Dominic Koch, Product Manager at CADS: How CADS GmbH builds flexible teams, MedTech software, and AI-driven research

Inside the session: What we learned from Dominic Koch, Product Manager at CADS

In our session titled Dominic Koch, Product Manager bei CADS, the Product Manager from CADS GmbH offered a grounded look at how the company builds software for medical technology, working closely with its parent company KLS Martin. From team architecture and project steering to the hiring flow and onboarding, the details revealed a tech organization that combines the rigor of a regulated domain with the responsiveness of modern product development.

CADS operates with a project-heavy portfolio. Around ten project managers are currently active, overseeing roughly twenty projects on average. That sets the bar for structure, cross-functional collaboration, and the ability to shift capacity quickly. CADS embraces this reality through a design of functional home teams and dynamic project teams that form per initiative.

Mission and impact: Software for medical technology

CADS develops software for medical technology, in particular for the parent company KLS Martin. This proximity to MedTech shapes the day-to-day work — from functional teams and technology choices to quality assurance. For engineering teams, this translates into building applications used directly in healthcare settings, including solutions that play a role in operating rooms.

A central takeaway from the session: CADS covers multiple application types. There is a classic web application that serves as a communication platform between clinics and KLS Martin staff. There are 3D applications for surgical planning based on 3D models. There are mobile apps. And there are Augmented Reality solutions designed to be used in the operating room. For tech talent, this means variety in problem spaces and technology, and the chance to build software that supports clinicians where precision and reliability matter most.

Broad tech stack, deep challenges: From C# and Angular to C++ and 3D technologies

CADS works deliberately across a broad spectrum of technologies. Mentioned stacks include C#, Angular, and C++, alongside 3D technologies. This maps to the product landscape: web frontends, robust backends, 3D visualization and interaction, plus mobile and AR components. For engineers, that breadth opens diverse avenues — to specialize in a domain or to move across product types as projects demand.

Research and AI are a visible focus. CADS pointed to a strong research team and emphasized leading positions in certain areas of AI models for MedTech. The stated ambition is to invest further and remain at the forefront. That is not just a tech posture; it is an invitation to developers who want to work where research, data, and productization meet.

Structure that scales: Functional teams and flexible project teams

CADS organizes work through distinct functional teams and project-based execution. Functional home teams include:

• Frontend development
• Backend development
• Research
• UX and UI design
• Regulatory and Quality Affairs

These teams concentrate expertise, maintain standards, and advance their methods. When a product or feature is to be implemented, CADS forms a project team composed of the roles required from each function.

A defining characteristic: project teams are intentionally not rigid. Capacity is moved as priorities shift. If a project needs more attention at a certain stage, functional teams provide additional contributors. The organization stays responsive without dissolving the strength of its disciplines.

For engineering and project management, this means two things. First, every practitioner has a home in their discipline with peers and shared practices. Second, project work is cross-functional with short routes to UX, research, and Regulatory and Quality Affairs. In a regulated domain, that fit is essential because technical decisions, user experience, and compliance must come together coherently.

Project management with about twenty concurrent initiatives

With around ten project managers and roughly twenty concurrent projects, prioritization and load balancing are everyday tasks. CADS’s flexible staffing model supports this: resources follow project needs. When a team has to be strengthened quickly, functional leaders and project management decide how to allocate skills effectively.

For engineers, the upside is clear: you do not get stuck in organizational silos. Teams can re-form per project, while the functional discipline provides continuity. Those who prefer to go deep in a stack can lean on the home team; those who enjoy variety can explore different application types via project assignments.

Hiring at CADS: Start with a virtual conversation, then meet on-site in Perg

The hiring process begins with a virtual first conversation led by Dominic Koch. The goal is straightforward: a mutual introduction and alignment of expectations. Candidates hear what CADS works on; they share their background and what they are looking for. The tone is intentionally open and low-threshold.

If both sides feel it is a fit, candidates are invited to Perg for a second conversation. Typically, the CTO and the Head of Development join this session. The discussion gets specific: which projects are upcoming, which ones the candidate could take on. This is where CADS ensures that role, requirements, and interests align before making a decision to move into an employment relationship.

Onboarding: Three months with a partner, not a cold start

New hires do not start on a blank slate. Usually, there are active projects to transition into. To make this manageable, CADS uses a partner model: for the first three months, a more experienced colleague accompanies the new hire closely — joining meetings, driving handovers, and easing the learning curve.

After about three months, the onboarding should enable independent ownership of projects. Support remains accessible, and questions are welcome at any time. A defining cultural detail stood out: doors are open, the atmosphere is familial, and even a quick chat with the CEO is entirely normal.

Engineering culture: Open doors, approachable leadership, research-forward

Several motifs defined CADS’s culture in the session:

• Open doors: leadership is approachable — including the CEO.
• Familial atmosphere: short lines of communication and collegial support.
• Early, explicit alignment: expectations are discussed transparently in hiring and in project work.
• Research as a core lever: a strong research team with a focus on AI models for MedTech.

This mix is notable in a regulated environment. It creates room to move quickly while honoring the quality demands of medical technology. The presence of a dedicated Regulatory and Quality Affairs function underlines that compliance is part of the core workflow, not a bolt-on.

Collaboration in practice: Cross-functional, regulated, product-centric

The product portfolio demands multidisciplinary work. 3D surgical planning relies on scientific methods and interactive visualization. A clinic communication platform requires robust web architecture and secure processes. Mobile apps and AR introduce constraints on performance, usability, and hardware integration. The constant exchange among Frontend, Backend, UX/UI, Research, and Regulatory and Quality Affairs ensures that solutions are balanced and viable.

The dynamic team model keeps collaboration fluid: when research insights become relevant or milestones shift, resources can be reallocated to the projects that need them most. For project leads, that is a control lever; for engineers, it is a safety net that prevents teams from being stranded when scope grows.

Why CADS is compelling for tech talent

From Dominic Koch’s insights, several reasons stand out for engineers and project managers to consider CADS:

• Purpose and impact: software for medical technology used in clinics and operating rooms.
• Diverse application types: web platforms, 3D surgical planning, mobile apps, and Augmented Reality.
• Broad tech stack: C#, Angular, C++, and specialized 3D technologies.
• Strong research capability: a focus on AI models tailored to MedTech.
• Structure plus flexibility: functional home teams and dynamic, project-based execution.
• Clear hiring steps: a virtual first conversation followed by an on-site deep dive in Perg with the CTO and Head of Development.
• Supported onboarding: three months with a partner and a structured handover from ongoing projects.
• Open culture: approachable leadership, including the CEO, and a familial atmosphere that encourages questions.

Together, these points create an environment that suits both specialists and generalists. Those who want to go deep can anchor in a discipline; those who want variety can find it across projects.

Expectations and fit: What candidates can count on

Transparency and dialogue are at the center of the process. The first conversation is about mutual expectations. The on-site session in Perg becomes concrete — which projects are on the table, which ones a candidate could own. Applicants can expect an honest representation of day-to-day work, the team structure, and the tangible responsibilities involved.

Onboarding follows the same logic: clarity and support. No one is left on their own; questions are welcomed. That builds confidence, especially in a setting where transitions from active projects are the norm rather than the exception.

Quality and regulation: A dedicated function as project partner

Regulatory and Quality Affairs are distinct functional teams at CADS. In medical technology, standards, documentation, and evidence accompany product development. The structure described in the session suggests that engineering and regulation work as partners — disciplines that jointly enable a product to be robust and compliant. For engineers, this means compliance is integrated into the project flow, not postponed.

Research and AI: Staying at the forefront

The talk emphasized that AI is top of mind — and that CADS considers itself a frontrunner in certain areas of AI models for MedTech, anchored by a strong research team. That signals an investment thesis. For technologists excited about data, modeling, and turning research into product capabilities, this creates a compelling space where innovation is pulled directly into real-world use.

Perg as a hub for alignment and trust

A defining step in the hiring process is the in-person session in Perg. That is where conversations turn specific about projects and ownership. The format aligns with the cultural themes we heard: direct exchange, open doors, and uncomplicated alignment. Experiencing that in hiring sets the tone for how teams collaborate day to day.

The project team journey: From transition to ownership

CADS highlighted that new joiners typically enter running initiatives rather than greenfield builds. Handover is the norm, supported by the three-month partner model. That is good news for those who prefer a guided ascent into responsibility. After onboarding, engineers take over projects independently, with access to mentors and leadership kept open.

Balancing continuity and change: A system that stays adaptive

With about twenty active projects and functional teams consolidating expertise, the organizational trick is to balance stability with change. CADS achieves this by combining home and motion: home in the functional team, motion in the project team. This rhythm lets the organization react to shifting priorities without sacrificing standards.

For engineers, that mix delivers predictability alongside flexibility. Standards, tools, and practices are nurtured in the discipline; projects are the arenas where they meet real-world constraints.

What stood out from the session

• CADS builds software for medical technology, closely tied to KLS Martin, across multiple application types: web, 3D surgical planning, mobile apps, and Augmented Reality.
• The technology stacks are diverse: C#, Angular, C++, and dedicated 3D technologies.
• Functionally organized home teams provide depth; project teams are assembled flexibly to execute.
• The hiring process features a virtual first conversation and a second, in-person conversation in Perg with the CTO and Head of Development.
• Onboarding is structured and supported: three months with a partner and planned handovers from live projects.
• Culture is open and familial: leadership is accessible, including the CEO; questions are encouraged at any time.
• Research and AI are significant: CADS positions itself as a frontrunner in certain areas of AI models for MedTech and plans to continue investing.

Conclusion: A place for product-minded engineers who want impact and growth

Dominic Koch, Product Manager bei CADS gave us a clear picture of an organization that takes its craft seriously, steers priorities with flexibility, and supports people as they grow. If you value MedTech impact, enjoy working across a broad tech stack, and thrive in a culture that combines open communication, structured handover, and research-driven product development, CADS offers strong signals of fit.

The combination of functional home teams and flexible project work, supported onboarding and early ownership, and a research-forward stance right next to clinical use cases makes CADS an appealing destination for tech talent. And it comes with something simple yet rare: doors that are literally open, reflecting how people work together day to day.

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