The math, sadly, doesn’t add up. The U.S. Bureau of Labor Statistics projects more than 7,300 openings for biomedical equipment technicians over the next decade — but only about 400 new graduates each year. Compounding the issue, nearly half of today’s healthcare technology management (HTM) professionals are over 45, with one-third older than 55.

The shortage is already taking its toll. According to the Association for the Advancement of Medical Instrumentation (AAMI), the average HTM role now takes more than three months to fill. This delay leaves critical systems idle, forcing hospitals to scramble while a stretched-thin workforce struggles to keep pace with demand.

Rewriting the playbook
Christopher Nowak, CHTM, CBET, CSCS, CHP, senior director of medical equipment capital and biomedical services at Community Health Systems in Franklin, Tennessee, has seen the workforce gap firsthand. “It’s not just HTM,” Nowak muses. “Why aren’t people going into nursing or other medical fields?” He attributes the decline to shifting career expectations, with many students bypassing biomed programs for flashier fields like social media.

This generational shift has forced Nowak to rethink his approach to attracting and retaining talent. He’s casting a wider net, seeking candidates from technical schools and community colleges with IT or electronics backgrounds. “Finding the right person is key,” he says. “This job isn’t about sitting behind a computer, it’s hands-on, high-stakes work. Recruitment becomes a sales job. You have to tailor the pitch to the person.”

Nowak has also updated how he structures job roles. Traditional titles like “BMET 2” or “imaging engineer” don’t resonate with younger candidates and can create an “us-versus-them” dynamic. Instead, his job descriptions emphasize IT, networking, and security skills. Think: “senior medical systems engineering technologist” and “medical systems technician". "These job titles reflect the new skills today’s technology demands,” Nowak says.

Changing titles is just part of the solution; reshaping how the field is perceived is equally vital. Pej Namshirin, manager at Lower Mainland Biomedical Engineering (LMBME) in Vancouver, emphasizes the need to shift the perception of HTM from “technician” to “technologist". The outdated notion of biomeds sitting in basements repairing broken equipment is a far cry from reality. Today’s professionals are fully embedded in clinical teams, solving urgent problems and working alongside caregivers to keep critical systems running.

Nowak agrees, noting that HTM has evolved far beyond its technical roots. Even imaging engineers need to understand networking and security. “It’s no longer just about high voltage and X-rays,” he says.

That point resonates with Namshirin, who underscores that today’s HTM professionals are on the front lines of patient care. “We’re called upon not just for our technical expertise, but for our ability to manage technology, solve problems creatively, and navigate the clinical landscape,” he explains. HTM responsibilities now run the gamut from protecting cybersecurity and advancing sustainability efforts to managing multimillion-dollar equipment portfolios.

The challenge, Namshirin says, is that too few people know the field exists.

Spreading the word
Calling HTM one of healthcare’s “best-kept secrets", Namshirin points out that while students are familiar with frontline clinical roles, many remain unaware of the career managing the technology powering modern medicine. “Simply put, you can’t choose a career path you’ve never heard of,” he says.

AAMI is working to change that, starting at the high school level. Through its “HTM in a Box” initiative, educators and professionals have a practical toolkit, complete with presentations, videos, brochures, and talking points, to raise awareness about this dynamic, high-impact career and cultivate the next generation of HTM professionals.

One of the most passionate advocates of this effort is Joe Deater, CBET, a BMET III at Munson Healthcare in Traverse City, Michigan. Named AAMI and GE HealthCare’s 2025 BMET of the Year, Deater has spent nearly 30 years championing HTM, making it his mission to share the field’s opportunities.

“When I speak to people, I want them to feel my excitement,” he says. “HTM is the ultimate STEM career — it blends science, technology, engineering, and math every day.”

Deater points out that his home state of Michigan is making it easier than ever to enter the field, with free associate degree programs now available. In 2017, Munson Healthcare partnered with Northwestern Michigan College (NMC) to launch a biomedical technology associate degree program tailored to local needs. Though he had no formal teaching experience, Deater became the program’s first instructor, creating a hands-on curriculum that combined engineering fundamentals with HTM coursework and internships.

The program quickly produced homegrown talent, including veterans, career-changers, and local students. Deater calls it a success, noting that its first five graduates included three who became certified.

One moment, in particular, showcased the program’s impact: “A coworker recently attended a career fair an hour away and met two high school seniors who said they planned to attend NMC to become biomedical technicians after hearing me speak to their class,” he says. Deater calls it a “massive win.”

Despite these successes, enrollment has fluctuated over the years. Undeterred, Deater spearheaded a grassroots outreach campaign to bring HTM awareness to middle and high school students across the region.

He sees that effort as part of his life’s work. “Sitting by and waiting for others to do it — or hoping someone comes to us — just isn’t going to happen,” Deater says. That rings truer than ever, he adds, when trying to recruit HTM professionals to less prestigious locations.

Recruitment 101
Nowak knows all too well the headaches of recruiting biomeds to hard-to-staff locales. For more than 12 years, he oversaw HTM and integration at Universal Health Services’ eight Las Vegas hospitals. “Sin City,” he concedes, can be a tough sell for young biomeds with families.

Still, he approaches recruitment like a sales pitch. “When I’m looking for candidates, my sales hat goes on,” Nowak says. “It’s about selling the role, the location, and the opportunity.” Highlighting what makes a region appealing can tip the scales. Las Vegas, for instance, may have a flashy nightlife, but it also offers sunny weather and access to natural attractions; benefits that could sway candidates to relocate.

Namshirin adds two other factors HTM departments should emphasize during recruitment: the real impact on patient care and a balanced work-life schedule. “For the most part, we are a Monday-to-Friday operation,” he says. “While we are crucial, much of our work, like planned maintenance or a nonclinical repair, can often wait until the next business day.” This balance, Namshirin explains, gives staff the chance to make a meaningful impact on patient care without sacrificing a steady, predictable schedule; something today’s workforce values more than ever.

He hopes these merits will attract fresh blood, as Canada, like the U.S., is grappling with an aging HTM workforce. “The challenge is substantial,” Namshirin says. “It’s not a future problem.” Just look at LMBME, he says: In his 250-person strong department, nearly 20% of staff have retired since 2020 or are eligible to retire in the next five years. The impact isn’t just vacant seats, it’s the loss of trust and expertise built over decades.

Senior biomeds, he says, carry a wealth of tacit knowledge: the quirks of specific devices, surgeon preferences, and the intricacies of institutional workflows. Namshirin points out that much of this isn’t captured in manuals. It’s that deep, contextual understanding of a particular ICU or operating room, along with the trust built with clinical teams, something he deems irreplaceable.

LMBME tackles this challenge head-on with rigorous recruitment, comprehensive training, masterclasses, and apprenticeships to ensure that knowledge isn’t lost when experts retire, Namshirin says. Hiring is only the beginning. The core goal, he adds, is finding individuals who are curious, humble, and passionate. Staff are encouraged to challenge themselves, keep learning, and ask for help when needed, ensuring continuity beyond any single expert.

Another key to addressing the HTM workforce crisis? Strong partnerships with educational institutions. Namshirin notes that LMBME helps shape curricula, participates in accreditation, and provides co-op and practicum placements. “There’s no substitute for standing in front of a class and showing students what a day in HTM truly looks like,” he says. “It allows them to realistically gauge if this career is right for them before they apply.”

Hospitals aren’t the only ones tackling the talent gap. OEMs like Siemens Healthineers are also stepping up, offering virtual learning and upskilling programs for veterans transitioning into medical service careers. These efforts are reinforced with self-paced learning and mentorship, giving rookie biomeds the tools to grow, contribute, and advance, says Bruce Snyder, product manager for Education & Workforce Solutions at Siemens Healthineers North America.

“Healthcare providers must ensure that despite budget constraints, they make every effort to provide robust training and development for [HTM professionals],” Snyder says. “This training and development will provide growth opportunities that can help ensure retention.”

The true differentiator, Namshirin adds, lies in understanding the mission of HTM. “It’s about taking ownership of the entire life cycle of medical technology, earning the trust of your clinical peers, and acting as a dedicated steward of patient safety and public resources,” he says. The work demands broad skills, blending technical, clinical, and strategic knowledge, but it also offers hands-on challenges and a tangible impact, a rare combination in today’s workforce.

Looking forward
As healthcare technology evolves at a breakneck pace, so too must the professionals who manage it. HTM is no longer a back-office role, it’s a high-tech, high-stakes field vital to patient care. Experts warn that if hospitals and educational institutions don’t rethink recruitment, training, and retention strategies, the growing talent gap will threaten both patient safety and the reliability of critical systems.

Yes, the statistics are concerning, but there’s still time to reverse the trend. By redefining recruitment strategies, strengthening educational partnerships, and reshaping career paths, the HTM workforce crisis can become an opportunity to elevate the field and secure the future of patient care. Ultimately, failing to invest in a skilled workforce today will compromise the healthcare systems of tomorrow, with potentially serious consequences.