Leyden GVC Strategic Intelligence · MD
GVC · Global Value Chains
Decide which medical-device functions to retain, expand or redesign in Costa Rica—by comparing currency exposure, AI productivity, workforce transition and viable alternative locations.
For operations, strategy and business-unit leaders
THREE QUESTIONS. ONE MANAGEMENT DECISION.
01
Separate local-currency costs from dollar costs, imported inputs, natural offsets and hedges. Test sensitivity alongside productivity and capacity utilization.
02
Measure tasks reduced, created or expanded, training needs and the net benefit after deployment and workforce-transition costs. For medical devices, include validation, quality, human oversight and patient-safety requirements.
03
Compare equivalent functions, quality, skills, service and capacity. Include investment, transfer, qualification and ramp-up costs before recommending a location.
Company-level conclusions require reconciled operating data. Currency appreciation is one factor, not an assumed cause of job losses; AI adoption does not automatically imply workforce reduction.
INTERNATIONAL COMPARISON
Our sector benchmarking covers Costa Rica, Mexico, Brazil, Chile, Colombia, the Dominican Republic, the United States and Canada. These countries play different roles across each value chain.
For an engagement, select the locations the company actually uses or could credibly use. The broad country comparison informs the analysis; it does not replace a function-level business case.
WHEN WE CAN HELP
You need to compare the same product family and function across Costa Rica and realistic alternatives.
You want to understand productivity gains alongside validation, quality, cybersecurity and workforce costs.
You are evaluating engineering, supplier, laboratory or decision-making capabilities that could support higher-value work.
WHAT MANAGEMENT RECEIVES
A company-specific diagnostic, scoped around selected functions and credible comparator locations.
A recommendation by function, the assumptions that matter and the evidence still needed.
Costa Rica and credible alternatives evaluated on equivalent activities and requirements.
Use cases, implementation costs, skills and transition requirements considered together.
A sequence of priorities, owners and decision points for the next twelve months.
A financially attractive option must also satisfy applicable quality, validation, safety and lifecycle requirements. These are conditions for the analysis, not benefits to assume.
ILLUSTRATIVE DECISION FRAMEWORK
An example of the questions and outputs an engagement can structure. It is not a client case or a calculated result.
| Dimension | Question to resolve | Expected output |
|---|---|---|
| Scope | Which engineering tasks and decision rights are being considered? | A function definition agreed with the business unit. |
| Comparability | Do candidate sites meet the same quality, service and validation requirements? | A comparable set of viable locations. |
| AI and people | What gains remain after review, validation and skill-transition costs? | A use-case business case with explicit assumptions. |
| Decision | Which capability gaps must close before work can move or expand? | A recommendation with conditions and next steps. |
This is economic and strategic decision support. Product-specific technical, quality and regulatory judgments remain with the company and its qualified specialists.
EVIDENCE & ACCOUNTABILITY
Each engagement separates public evidence, client-validated information and analytical assumptions. The decision memo makes the sources, uncertainties and conditions visible.
Explore documented experience ↗Country and industry research frames the opportunity. Sources and dates are checked for the specific question; general market evidence does not establish a company’s intent.
Costs, output, skills and operational requirements are reconciled with the relevant teams. Confidential inputs are requested only within an agreed scope and handling process.
Assumptions, sensitivities and evidence gaps remain explicit. Illustrative examples are not company estimates, validated forecasts or guarantees of performance.
ENGAGEMENT LEAD
Founder & CEO · Leyden Consulting Group
An economist with a Ph.D. from The Ohio State University, with specialization in industrial organization, international trade and economic development. Leyden brings economic analysis and quantitative research to the investment and capability questions at the center of this service.
The scope identifies the technical input and company participation required for each decision.
Leadership profile ↗A CLEAR PATH TO ENGAGEMENT
A 30–45 minute conversation to define the decision, the relevant functions, the decision-maker and the evidence needed.
A scoped paid engagement. An indicative four to six weeks, subject to complexity, data availability and agreement.
Further calibration, implementation planning or recurring analysis when the diagnostic supports that next step.
For the first conversation, share only the sector, the decision and your timeline. Confidential operating data are not needed to request a briefing.
