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We provide wound care services, and we own the assets that produce the products used in treatment. It’ s a complete picture. In many cases, we’ re also the distributor because we deliver those products through our own warehouses and distribution network.” The model does more than create operational control. It provides access to information generated through daily patient care.“ No other manufacturer of wound dressings collects the data we do. Every day, we document and manage thousands of wounds. Because we’ re collecting and analyzing that information every day, nobody understands how products perform in wound healing better than Gentell.”
The data matters most when it drives treatment decisions. Rather than beginning with a product, Gentell begins with an assessment.“ You need to understand the characteristics of the wound first.
Measure its size, type, drainage, and stage, then choose the treatment accordingly.” For David, the two sides of the business reinforce each other.
The provider side informs manufacturing, while manufacturing experience strengthens clinical practice. Together, they create a feedback loop that shapes both product development and patient care.
Growth decisions
In 2026, Gentell ranked No. 1,358 on the Inc. 5000 list. David was named Dealmaker of the Year after a series of transactions.
Growth, however, has never been an end in itself. As Gentell expanded, David became more selective about where the company invested and why.“ I’ ve never believed that you build a company by making acquisitions. I prefer to grow through customers. But when an acquisition fits with what we’ re 68