The neat version of a founder story begins with an idea. Wayne Meng's begins with tolerances. Before he ran a connected-care company, he spent years in the physical world of cable assemblies, production lines, engineering support, and factories spread across several locations. It is a useful origin because hardware has no patience for motivational slogans. A connector either fits or it does not. A shipment arrives or it does not. The hundredth unit has to behave like the first, preferably without a founder standing beside it with a screwdriver.
Meng studied bioengineering at Xiamen University and later attended an executive program at Wharton. In 1990, he founded Sanbor Corporation. Public biographies describe the company he built as a contract manufacturer with five operating locations. The work put him at the intersection of product design and repeatability, where an elegant drawing meets the less elegant reality of sourcing, testing, quality control, and delivery.
That background explains the shape of what followed. In 2010, Meng founded PMD Healthcare, the business now called RemetricHealth. Its early focus was a personal digital spirometer, a handheld instrument designed to make lung-function measurement possible at home. The product, Spiro PD, received FDA clearance in 2011 and launched commercially in 2012. Meng was also named on a run of patents covering the physical device and graphical interfaces. The object mattered. So did the screen. So, increasingly, did the information moving between them.
The factory came first
There is a fashionable tendency to treat manufacturing as the part that happens after innovation. Meng's career argues for a different reading. Manufacturing is where an idea acquires manners. It must arrive on time, work reliably, survive its packaging, tolerate a user's ordinary impatience, and still leave enough margin to support a company. Those demands do not merely constrain design. They improve it.
Sanbor gave Meng decades of practice in that discipline. It also gave him a view of global operations long before supply-chain resilience became boardroom wallpaper. When a proposed sale involving Sanbor's China operation fell apart amid the 2008 financial crisis, the process was later revived. Meng described the completed transaction with the language of an engineer: there had been many “deal wires to connect.” It is hard to imagine a metaphor more faithful to his résumé.
“There were so many ‘deal wires to connect’ and you helped put everything together.”Wayne Meng, reflecting on a cross-border transaction
The sentence is revealing without pretending to be a personality test. It sees the deal as a system, with dependencies, mismatched ends, and consequences for every loose connection. That same systems view appears in the evolution from PMD Healthcare's first device to RemetricHealth's present offer.
The object was only chapter one
A handheld instrument can take a reading. A connected system can do something with the reading. By 2017, PMD Healthcare had introduced Spiro PD 2.0 alongside a web-based Wellness Management System. The company's scope widened from an instrument toward wireless transmission, longitudinal records, configurable alerts, and tools for care teams. The device had become a node.
This is the quietly difficult move in hardware. Building the object is expensive. Building the software around it is another business. Adding operational services creates a third. Each layer has its own customers, failure modes, support burden, and vocabulary. The tempting move is to call the whole pile a platform and hope the noun does the integration. Meng's company took the slower route: add the layers over time and make each one answer to a practical workflow.
The Meng operating stack
In 2020, when virtual visits suddenly moved from experiment to infrastructure, Meng said telehealth and remote patient monitoring went “hand-in-hand.” The phrase is almost suspiciously tidy. Its implications are not. A video visit creates a conversation. A connected device creates a stream of measurements. The useful system must put those together, preserve context, fit the provider's routine, and make an exception visible without turning every ordinary reading into a small fire alarm.
The patent trail shows how much detail lived beneath that tidy phrase. Meng's name appears on industrial designs for the handheld enclosure, on graphical interface designs, and on broader spirometer inventions. Taken together, those records sketch a founder moving between the user's grip, the turbine and sensors inside the instrument, and the display that explains the result. In other words, the product problem was never confined to a single engineering specialty. The measurement had to be physically credible and immediately understandable.
This matters because connected hardware often fails in the seams. A polished app cannot rescue an unreliable reading. A precise sensor creates little value if its output is confusing. A dependable device can still become shelf decoration if transmission and follow-up are awkward. Meng's work across casing, interface, data, and operations suggests an appreciation for those seams. Every transition is a small invitation for information to lose its meaning.
RemetricHealth now describes itself in those operational terms. It serves physician groups, hospitals, home health agencies, community health centers, and payers. Its offering combines devices, monitoring software, patient engagement, and clinical support. The company vocabulary has moved well beyond the handheld product, but the original engineering logic remains visible: capture a dependable signal, move it securely, and place it where someone can use it.
A career built in layers
Selected coordinates
Look at the chronology and a useful pattern emerges. Meng did not abandon manufacturing for software. He extended manufacturing into devices, devices into data, and data into services. The sequence is the strategy. Each new layer borrows credibility from the one beneath it.
His professional affiliations fit the same layered picture. He has been an IEEE member since 1996 and an Aircraft Owners and Pilots Association member since 2001. One group is concerned with technical standards; the other with machines that are wonderfully intolerant of vague thinking. Meng has also served as a director of Segue Manufacturing Services. The public record is less celebrity founder than working diagram: founder, board member, inventor, operator.
Even the geography has continuity. Allentown and the surrounding Lehigh Valley carry a long manufacturing memory, and Meng's companies have kept their headquarters in that orbit while working through global production networks and national provider relationships. The setting suits a career that refuses the false choice between old industry and new technology. A circuit board, a web portal, and a nursing workflow may belong to different professional tribes, but they can still be parts of one product.
The diagram is still active. In 2025, Meng appeared as president and CEO of Sanbor Corporation in the announcement of a new sales executive. His comment emphasized customer focus, complex manufacturing, supply-chain risk, and innovation. Meanwhile, RemetricHealth continued publishing and expanding its remote monitoring and care-management work. More than three decades after Sanbor began, he was still operating both sides of the bridge.
Holding both founder narratives at once makes the story more interesting. Sanbor sells competence behind other companies' products. RemetricHealth puts its own name on a system delivered to providers. One business is rewarded for disappearing into dependable execution; the other must make an integrated service visible and legible. The shared requirement is trust, earned less by a launch-day flourish than by what happens on an ordinary Tuesday when a shipment, reading, or alert needs to arrive exactly where promised.
What builders can steal
The obvious lesson is to understand your supply chain. The better lesson is to treat capabilities as compound interest. Meng's manufacturing knowledge did not expire when the business moved toward connected software. It became the reason the software had a trustworthy physical endpoint. The patents did not guarantee a service business. They gave the service business something specific to build around.
There is also a lesson in market timing. Remote monitoring existed before it had widespread urgency, reimbursement support, or an agreed-upon place in everyday workflows. Building early meant enduring the years when the future looked less like destiny and more like a recurring sales objection. By the time the market accelerated, PMD Healthcare had already worked through hardware, clearance, a second-generation product, data transmission, and provider-facing software.
The product was a device. The opportunity was everything the measurement could set in motion.
None of this makes the path inevitable. Hardware is hard, regulated hardware is harder, and a service wrapped around both has ample opportunity to develop expensive opinions. What Meng's career offers is not a shortcut but an order of operations. Build the physical competence. Learn what the signal means. Notice who needs it. Then make the distance between measurement and decision shorter.
It is a patient form of entrepreneurship, more wiring diagram than lightning bolt. The result is a founder story with two companies and one continuous habit: follow the useful information. Start with the thing in the hand. End, if such work ever ends, with the system that helps people act on what it knows.