
Trudell Medical
Home | Trudell Medical International*.
Date | Investors | Amount | Round |
---|---|---|---|
- | N/A | - | |
Total Funding | 000k |
GBP | 2011 | 2012 | 2013 | 2014 | 2015 | 2016 | 2017 |
---|---|---|---|---|---|---|---|
Revenues | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 |
% growth | 10 % | 18 % | 42 % | 36 % | 11 % | 30 % | (59 %) |
EBITDA | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 |
Profit | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 |
% profit margin | 6 % | 6 % | 7 % | 7 % | 7 % | 7 % | 7 % |
EV | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 |
EV / revenue | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x |
EV / EBITDA | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x |
R&D budget | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 |
Source: Company filings or news article
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The story begins in 1922 in London, Canada, when George Stewart Trudell founded a small company to import medical supplies for a local hospital. The business was a straightforward distributorship, later joined by his son, George Otto Trudell. For decades, it operated as a small Canadian medical supplier. The playbook changed completely in 1967 when, following George Otto's passing, an entrepreneur named Mitchell A. Baran purchased the company from the family estate. Baran wasn't just acquiring a distributor; he was buying a platform for a new vision. He shifted the strategy from simply selling other companies' products to developing their own. A key move was the acquisition of Northgate Research in the 1970s, which gave the company its first taste of true medical device innovation. This set the stage for the company's defining pivot in the 1980s when it acquired Monaghan Medical and sharpened its focus exclusively on respiratory care. Instead of broad distribution, the company dedicated its resources to solving problems for patients with asthma and other respiratory conditions. This led to the creation of its world-class aerosol research lab and flagship products like the *AEROCHAMBER* spacer, which became a global standard. Rather than pursuing an IPO, the company remained private and family-owned, expanding its reach to over 110 countries through a relentless focus on niche, high-impact medical devices.