Bryan Scott McMillan is a seasoned business leader with more than thirty years of experience driving growth in the global medical device industry.
He was born in Las Vegas and grew up in a hardworking family. He learned early on the value of discipline, responsibility and consistent concentration. These qualities later led him through a long career leading complex organizations and helping teams achieve peak performance.
Bryan studied political science and business administration at Arizona State University, where he received academic honors, before later completing executive programs at Harvard and the University of Texas. He soon entered the medical device industry, taking on roles that required clear thinking, strategic planning and strong leadership. Over the years, he has become known for reversing negative trends, building capable teams and guiding companies through market changes, product launches and global growth. His work included operations, research and development, marketing, partnerships, M&A and private equity collaborations.
A big turning point came after his wife’s death from cancer. This personal tragedy caused Bryan to rethink how he wanted to use his time and influence. While he continued his entrepreneurial leadership, he also dedicated himself to service. He began volunteering at The WARM Place, later supported Camp Sanguinity, and eventually founded Families with Holes – a charity that offers hope and guidance to grieving families.
As an early retiree, Bryan uses his experience to mentor others, support charities, and speak openly about resilience. His approach to leadership remains simple: stay focused, stay grounded and help people grow.
Q&A with Bryan Scott McMillan
How did your early life shape the way you lead today?
I grew up in North Las Vegas in a family that worked hard to make ends meet. My parents were determined to give us structure, so they raised us in the Mormon Church. We attended long church services every week and were surrounded by doctors, lawyers, and even some local leaders. We didn’t have much, but we were treated like we belonged. This mix of humility and expectation taught me to respect people from different backgrounds. It also gave me a strong sense of responsibility. I was the eldest and therefore looked after my younger brothers. Leading teams later in life didn’t feel foreign to me. It felt like an extension of what I had learned at home.
What made you want to pursue academics and wrestle when you were younger?
Grades were my way out. I knew education could change my future, so I focused on schoolwork and wrestling. I started wrestling at the age of five and it became a big part of my life. I competed in high school and even attended college on a partial wrestling scholarship. Wrestling taught me discipline and resilience. These lessons followed me into my career. In business you get knocked down quite often. The instinct to get back up has served me well.
How did your career in the medical device industry begin?
After graduating from Arizona State University, where I studied political science and business administration, I moved into the field of medical technology. The industry appealed to me because it combines innovation, technical thinking and meaningful impact. Over time, I took on leadership roles that required strategic planning, operations management and global coordination. I became known for turning around declining business areas, building strong teams, and developing healthier long-term strategies. Much of my work focused on product launches, regulatory challenges, partnerships and global expansion.
Can you share an example of a moment when leadership mattered most?
There were several, but one stands out. A company I joined lost its direction. Morale was low, sales were stagnant, and teams didn’t trust the vision. I spent the first few months listening – really listening – to people from all departments. Once they realized I wasn’t there to dictate, they started talking about the real issues. We adjusted our product roadmap, restructured parts of the leadership team and set clearer goals. Within a year, performance stabilized. Within two years, the company was growing again. This taught me the importance of showing up, being consistent and treating people with respect.
Your personal life changed dramatically after your wife died of cancer. How has this experience influenced your career and leadership style?
It changed everything. Suddenly, the things that were once urgent were no longer as important. What mattered was my children and the responsibility I had to help them heal. I took her to The WARM Place, a grief support organization. They helped us rebuild, and that experience changed my priorities. I continued my work, but my goal expanded. I have learned to lead with more empathy. I learned to slow down and listen. And at some point I realized that I wanted to give something bigger back.
Did that lead to your involvement in charities and the founding of Families with Holes?
Yes. After experiencing grief firsthand, I felt called to help others who were experiencing similar pain. I began volunteering at The WARM Place in 2006 and later at Camp Sanguinity, which supports children with cancer and blood disorders. In 2018 I founded Families with Holes, a charity that offers hope, advice and support to families experiencing loss. Sometimes people just need someone who understands what they are wearing. I wanted to be that person.
What prompted you to retire early from business life?
After decades of long hours and constant travel, I wanted to focus on service, health and family. I had accomplished a lot in business and felt content to take a step back. Early retirement gave me the space to focus on what matters most: faith, volunteerism, fitness and caring for others. It also gave me time to travel, reflect and live more consciously.
What do you think is the most important leadership lesson of your career?
Stay consistent. Whether you lead a company, a team, or a family, people pay more attention to what you do than what you say. Turn up. Do the work. Hear. Treat people well. When you remain resilient through both ups and downs, trust grows – and trust is the foundation of any successful organization.
