Tony Buda built his career connecting systems. Then came a test of trust.

A screen can become a surprisingly expensive piece of furniture when the information you need is on another one. Tony Buda spent years making the case for bringing those separate views together. It was an unglamorous place to begin an entrepreneurial argument: the gap between owning technology and being able to use it without a scavenger hunt. Yet it gives his career a clear thread, from technical support in Omaha to founding Banyan Medical Solutions.

Follow that thread and the founder’s job changes shape. First come systems and the people who need them connected. Then come sales appointments, another office, specialist colleagues and outside partners. Eventually, in 2026, come financial disputes and a bankruptcy filing by Banyan Medical Systems, LLC. A career built around making information travel has acquired difficult questions about money travelling, too.

The education of an integrator

Buda studied at the University of Nebraska at Omaha between 1992 and 1997. His listed degree is a Bachelor of Science in management information systems. The combination in that name is useful: management has its priorities, information has its habits, and systems must accommodate both. His later public business arguments would repeatedly return to the relationship between them.

His career listing places him in strategic accounts at Cassling from 2000 to 2007. A more specific technical responsibility appears in 2001, when he was named director of integration and technical support at Artesian Medical. The business was expanding its Omaha integration lab and adding help-desk capacity. Testing equipment, installing systems and supporting customers were part of the operation around him.

Those details give the early career some texture. Integration involves the inconvenient middle of a project, where separate purchases have to behave as a working arrangement. Support continues after the excitement of installation has passed. Buda’s documented role put him in that practical territory years before Banyan’s public expansion announcements. Omaha was already the setting; it would remain the company’s base.

A small rebellion against the separate screen

Banyan describes opening its doors in 2008. Buda’s career listing dates his chief executive role to 2007. By the middle of the following decade, his public explanation of the business was specific: information should be available together, even when the underlying tools came from different vendors. The customer should have a usable view of the work.

In 2015, he described the destination as “one portal, monitor or tablet”. There is a welcome lack of ornament in the phrase. It gives the reader something visible to imagine. Separate systems can remain separate purchases while becoming less troublesome to the person trying to work across them. The screen is where that promise becomes apparent.

His argument concerned access, collaboration and coordination across an organization. It also challenged the habit of buying technology department by department, leaving each purchase inside its own little kingdom. Software kingdoms are rather like human ones: each finds its own arrangements entirely reasonable. The difficulty arrives when somebody needs to cross the border.

“It breaks through geographic boundaries, overcomes coordination challenges”

Tony Buda, describing Banyan’s software in 2016

That was the commercial proposition Buda carried into Banyan’s next phase. A platform that could work across departments and locations offered a reason to speak to an organization more broadly. The pitch had moved beyond a device on a desk toward the way a business arranged its work.

Growth needs a second set of hands

In January 2016, Banyan appointed Bruce Matter executive vice president of sales. Buda introduced the appointment while describing growing interest in the company’s software. Matter brought enterprise sales experience to a business whose founder was explaining its usefulness across departmental and geographic boundaries. The appointment connected the product argument to the work of selling it.

A hiring announcement is a modest but revealing object. It identifies the responsibility a company wants another person to carry. In this case, commercial expansion had acquired a named executive. However persuasive a founder’s explanation becomes, he still needs colleagues to turn conversations into customer relationships. The organization must become larger than the person introducing it.

In 2017, Banyan announced Omaha Chamber recognition for innovation and leadership. It was a company distinction, and it belongs in the story at that scale. The recognition placed Banyan within Omaha’s business community, alongside the university and earlier employers that already marked Buda’s professional geography. His business had become visible at home while seeking customers farther away.

Remote work still needs a suitcase

By 2022, Banyan had expanded its operating footprint to Tampa. Buda welcomed the additional location as support for a growing workforce. Having two hubs made the company’s geography more tangible: Omaha and Tampa were places where employees worked, even as the business connected people across distances.

Hurricane Ian supplied a less polished demonstration of what that meant. When the storm threatened the Tampa operation, team members travelled to Omaha. Banyan described ten people making the move. One employee’s account included hurriedly arranging laundry after a departure time changed. Another had been at a wedding in Georgia when the call came.

The details are memorable because they resist the smoothness of a technology presentation. Remote work still involves clothing, travel arrangements and somebody answering a telephone at an inconvenient moment. Buda publicly praised the team’s response. The account also records a visit to Omaha’s Henry Doorly Zoo before employees returned home. Even an emergency itinerary had acquired a local excursion.

The company around the founder

The colleagues around Buda help explain the business as it developed. In June 2023, Carol Boston-Fleischhauer joined Banyan’s senior leadership. Her background included the Advisory Board and expertise in workforce practice, organizational change and human resources. Buda’s welcome emphasized the experience she would bring to the company’s next chapter.

Placed beside Matter’s earlier appointment, the hire shows different responsibilities gathering around the founder. Commercial reach needs one kind of experience; changing the way an organization works requires another. Banyan’s proposition had room for both. Its public offering included implementation, training and continuing support alongside its technology.

The distinction matters when looking at Buda personally. His career is often condensed into a founder-and-CEO label. The longer view contains technical support, customer accounts, executive recruitment and partnerships. These are different forms of coordination, carried out with different people. The recurring subject is how separate contributions become useful together.

Another layer of automation

In August 2025, Banyan and Drive Health announced a technology partnership. Kevin Longoria, Drive Health’s chief executive, was the counterpart in the announcement. The proposed arrangement brought its Avery automation technology into Banyan’s existing business relationships, with administrative workflows among the intended uses.

For Buda, it was another variation on an established idea: connect an additional capability to the organization already doing the work. The partnership described planned deployments and further joint development. Those plans belong to the ambition of that moment. They give a dated picture of what the companies intended to build together.

The sequence is instructive. Earlier statements emphasized gathering information into a shared view. Later announcements added specialist leadership, a second location and an outside technology partner. The founder’s task had expanded alongside the proposition. Each connection introduced another relationship that the company had to manage.

When the accounts became the story

In January 2026, investor disputes brought Banyan’s finances into public view. Dext Capital alleged that payments owed to it had been diverted. Buda disputed the account of responsibility and alleged that former officer Ryan Scott had deceived Banyan and diverted money. These were competing allegations in civil litigation, rather than established findings of wrongdoing.

On March 23, Banyan Medical Systems, LLC filed a bankruptcy petition in Nebraska. The case, numbered 26-80320, later converted from Chapter 11 to Chapter 7 on April 1. The precise company name matters. Banyan’s public-facing name and its related legal entities appear across different announcements and proceedings; a filing by a particular entity needs to be described as such.

The financial events changed the context of Buda’s entrepreneurial record. Earlier expansion and partnership announcements remain part of his career. So does the bankruptcy of the Systems entity. Keeping those events in sequence allows the business to be seen across time, with its achievements, intentions and difficulties retaining their proper dates.

Connection, with consequences

Buda’s early technical title remains a useful place to return. Integration and support are practical responsibilities. They ask whether separate components function together and whether somebody can keep using them tomorrow. His later public language carried that concern into a business with employees, customers and partners across locations.

The resulting career contains a recognizable ambition and a difficult turn. From Omaha, Buda helped build an organization around the promise that separate systems could work together more effectively. The work gathered colleagues, offices and partnerships around that promise. By 2026, financial proceedings had become part of the account. The connections explain much of how the business grew; their management remains central to understanding what followed.