locked in six distributors and hired 200 tech reps, reducing transformation friction.
- Chintan Desai’s July 2026 Asia Pacific appointment strengthens execution in a critical growth region.
What critics are saying
- The U.S. sales-force overhaul still has half unfinished, risking lost accounts through 2027.
- China and broader Asia Pacific remain soft after distributor simplification and Japan pricing resets.
- FDA recall and lawsuits around CPT hips expose Zimmer Biomet to device-liability damage.
What makes Zimmer Biomet Holdings unique
- Zimmer Biomet pairs knees, hips, trauma, and ROSA robotics across one sales platform.
- Ivan Tornos is rebuilding 2,500 U.S. reps into dedicated specialists by end-2027.
- The company is integrating digital surgery, AI, and implant portfolios before mBôs launches in 2027.
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Benefits
Flexible Work Hours
Wellness Program
Hybrid Work Options
Growth & Insights and Company News
6 month growth
↑ 1%1 year growth
↑ 1%2 year growth
↑ 1%Zimmer Biomet sales force revamp going better than expected, CEO says. The restructuring, intended to give Zimmer Biomet a fully dedicated sales force, is expected to be complete by the end of 2027. Published Aug. 6, 2026 By the numbers Q2 sales: $2.18 billion 4.8% increase year over year Net earnings: $198.3 million Compared with $152.8 million in Q2 2025 Zimmer Biomet CEO Ivan Tornos said the company's transition to a fully dedicated sales force is going better than expected, leading the orthopedics firm to raise its sales and earnings expectations for 2026. Zimmer announced the restructuring in February. The plan involves shifting the company's 2,500-person U.S. sales force to fully dedicated specialists, rather than independent contractors, and focusing them on higher growth segments. Tornos told investors in a Wednesday morning earnings call that the company is seeing less customer disruption and sales force turnover than initially expected. Zimmer is adding 200 tech sales representatives, he said, and has locked in the top six independent distributors. "This is a growth strategy," Tornos said. "We're going to have the best sales force in orthopedics." The company is still on track to complete the restructuring by the end of 2027. Zimmer Biomet raised its revenue growth expectations for the year to a range of 3.9% to 4.9%, from a prior range of 2.5% to 4.5%. The company also increased its adjusted earnings per share forecast by a few cents. There's still some risk ahead, J.P. Morgan analyst Robbie Marcus wrote in a research note, as about half of the sales force restructuring still has yet to be completed. However, he viewed the quarterly results as "incrementally positive." "With better-than-expected results following softer competitor prints, we think these results point to share-taking for Zimmer in 2Q," Marcus wrote. Zimmer's U.S. knee business grew 1.4% in the quarter, better than Johnson & Johnson's 1% growth but below Stryker's 6.1% growth, Stifel analyst Rick Wise wrote in a research note. Meanwhile, Zimmer's U.S. hips segment grew 5.9% in the second quarter, ahead of both of its competitors.
Zimmer: Q2 earnings snapshot. August 5, 2026, 6:39 AM WARSAW, Ind. (AP) - WARSAW, Ind. (AP) - Zimmer Biomet Holdings Inc. (ZBH) on Wednesday reported second-quarter profit of $198.3 million. The Warsaw, Indiana-based company said it had net income of $1.03 per share. Earnings, adjusted for amortization costs and restructuring costs, came to $2.07 per share. The results surpassed Wall Street expectations. The average estimate of eight analysts surveyed by Zacks Investment Research was for earnings of $2.01 per share. The orthopedic device maker posted revenue of $2.18 billion in the period, also exceeding Street forecasts. Seven analysts surveyed by Zacks expected $2.13 billion. Zimmer expects full-year earnings in the range of $8.47 to $8.59 per share. Keep Watching Why the Nationals were deadline sellers - sort of This story was generated by Automated Insights (http://automatedinsights.com/ap) using data from Zacks Investment Research. Access a Zacks stock report on ZBH at https://www.zacks.com/ap/ZBH
Zimmer Biomet reported second quarter 2026 net sales of $2.177 billion, up 4.8% on a reported basis and 4.0% on an organic constant currency basis. The medical technology company posted diluted earnings per share of $1.03, a 33.8% increase, whilst adjusted diluted earnings per share held steady at $2.07. The firm generated $447.9 million in operating cash flow and $308.3 million of free cash flow during the quarter. Chairman, President and CEO Ivan Tornos cited solid performance and progress on growth drivers and commercial transformation. Following strong first-half results, Zimmer Biomet raised its full-year guidance. The company now projects reported revenue growth of 3.9% to 4.9%, up from previous guidance of 2.5% to 4.5%. Adjusted diluted earnings per share guidance increased to $8.47 to $8.59, from $8.40 to $8.55.
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Trust builds capability: Paula Ordoñez Angel on growing a GCC beyond the original blueprint. Heads of Global Capability Centers are often recognised for operational excellence, scale and efficiency. Yet behind every successful centre is a leadership philosophy that determines whether it remains a delivery organisation or evolves into a trusted strategic partner. Visual Art & Design In this edition of GCC Voices, I spoke with Paula Ordoñez Angel, former Americas GBS Site Director and Country General Manager at Zimmer Biomet, about scaling one of Latin America's most respected Global Business Services organisations. During her leadership, the Colombia GBS expanded from an initial plan of 200 to 300 professionals into an organisation of around 600 employees supporting finance, HR, supply chain, engineering, IT and commercial operations across the Americas. Discover more Communicating Business & Industrial Rather than attributing that growth to aggressive migration plans, Paula believes it resulted from something far more valuable: organisational trust. Watch the interview on YouTube: https://youtu.be/lPuYGjrgYqc Growth begins when capability creates demand. One of the most revealing insights from its discussion was that transformational growth rarely follows a predefined roadmap forever. Paula explained that the turning point wasn't marked by a single meeting or executive decision. Instead, she noticed that conversations with business leaders began changing. Initially, discussions centred on scheduled transitions and predefined migration plans. Over time, however, leaders began asking a different question: "Can Colombia take on this capability?" That subtle shift represented something much larger. Management Instead of following an established migration programme, the business was actively seeking opportunities because it trusted the centre's capability. As Paula reflected: "We were really growing because there was additional investment in our GBS sites because of the capabilities that we were able to grow." That confidence opened the door to functions far beyond the original scope, including engineering, medical affairs, manufacturing support and CAD design. The centre was no longer viewed as an execution arm but as a trusted enterprise capability. Trust is earned before transformation succeeds. Many organisations speak about trust as a leadership value. Paula views it as an operational discipline. Sharing the example of transitioning indirect tax processes, she described how local teams understandably questioned whether a newly established GBS could match years of local expertise. Discover more Communications Organizational Rather than attempting to persuade stakeholders with presentations or business cases, her team focused on partnership. They involved local experts throughout the transition, documented knowledge carefully, established governance, agreed service levels and measured performance transparently. Clubs & Organizations Only after consistently delivering quality improvements, stronger controls and measurable business outcomes did confidence grow. Strategic Planning As Paula noted, trust is not created on the day of go-live. It develops through repeated delivery, openness and credibility. Co-design replaces handover. Perhaps the strongest leadership lesson came from Paula's approach to transitions. Instead of treating migration as transferring ownership from one team to another, she described it as co-designing long-term success. Using the example of managing Brazil's complex indirect tax processes, Paula explained that the conversation was never about convincing local teams they could do better. Business & Corporate Law Instead, the dialogue focused on understanding risks together. Her team invested time travelling to local markets, walking through day-to-day operations, understanding exceptions and jointly testing controls before taking ownership. Importantly, the local experts remained partners well beyond go-live. Discover more investment That collaborative mindset reduced organisational resistance while improving operational resilience. Five leadership lessons. Its conversation reinforced several principles that extend well beyond GCCs. Financial Planning & Management * Capability creates demand more effectively than migration plans. * Trust is earned through consistent delivery, not presentations. * Credibility grows from measurable performance. * Co-design builds stronger transitions than handovers. * Strategic partnerships outlast implementation milestones. Final thoughts. As Global Capability Centres continue evolving into enterprise transformation hubs, technical capability alone will not determine success. Leaders who invest in credibility, partnership and trust create organisations that attract new opportunities naturally. Paula's experience demonstrates that the most successful GCCs don't simply execute work more efficiently. Journalism & News Industry They become organisations the business actively seeks out for its next strategic challenge. About Paula Ordoñez Angel. Paula Ordoñez Angel is the former Americas GBS Site Director and Country General Manager at Zimmer Biomet. She has more than twenty years of experience in finance, treasury and Global Business Services across healthcare and FMCG, leading large-scale transformation and capability development programmes throughout the Americas. About GCC Voices. GCC Voices is an interview series hosted by Dr Aniisu K. Verghese, featuring conversations with Global Capability Centre leaders, site directors and transformation executives on leadership, communication, change and the future of enterprise capability.