Roman Meydbray is a seasoned IT executive and global technology leader based in Campbell, California. With more than 10 years of experience, he has built and led large IT support and workplace teams across the United States and Europe. His work has focused heavily on healthcare and med-tech environments, where precision, compliance, and reliability are critical.
Born in Moscow, Russia, Roman immigrated to the United States at age 11. He arrived without speaking English and quickly adapted to a new culture and school system. Watching his parents rebuild their careers from the ground up shaped his work ethic and resilience. Those early lessons still guide his leadership style today.
Roman Meydbray began his career with a passion for problem-solving. As a teenager, he loved working on cars and computers. That hands-on mindset carried into his professional life. He approaches IT systems the same way he once approached engines—every part matters, and small issues can create bigger failures if ignored.
As Vice President of IT, he has led major merger and acquisition integrations while maintaining strict compliance with HIPAA, GDPR, SOX, HITRUST, and ISO 27001 standards. He is known for building metrics-driven, customer-focused IT organizations that improve efficiency and employee experience.
Roman believes technology should make work easier, not harder. His leadership combines operational discipline with empathy, helping teams perform under pressure while staying focused on long-term growth.
A Q&A with Roman Meydbray on Inspiration, Risk, and Leadership
What first inspired you to aim higher in your career?
I think it started when I was 11. I came to the U.S. from Moscow without speaking English. I remember sitting in class and not understanding anything. Within a year, I was fluent. That experience stayed with me. It showed me that growth usually feels uncomfortable at first. Watching my parents rebuild their lives here also shaped me. My mom was a piano teacher. My dad was an engineer. In America, they had to start over. That reset my idea of what “starting small” really means.
You originally wanted to be a mechanic. How did that evolve into IT leadership?
Cars were my first obsession. I loved taking them apart and putting them back together. I could never keep one longer than six months. I was always upgrading or selling it to start another project. Over time, I realized computers gave me the same feeling. You diagnose. You adjust. You optimize. IT just became a bigger engine. Instead of fixing one car, I was fixing systems that thousands of people rely on.
What inspires you today?
I’m inspired by systems that work quietly. When people don’t notice IT, that’s usually a good sign. I like building environments where people can focus on their real jobs. In healthcare and med-tech, what we do affects real outcomes. That responsibility motivates me. There’s no room for ego in that kind of work.
How do you inspire confidence in your teams?
Consistency. During mergers or high-pressure integrations, emotions run high. I’ve learned that people watch how you react more than what you say. In one integration, we had two IT teams with different processes and cultures. Tension was building. Instead of pushing forward, I paused the timeline for a week. I met with small groups. I listened. That pause saved months of friction later. Confidence grows when people feel heard.
How do you approach taking risks in business?
I don’t think of risk as something dramatic. It’s usually small decisions stacked over time. Early in my career, I rolled out a support process that made sense on paper. It failed in practice. Adoption was low because I didn’t involve frontline users. That was a hard lesson. Now, when I take risks, I test small first. I pilot ideas. I measure impact. I adjust quickly.
What keeps you grounded as you’ve advanced in leadership?
Working with my hands still helps. I’ll fix something around the house or work on a car. It reminds me that complex systems are just a collection of simple parts. Leadership is the same. Big strategies fail when small details are ignored.
What does success mean to you now?
Earlier in my career, I thought success meant scale. Bigger teams. Bigger systems. Now I think it’s about stability and trust. If people trust IT to show up when it matters, that’s success. If a team member feels safe raising a concern before it becomes a problem, that’s success too.
What advice would you give someone trying to grow in their career?
Become reliable in hard moments. Anyone can lead when things are calm. Step up during audits, outages, or tight deadlines. That’s where reputations are built. Also, ask better questions. Most of the time, the real issue isn’t what’s on the surface.
What role does inspiration play in business?
Inspiration isn’t speeches. It’s clarity. It’s showing people how their work connects to the bigger system. When engineers understand why a process matters, they engage differently. I try to explain the “why” behind decisions, not just the “what.”
Looking back, how have you gotten to where you are today?
Adaptability. I had to adapt when I moved countries. I had to adapt when I switched from wanting to be a mechanic to building a career in technology. I had to adapt during every major integration I led. Change isn’t something I fight anymore. I expect it. That mindset makes risk feel manageable.
Final thought on inspiration and leadership?
Inspiration comes from progress, not perfection. Fix one thing. Improve one process. Help one person work better. Those small wins add up. That’s how careers grow. That’s how teams grow. And that’s how real confidence is built.
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