Orchid Orthopedic Solutions / Tecomet — Account Dossier

Why This Company

Corporate Structure (Mid-Merger):

• Orchid Orthopedic Solutions — PE-backed (Nordic Capital) orthopedic implant contract manufacturer. Runs Made2Manage + Syteline ERPs. No procurement technology.
• Tecomet — PE-backed (Charlesbank Capital Partners) precision medical device contract manufacturer. Runs 7 ERPs with lightweight Qlik analytics and Scout RFP. No enterprise procurement tools.
• Merger announced Jan 14, 2026 — combining into a $500-800M+ entity, 24+ sites, 6 countries. Tecomet's leadership (CEO Weller, CFO Brasile, VP Procurement Shevela) will run the combined company. Pre-close strategic planning is underway.
• The deal path: The target is the combined entity. Most decision makers sit on the Tecomet side because they're driving the integration.

Fit:

• FDA-regulated medical device contract manufacturer (Simfoni's #1 priority vertical), no enterprise procurement tools, manual processes across 8-9+ legacy ERPs (Nordic Capital; GlobeNewsWire — Merger Announcement)

Pain:

• Zero procurement technology across 8-9+ ERP systems — Orchid runs Made2Manage + Syteline with entirely manual procurement (POs, RFQs, supplier qualification all done by hand); Tecomet has 7 ERPs with only lightweight Qlik analytics and Scout RFP. Neither company has Coupa, GEP, SAP Ariba, or any enterprise spend management. Job postings describe Buyers manually processing POs, maintaining spreadsheet-based Approved Supplier Lists, and doing ERP data entry at $25-29/hour. (ZipRecruiter — Orchid Supply Chain Manager; Snagajob — Orchid Associate Buyer/Planner; Supply Chain Magazine — Tecomet)
• VP Global Procurement explicitly describes the exact problem Simfoni solves — Alan Shevela (Tecomet, hired Jan 2025) publicly discussed his frustration with "spreadsheet mashing" across multiple ERPs and advocated for procure-to-pay automation enabling real-time data sharing across sites. He also described streamlining indirect spending as having significant impact across global sites. (MetaExperts — Mastering Efficiency; Auto Supply Chain Prophets)

Timing:

• Merger announced January 14, 2026 — pre-close, strategic planning underway — Orchid and Tecomet are merging to create one of the largest orthopedic contract manufacturers globally. Dual PE sponsors (Nordic Capital + Charlesbank) are both actively engaged in strategic planning. Charlesbank's Portfolio Resources Group has already partnered with CEO Weller on strategic planning covering profit drivers and market positioning. The window is NOW — before procurement technology decisions crystallize. (GlobeNewsWire — Merger Announcement; Charlesbank — Tecomet; Charlesbank — Portfolio Resources)

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Decision Makers

Alan Shevela — VP Global Procurement, Tecomet

Primary Contact / Champion

• LinkedIn: linkedin.com/in/alanshevela
• Email: alan.shevela@tecomet.com (inferred — Tecomet uses first.last@tecomet.com, 74% per RocketReach; ZoomInfo confirms a***@tecomet.com)
• Cares about:
  • Eliminating manual "spreadsheet mashing" across ERPs — explicitly advocated for procure-to-pay automation and real-time data sharing across sites on the MetaExperts podcast (Sep 2024) (MetaExperts)
  • Streamlining indirect spending — described centralizing indirect spend across 16 sites as delivering significant savings on the Auto Supply Chain Prophets podcast (Sep 2024) (Auto Supply Chain Prophets)
• Why they matter: Will own procurement strategy and technology decisions for the combined 24+ site entity. Followed CEO Weller from Aludyne — a trusted lieutenant relationship. Has implemented procure-to-pay systems before (at Aludyne) and will face a dramatically larger version of the same challenge post-merger. (The Org)

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Mat Ackerman — EVP Strategy & Business Transformation, Tecomet

Champion / Influencer

• LinkedIn: linkedin.com/in/mat-ackerman-2005
• Email: mat.ackerman@tecomet.com (inferred — ZoomInfo confirms m***@tecomet.com)
• Cares about:
  • Tackling raw material inflation through procurement strategy — built out a plan to address raw material inflation procurement "given Tecomet's breadth of operations" (Catalant — Tecomet case study)
  • EBITDA improvement through visibility and automation — improved EBITDA through "better visibility within Tecomet's product portfolio" and "strategic and operational improvements in S&OP"; uses Amplify platform to track initiative health and transformation value (Catalant; Amplify case study)
• Why they matter: Owns the transformation agenda at Tecomet including M&A integration. Procurement consolidation is squarely within his mandate. Consulting background (Axia/Accenture Strategy) means he evaluates solutions analytically and readily uses external expertise. (Tecomet Leadership)

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Andreas Weller — President & CEO, Tecomet

Decision Maker (Ultimate Authority, Combined Entity)

• LinkedIn: linkedin.com/in/andreasweller
• Email: andreas.weller@tecomet.com (inferred — RocketReach confirms)
• Cares about:
  • Integration that builds on both companies' strengths — stated publicly: "We are not just merging two companies – we are committed to an integration that builds on the strengths and heritage of both Tecomet and Orchid" (GlobeNewsWire — Merger Announcement)
  • Data-driven strategic value creation — 7 years at BCG; partnered with Charlesbank PRG on strategic planning covering profit drivers and market positioning (Charlesbank — Tecomet; Charlesbank — Portfolio Resources; Charlesbank — Weller appointment)
• Why they matter: Will lead the combined entity. Sets the strategic agenda and allocates resources for integration. BCG background means he expects quantified ROI business cases. Hired Shevela from Aludyne specifically for procurement — signaling procurement is a strategic priority. (GlobeNewsWire — Merger Announcement)

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Jason Brasile — EVP & CFO, Tecomet

Decision Maker (Budget Authority)

• LinkedIn: linkedin.com/in/jason-brasile-97671333
• Email: jason.brasile@tecomet.com (inferred — ZoomInfo confirms j***@tecomet.com)
• Cares about:
  • Financial discipline and PE reporting — career in Big 4 audit/advisory (PwC, Grant Thornton, Arthur Andersen) followed by SVP Finance at PE-backed Polypore/Daramic; must deliver synergy targets and financial visibility to both Nordic Capital and Charlesbank post-merger (Tecomet Leadership; ZoomInfo)
  • Post-merger financial integration — procurement spend visibility feeds directly into margin improvement and synergy realization for dual PE sponsors — inferred from role in merger context
• Why they matter: Holds budget authority. Orchid's CFO has departed with no replacement announced — Brasile will likely become CFO of the combined entity. Any procurement technology investment above threshold requires his sign-off. Big 4 background means he'll want clean ROI justification. (Tecomet Leadership)

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Ben Hutson — Chief Operations Officer, Orchid

Influencer (Operations Stakeholder)

• LinkedIn: linkedin.com/in/benhutson
• Email: ben.hutson@orchid-ortho.com (inferred — Orchid uses first.last@orchid-ortho.com, 89% per RocketReach; ZoomInfo confirms)
• Cares about:
  • Operational excellence across manufacturing sites — mandate to "advance the company as a premier provider of orthopedic implant solutions"; background spans manufacturing, quality, supply chain, sourcing, and distribution (ZimVie investor page)
  • Resource-conscious efficiency — at ZimVie, oversaw global operations "to ensure they maximize productivity and customer satisfaction while being resource-conscious and efficient" (ZimVie investor page)
• Why they matter: Oversees Orchid's operations including supply chain and sourcing — the functions most directly impacted by procurement technology. Only 8 months into the role and already facing merger integration. Can validate the pain of manual procurement processes across Orchid's sites. (ODT Magazine)

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Entry Strategy

Recommended Entry Point: Alan Shevela

Shevela is the person who will select procurement technology for the combined entity. His own public statements describe the exact problem Simfoni solves — he called manual consolidation across multiple ERPs "spreadsheet mashing" and advocated for procure-to-pay automation and indirect spend streamlining (MetaExperts; Auto Supply Chain Prophets). He implemented a procure-to-pay system at Aludyne and now faces a dramatically larger version of the same challenge: 8-9+ ERPs across 24+ sites in 6 countries. He is 13 months into his role — past settling in, actively building his technology roadmap (The Org).

Potential Champion: Mat Ackerman

Ackerman owns the strategic transformation agenda and has already tackled procurement challenges (raw material inflation) at Tecomet (Catalant). His consulting background and demonstrated use of external solutions (Catalant, Amplify) mean he'll readily frame procurement technology as a transformation initiative with measurable EBITDA impact for PE sponsors (Amplify).

Note: No warm introduction paths exist between Simfoni's current sales team (Delcroix, Meister) and any target decision maker. All university, employer, geographic, and event vectors were checked — none connect.

PE-Level Entry Paths (Two Parallel Options):

1. Charlesbank Portfolio Resources Group — Charlesbank (Tecomet's PE owner) has a PRG that explicitly lists "Procurement, Supply Chain and Operations" as a core capability and has conducted procurement optimization in prior portfolio integrations (Charlesbank — Portfolio Resources). The PRG is already actively engaged with CEO Weller on strategic planning (Charlesbank — Tecomet). Headed by John Flannery (Managing Director and Head of Portfolio Resources), former CEO of GE and former CEO of the $18B GE Healthcare unit — deep medtech manufacturing understanding (Charlesbank — Flannery). This may be the more actionable PE path because Tecomet leadership runs the combined entity and the PRG is already shaping strategy.

2. Nordic Capital NCPO — Nordic Capital (Orchid's PE owner) operates a dedicated Procurement Organization (200+ procurement professionals) that generated ~€10M in annual savings across the portfolio. Contact: Alejandro Alvarez (NCPO Director) and Anne Christiansen (anne.christiansen@nordiccapital.com) (Nordic Capital — NCPO). Critical positioning note: the NCPO is consulting-driven (partnered with Efficio), not technology-driven. Their Procurement Excellence Framework includes "spend mapping" and "digitalization" as two of eight dimensions — but the NCPO doesn't deploy technology to address them (Efficio — Nordic Capital case study). Position Simfoni as the technology layer that enables the NCPO's own framework, not a competitor to it. The PaaS model also addresses Alvarez's stated concern about talent gaps in portfolio companies (Nordic Capital — Alvarez conversation).

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Key Context

• Estimated $200-480M+ in annual procurement spend — contract manufacturing is raw-material-intensive (titanium, cobalt chrome, stainless steel, polymers). Estimated 40-60% of $500-800M+ combined revenue. Well above Simfoni's $20M threshold. (AppsRunTheWorld — Orchid revenue; Altor — Orchid)
• FDA compliance creates supplier qualification urgency — Orchid received an FDA warning letter in 2019 for quality system violations. Current manual supplier qualification processes (spreadsheet-based Approved Supplier Lists, manual Supplier Questionnaires) across 24+ post-merger sites is an audit risk. (FDA.gov — Warning Letter; Snagajob — Buyer/Planner posting)
• Orchid is technology-forward everywhere except procurement — investments in GE Additive (3D-printed titanium implants), MachineMetrics (production analytics — increased machine utilization from 28% to 47%), OneStream (financial planning), and ZEISS (quality automation). Procurement is the glaring gap. (MachineMetrics — Orchid; OneStream — Orchid; Additive Manufacturing Media)

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Quick Reference

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