Shaping the Future: A Roadmap to Success in 2025

Published in Women's Health on April 09, 2025

By Jeremy Stolz, CEO, VGM Group, Inc.

As my first year in the CEO role at VGM comes to a close, I’ve taken some time to reflect on our incredible company, our resilient industry, and most importantly, the amazing people I am so fortunate to work alongside every day. Stepping into this role has been both challenging and rewarding, and as I look back on this year, I am filled with gratitude for the trust placed in me and for the collective effort of our teams. VGM has always been more than just a company; it is a family and a community of people who share a passion for making a difference.

One of the things I’ve come to appreciate even more in this role is the constant evolution of our company and the broader industry. Change is exciting, but it also demands focus and commitment. It requires us to stay aligned with our goals while adapting to new challenges and opportunities. This evolution calls for teamwork and a shared dedication to continuous improvement. As I think about the year ahead and beyond, I want to share some key areas we’re focusing on at VGM—principles that I believe are essential not just for our success but for any organization striving to grow and thrive.

Growth, Culture, Execution, and Excellence

Growth is at the core of VGM’s vision. We aim to take on the most complex work while remaining nimble and responsive. Our ability to adapt quickly and execute effectively is a key differentiator in the marketplace.

As a leader, I focus on three guiding principles: culture, execution, and excellence. Culture encompasses everything related to our people, including how we interact with our customers. Execution is about getting the important work done—on time, with precision. Excellence is the pursuit of continuous improvement, striving to be better every day. These principles help me stay balanced and aligned in my approach, and I believe they are essential for any leader aiming to drive sustainable success.

With emphasis on these guiding principles, some of the key things on my mind heading into 2025 are related to our people, our technology, and looking to the future.

People

Like any organization, bringing in the right people and building the right culture around them is the most critical element of running a successful business.

Attracting and Retaining the Best People

Our people are the heart and soul of VGM, and one of my top priorities as CEO is to ensure that we are the best place to work—anywhere. Being a 100% employee-owned company gives us a unique advantage in this regard. It’s not just a job for our team members; it’s their company, their future. This ownership mindset fosters a culture of accountability, pride, and collaboration that is hard to replicate.

We are already an exceptional workplace, but we are never satisfied with the status quo. Our goal is to continually raise the bar by developing our internal talent and recruiting the best people to join our team. Investing in our employees—through training, mentorship, and career development—is not just the right thing to do; it’s essential for our growth and success.

This leads to the DEI topic that has been in the news a lot lately. VGM is a diverse company, with people of many different cultures and perspectives all working toward a common goal as owners. Are we perfect? Nope. Can we get better? Yep, we’re evolving. We have been moving in the right direction for some time, and we’ll continue to do so.

A recent Wall Street Journal article about DEI features Bo Young Lee, former Chief of DEI at Uber. She views DEI as a vehicle to make sure your company is attracting and retaining the best talent. By aligning your behaviors and values, you ensure you never miss an opportunity to recruit and keep the very best people. She focuses on fairness and warns us to steer clear of attacking or assuming people’s private thoughts and motives. This is very insightful and practical advice for all of us as we move forward.

Facing Adversity with Optimism

Every organization faces challenges, and VGM is no exception. However, our company has a long history of resilience and innovation. Since our founding in the 1980s, we have overcome countless obstacles, adapting and thriving through economic shifts, industry changes, and unforeseen crises. This spirit of perseverance is woven into the fabric of who we are at VGM.

When faced with adversity, we choose to respond with vigor and optimism rather than fear. Challenges are opportunities in disguise—chances to learn, grow, and prove what we’re capable of. The same is true for the HME industry. Challenges are what keep us from having a thousand more competitors. Challenges create barriers to profitability, sure, but they also create barriers to entry. This mindset has served us well over the years, and I’m confident it will continue to guide us in the future.

Technology

We at VGM, just like all of you running your DME or healthcare company, are presented with numerous opportunities to make investments in technology that help us run more efficiently. The onus is on us to make the right investments and protect ourselves from security threats in the process.

Leveraging AI and Technology for Customer Connection

Technology is transforming industries at an unprecedented pace, and healthcare is no exception. At VGM, we are committed to leveraging technology not just for operational efficiency but to deepen our relationships with customers. Our goal is to make our incredible people even more accessible and valuable to the customers we serve.

AI is the most talked-about subject in every boardroom, at every dinner table. While it holds immense potential, it can be a major distraction if not used wisely. At VGM, we’re approaching AI strategically, using it as a tool to enhance—not replace—the human connections that are at the heart of our business.

By using technology to create efficiencies, we free up our people to focus on what they do best—building relationships, solving problems, and delivering exceptional value. This balance between innovation and human connection is something I believe every organization should strive for.

Across VGM, we’ve continued to make significant systems investments, including AI and Robotic Process Automation that position us for long-term growth and sustainability.

Protecting Our Company: Cybersecurity as a Priority 

In today’s digital world, cybersecurity is a critical concern for every business. Cybercrime is a growing threat, and protecting VGM from these risks is a responsibility we all share. It requires investment in technology, training, and awareness.

At VGM, we are committed to being hypervigilant in safeguarding our systems and data. This means staying informed about potential threats, implementing robust security measures, and fostering a culture of caution and accountability. It’s not just about protecting our company—it’s about ensuring that nothing stands in the way of our ability to serve our customers and fulfill our mission.

Focus on the Future

VGM embraces the responsibility of shaping the future of healthcare. Not only is this a core expectation you – our customers – have of us, it’s also critical that we’re setting goals and expectations of ourselves that align with the future needs of our customers.

Goal Setting: Think Big and Long-Term

At VGM, we believe in setting ambitious goals and revisiting them regularly. This means thinking not only about the immediate future but also envisioning what VGM will look like 5, 10, and even 50 years from now. The healthcare industry is ever-changing, and to remain a leader, we must evolve with it. Big goals inspire big action, and as a leader, it’s my responsibility to ensure we are always thinking about the next horizon.  

We don’t just set goals—we talk about them constantly. We integrate them into our everyday conversations, celebrate progress, and course-correct when necessary. This level of focus and transparency helps align our teams and keeps us energized about the future. I encourage every leader, no matter the industry, to embrace this mindset. Think big, communicate often, and always keep tomorrow in view.

Looking Ahead

As I reflect on this past year and look toward the future, I am filled with optimism. The future of the home medical industry is bright. Because of an aging population and shifting of healthcare to the home, we anticipate a 50% increase in demand for DME and other home-based healthcare services over the next decade. The future holds promising opportunities for manufacturers, healthcare providers, and patients alike, as we work together to harness the power of home medical equipment to improve health outcomes and quality of life.  

VGM is a company with a strong foundation, a clear vision, and an incredible team of people who are dedicated to making a difference. Together, we will continue to overcome challenges, embrace opportunities, and build a legacy that will last for generations.

I am grateful for the trust and support of our team members, our customers, and our partners. Thank you for being part of this journey. Here’s to a bright future for VGM, the home medical equipment industry, and the amazing people who make it all possible.

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This article was originally featured in the VGM Playbook: Forecasting 2025. To read the full article and more like this, download your copy of the playbook today! 

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