Gunter Wessels, PhD, MBA

Spending the time upfront to really plan a trial is well worth it. That said, I do wonder how you solve the issue of patients knowing whether they got the active or placebo given the rather noticeable effects of the active in this case. What are some thoughts on how this should have been designed?

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Insights from the 'Tech Tour Growth Health 2024' panel on 'Acquisition – What are PE looking for in healthcare? When do buyers acquire?' Selling to PE is not like an Exit. PE usually does not buy 100%. It's rather a partial acquisition where the management team stays on, working towards a bigger exit. We have return expectations just like other investors. We plan to sell in 3-5 years. A lot of money was raised in 2020 and 2021 and there was great reluctance to invest in the last 24 months. At the same time a lot of the investors that invested money in 2020 and 2021 now need to return money to their investors. Due to these two factors, we will see a lot of activity in the coming quarters. Selling to strategics you usually see acquisitions super early, a molecule, or pretty late stage when the company delivers at scale. Because strategics struggle to take companies from a growth stage to scale. Strategics expect all the boxes to be ticked, all the t's to be crossed and all the i to be dotted: compliance, evidence, regulatory... Strategics want to cover the full patient journey with integrated solutions. That often cannot be done all in-house. You have to partner within an open ecosystem. Sometimes even direct competitors. For startups: When a large company announces a big strategic shift that might be a good moment to reach out to them, because they will want to make progress on that strategy quickly and have an interest to make an acquisition. The market is still fragile. PEs are still super risk averse. At JP Morgan everyone was talking about the coming interest rate cuts. But it has not happened yet. Now they are backed into expectations. Therefore potential further delays are seen as a risk. It is a buyer's market. Some sellers will try to hold out and wait for a better market environment. Think about all three main stakeholders - the three P's: Patients, Providers and Payors. Ideally, you serve all three. Payors are often forgotten about and they are super focussed on cost particularly in this stage of the cycle. US strategy – It's the biggest market and everyone will want to know how you think about it What is the difference between selling to PE and selling to strategics? You have to address them differently and, maybe, even sequentially. It depends on a lot of parameters. An M&A exit to PE requires a certain commercial traction and the management team is crucial. Strategics are sometimes also interested very early (e.g. acquiring a technology). Do's and don'ts in a sales process: - be super transparent. don't try to hide anything. it will come out anyway - be reasonable in terms of expectations (price, timeline) - be prepared (usually you have a single shot) - assess probably the post-acquisition plans - the diligence process should be two-sided (talk to other companies that were acquired by the buyer you are talking to and ask for references) Insights from Luke R Parsons, Vincent Meunier, Joerg Hoelzing, PhD, Tanja Dowe

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#dental #costs #technology Alan Stein, Jen Jaciw, Regina Barnes, Heather Herriage, PHR, MS Management/Leadership, Kortni Davis RDH, Darius Somekhian, Derick Krutsinger, Teighan Morris, Scott Deetz, Stuart McWhirter, Marty Thomas, William Krupp, Terral Hill, Elizabeth Ponce-Garza, Michael Vickers, Vilas Sastry, Kristi Slack Leisinger, MBA, Gary Moulton, Katie Carpenter, CPA, Adam Smith Our continuing discussion on issues facing the dental industry focuses on managing the rising overhead costs.

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If you do not listen carefully, your evaluation phase will go down the drain... Listening will allow you to provide clear and concise answers. Always present proof and back your talk up with data, case studies, and testimonials. #MedicalDeviceSales #SalesCycle #Evaluation #SalesTraining #MedTech #HealthcareSales #BusinessGrowth #SalesSuccess #MedTechSales

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Having a well-defined sales process can make or break your success in healthcare sales. While methodologies like Challenger, Sandler, and MEDDICC offer excellent methodologies, they must be tied into a comprehensive sales process to be effective. SalesSparx recently posted a blog about how a well-defined process can elevate your sales team’s performance. Read the blog: https://lnkd.in/eHvsAnwv   #SalesSparx #SharedVisionSelling #SVS #HealthcareSales #SalesMethodology #SalesProcess #B2BSales #Challenger #Sandler #MEDDICC #MillerHeiman

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𝗜𝘀 𝗬𝗼𝘂𝗿 𝗠𝗲𝗱𝗶𝗰𝗮𝗹 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗕𝘂𝗱𝗴𝗲𝘁 𝗼𝗻 𝗣𝗼𝗶𝗻𝘁? 💸 Curious about the right budget for your medical marketing? 🤔 Discover key insights that could transform your practice’s growth strategy! Don’t let guesswork guide your investment—learn from experts how to maximize your ROI and build a thriving healthcare brand. Click the link below to read the full article and take control of your marketing success today! 🚀 https://lnkd.in/eyifxqeB 👉 Contact us for personalized marketing solutions tailored to your practice. 𝘼𝙡𝙬𝙖𝙮𝙨 𝘾𝙤𝙣𝙣𝙚𝙘𝙩𝙚𝙙 𝙩𝙤 𝙃𝙚𝙡𝙥 𝙬𝙞𝙩𝙝 𝙈𝙚𝙙𝙞𝙘𝙖𝙡 𝙈𝙖𝙧𝙠𝙚𝙩𝙞𝙣𝙜 𝙖𝙣𝙙 𝙎𝙤𝙘𝙞𝙖𝙡 𝙈𝙚𝙙𝙞𝙖 𝙊𝙪𝙩 𝙍𝙚𝙖𝙘𝙝 𝙩𝙤 𝙉𝙚𝙬 𝙋𝙖𝙩𝙞𝙚𝙣𝙩𝙨! #MedicalMarketing #HealthcareGrowth #PracticeManagement #DoctorMarketing #SocialMediaManagement #SocialMediaMarketing #SocialMediaAnalytics #doctorssocialmedia #medicalmarketing #socialmediaoutreach #customwebsitedesigns #doctorsonline #doctorsonsocialmedia #practicegrowthadvice #MedicalLeads #DigitalMarketing #InternetMarketingForDoctors #MedicalNewsletters #GoogleAds #SEO #SMSDRS

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KORU Medical Systems, Inc. reported strong third-quarter 2024 financial results and raised its full-year 2024 guidance for revenue, gross margin, and year-end cash. The company achieved $8.2 million in revenue, marking the third consecutive quarter of double-digit growth. This growth was accompanied by improved gross margin and operating leverage. The company attributes its success to a strong recurring chronic subcutaneous immunoglobulin (SCIg) patient base and expanding collaborations in its novel therapies business, fueled by the increasing trend of subcutaneous drug administration. Third-quarter 2024 net revenues totaled $8.2 million, a 16.8% increase year-over-year. Domestic core revenues grew by 11.7% to $6.4 million, driven by higher consumable and pump volumes from new patients and market share gains. International core revenues saw a 5.1% increase to $1.1 million, primarily due to higher consumable volumes attributed to increased Ig supply, expanded approved indications, and geographic growth. This international growth was partially offset by lower orders from a distribution partner who expedited orders in the second quarter of 2024 due to a BSI regulatory review, which has since been successfully appealed. Novel Therapies revenues reached $0.6 million, a substantial 275.6% increase, fueled by clinical trial orders and progress on non-recurring engineering (NRE) milestones within multiple collaboration agreements. Gross profit for the quarter reached $5.2 million, a 19% increase, with gross margin expanding by 140 basis points to 63.4%. This improvement stems from a favorable sales mix of clinical trial orders, a more profitable NRE services mix, and higher average selling prices. Operating expenses totaled $6.9 million, a 12.3% increase primarily due to new hires, bonus accruals, and severance related to the elimination of the CTO role. Despite increased operating expenses, the net loss for the quarter was $1.6 million, or ($0.03) per diluted share, compared to a net loss of $1.4 million, or ($0.03) per diluted share, in the prior year period. This was primarily due to an increase in operating expenses of $0.8 million, and a prior year tax benefit of $0.2 million offset by an increase in gross profit of $0.8 million. Adjusted EBITDA improved to ($0.4) million, or ($0.01) per diluted share, compared to ($0.9) million, or ($0.02) per diluted share, in the prior year period. Cash and cash equivalents stood at $8.8 million as of September 30, 2024, reflecting $1.7 million in cash usage during the quarter. 𝐑𝐞𝐚𝐝 𝐌𝐨𝐫𝐞: https://lnkd.in/dJAGTYUF Shar Matin Chris Pazdan

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Today’s healthcare policymakers are focused on their favorite boogeymen: physician compensation, biopharma, and new medical technologies. The real villains are ‘benefit managers’ and administrators’ who lurk in the shadows extracting 25 cents of every healthcare dollar. The reality is, in fact, in plain view if you look: administrators have grown 3200% while physicians have grown 200% over the last two decades; physician compensation is down, net of inflation. Admin comp is up, way up. PBM (pharmacy ‘benefit’ ‘management’) revenue has outstripped Pharma revenue growth in the last 20 years. Pharma extends life and improves quality of life, and extends working lives of taxpayers. PBMs - who knows… People grasp onto things they understand like doctors and drug companies. ‘Administrators’, ACOs, VBC, VBC, PBMs, spread pricing are more challenging to grasp and are allowed to obsfucate people about what they do from the shadows. America’s healthcare landscape is burdened by ‘administrators’ and ‘managers’ who extract rents from an otherwise highly innovative system. https://lnkd.in/gK3mCme4 https://lnkd.in/gPC9vKB9 DocVader puts it aptly: ‘thoughts and prayers’ https://lnkd.in/gUfnSXGV Technology is one answer. Physician and nurse leaders are another. If your company is about literally decimating administrative costs in the back office or front office of healthcare, I applaud you. As Americans we need this. Return care to the people and shrink administration and management bloat across the system. Medicare deserves this and so do the commercially ‘insured’.

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🚨 Open Markets, Better Outcomes, Lower Costs 🚨  Unpacking PBMs, Pharma & Profits Featuring Pramod John & Mark Cuban This fast paced webinar brought together two power players to discuss the entire pharmacy supply chain. Mark and Pramod are prime examples of pioneers making waves in the industry without having "healthcare insider" roots. They each represent alternative business models to the healthcare industry at large; Cost Plus Drugs publishes their cost and then adds a published markup. VIVIO charges a per member fee similar to a software licensing fee. It uses data to ensure that it is the optimal therapy for a member and then acquires it through a low cost supplier. In both of their models, everyone pays exactly the same price for the same product. Their business models have eliminated the hidden profiteering that often occurs through arrangements involving spreads and rebates. The pair talked about how plan sponsors lack visibility and control to core components of the drug procurement process. Claims data is frequently withheld from employers. And the traditional PBM formulary has little-to-no flexibility, putting people in a pricing and access pickle. Mark shared that the biggest PBMs engage in practices that restrict employers, prioritizing their own returns over the outcomes of employers and people. He noted their power sits mostly in their negotiating leverage with pharma manufacturers and the rebate bonanza. Almost no one is publishing their prices which is why the Cost Plus Drugs price list is referenced so often. Pramod highlighted the importance of putting the data above opinions, rebates, and formulary positioning in decision making. Optimal drug procurement stems from having the right price, patient & drug information (including statistically significant efficacy data). The price is never right if the drug will not work for your specific health issue. "You aren't paying for the drug, you are paying for the outcome." A few staggering stats: - 79% of the time it's cheaper to pay cash than go through insurance for patients in their deductible phase - Specialty and brand name drugs account for 10% of annual drug fill volume (translating to ~ 600M/yr) but account for 87% of annual spend (translating to ~ $628B) - 90% of drug fills (5.4B each year) represent ~ $94B of annual spend - 90 tablets of Teriflunomide, the drug in the J&J lawsuit is $29 cash through Cost Plus Drugs but was marked up 300x (not %) inside J&J's plan to a whopping $10,240 - A publicly traded transportation company realized 70% program savings over 3 years, which included cutting their costs in half, after the first year of implementation with VIVIO To close out, it's critical to understand the economic model companies operate with. Why? Because it can dictate a lot of their behavior. With flat fees, pass-through PBMs like VIVIO and Cost Plus Drugs have no reason to push one drug over another. In this regard, they have no "horse in the race."

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Are you a #SterileProcessing or #OperatingRoom vendor looking for pre-qualified leads for your products or services? If you're not leveraging continuing education (CE) programming today -- you're missing out on a massive opportunity. 👇 By their very nature, CE-approved presentations, podcasts, and materials must be two things: 1) Vendor/product neutral to protect against undue influence 2) Add educational value to the clinicians who consume them My team at Healthcare HQ have built some of the highest performing CE programming for vendors across the Sterile Processing, OR, Supply Chain, and Infection Prevention space -- both co-branded and white-labeled. We do this through platforms such as Beyond Clean, First Case, Power Supply, and Transmission Control. In addition to the value-rich education these programs provide to the clinical audience, they also "get the right people in the room" who are interested in "the right topic," giving our vendors the perfect funnel to follow-up with unique solutions to solve real clinical problems. If you don't already have CEs as a corporate strategy, I've love to share how our partners are getting anywhere from 500 to 2000+ clinical leads through our creative education offerings. You can grab a meeting time with me today by clicking here: https://lnkd.in/dYkzh26 #Education #Clinical #Leads #Solutions #Network #Value

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What is the art of the patient sales pitch? Today I will share some details on how to master the slow sell for a greater sales impact. Slowing down your sales approach can help accelerate the close. I will show how to pivot to learning about their business first rather than immediately responding to customer inquiries about your services. Tune in to the full episode out now! #TheSalesHunter #Sales #Success #SalesPitch

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Perhaps surprisingly, success in healthcare innovation takes more than a great idea – it takes strategic execution.   I have seen firsthand that founders who carefully align their teams and refine and sharpen their strategies are the ones who have the best chance of breaking through.   We are excited to help companies navigate this complex but rewarding journey.

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We recently launched a website with the word “hub” in it. We have over 80,000 pages indexed so far. Are we a success? Furthermore, are we a true hub for connecting patients to providers? Not yet, for one simple reason: hubs rarely work. Our next step is building spokes. When I worked at FedEx we called our airport facility the Hub. But we flew to a network of spokes, reaching out to thousands and thousands of endpoints. Then we bought Kinkos and really expanded to where the customers were. Practice marketing is often built upon a single hub - your website - that is one of many other physician hubs just like you. The equivalent of spokes on your hub is content, and lots of it. More than you’ve ever considered. These spokes reach out to endpoints that your patients are at: Google search terms. But all too often the website hub just sits, with few spokes. Shortcuts don’t work. You have to build and keep expanding like FedEx did. For example, many practices like to list their treatments and conditions on a single page. This is the worst thing you can do, as Google has no idea what the subject is. And you only have one spoke. Wheels don’t work well with just a spoke or two. You need a page for EVERY treatment and condition you offer on your hub. Now share those with Google Console. Post links back from Facebook, X, LinkedIn, etc. You now have a hub and spokes that Google will see and index much better across many search terms. Then create even MORE content. Google any condition or treatment then scroll ever so slightly and you’ll see a section called People Also Ask. There are questions you can answer quickly and create more content about your core treatment and conditions that is literally the most searched. Publish and repeat. Your hub grows, your spokes grow, your endpoints grow, and your ranks will rise everywhere. And more patients will find you. That’s our business model. And it’s amazingly successful. Feel free to copy our strategy or, if you’re short on time, reach out to us about our enormous content and video library. We’ll show you realtime results that will blow you away, and help you build your own hub and spokes. Let’s get rolling.

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As you dive into this enlightening read, prepare to uncover the layers of financial challenges that burden healthcare practices and how Grapevine emerges as a guiding light, offering substantial relief and a path forward. Discover how healthcare practices are transforming with Grapevine! What you'll learn from this episode: 1. The Crushing Weight of Supply Costs: Understand the financial challenges that healthcare practices face and how Grapevine offers a beacon of hope. 2. Grapevine: Your AI-Powered Ally: Dive into how AI is revolutionizing healthcare management by offering unparalleled market analysis and personalized recommendations. 3. Tailored Solutions for Diverse Needs: Explore how Grapevine caters to the unique requirements of different healthcare specialties, enhancing efficiency across the board. 4. Continuous Evolution: A Commitment to Excellence: See how Grapevine's commitment to regular updates and user feedback keeps it ahead of the curve. 5. Building a Community of Innovators: Learn about the collaborative community behind Grapevine, driving forward a more efficient and compassionate healthcare system. Are you ready to join the revolution in healthcare efficiency? What steps will you take to integrate AI into your practice? Your journey with Grapevine starts now. Join us to learn how these evolving dynamics can shape a more inclusive, innovative, and successful business landscape. Stay Tuned, Stay Successful! We love to hear your feedback. Send me your stories or questions on https://lnkd.in/ePF2aSf

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These 3 proposed changes to RPM reimbursement will be game changers if approved! "Q. Please summarize the proposed changes to RPM coding by the American Medical Association. A. The first – and this would be a very big deal – is the addition of a code that would cover two to 15 calendar days of collected and transmitted data. CPT 99454, the only current general RPM device supply CPT code, can only be used when a provider has received and recorded 16 or more days of patient data within a 30-day period. The addition of a new code would enable providers to code for those 30-day periods where fewer than 16 but at least two readings are captured. The second noteworthy change under consideration is a revision of CPT 99457 to include 11-20 minutes of RPM care management time. 99457 currently requires at least 20 minutes of recorded care management time. Revising 99457 would decrease the amount of time a provider's clinical staff needs to provide RPM monitoring and care management time for a patient during the month to report the code. The third is a revision of CPT 99458 to cover each additional 10 minutes of interactive communication. 99458 currently requires at least an additional 20 minutes of interactive communication. Revising 99458 would reduce the amount of additional time clinical staff must spend to report the code." MedTech Innovator American Heart Association LSI Heart Rhythm Society #epeeps American College of Cardiology MedTech Startup HealthTech Arkansas

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Medical & marketing professionals in Pharmaceuticals, Life Sciences, and Medical Device industries, we get it – launching a product is no walk in the park. The stress can be overwhelming, and the stakes are high. But what if there was a way to ensure your success and keep your job secure? That's where Lylli LaunchTools® comes in. Our user-friendly software simplifies your launch process with clear, achievable goals. No more confusion or missed deadlines – just a smooth, straightforward path to success. With Lynn’s dynamic expertise in the Pharma and Medical Devices industry, Lylli LaunchTools® is your go-to solution for helping you navigate the complexities of life science product launches with ease and efficiency. 📅 Ready to see it in action? Schedule a demo with Lynn Donaldson by Texting 9089637747 to set up your free demo. #LylliLaunchTools #GoToMarketStrategy #TaskManagement #communication

"More is missed by not looking than not knowing." Thomas McCrae This quote was written as a medical school axiom. But how could it relate to us? I'll start. ✔️ We can know about risk management, but if we're unwilling to have conversations about them, we won't proactively develop response plans. ✔️ If we're unwilling to look for defects, we're destined to have quality problems. ✔️ If we don't validate our requirements and scope, we risk delivering what makes sense to us but not to our customers. Whether personally or professionally, how could this idea relate to us? #projectmanagement #hapmo #management #leadership #pmo #honesty #riskmanagement

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