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4 episodes with becton dickinson
2 episodes with becton dickinson
2 episodes with becton dickinson
2 episodes with becton dickinson
Join HRS Board Member Prashanthan Sanders, MBBS, PhD, FHRS (University of Adelaide) as he discusses this exciting paper, presented at Heart Rhythm 2025. He is joined in the Heart Rhythm Tv Studio in San Diego, California by Louise Segan, MBBS, MPH (Alfred Health), and Takanori Yamaguchi, MD, PhD (Saga University). This discussion took place on-site at Heart Rhythm 2025. https://www.hrsonline.org/education/TheLead https://www.heartrhythmjournal.com/article/S1547-5271(25)01245-7/fulltext Host Disclosure(s): P. Sanders: Honoraria/Speaking/Consulting: Boston Scientific, Abbott Medical, Research: Boston Scientific, Abbott, Medtronic, Becton Dickinson, CathRx, Pacemate, Kalyan Technologies, Ceryx Medical, Biosense Webster, Inc., Hello Alfred, Abbott Medical Membership on Advisory Committees: Pacemate, Medtronic PLC, Boston Scientific, CathRx, Abbott Medical Contributor Disclosure(s): T. Yamaguchi: Honoraria/Speaking/Consulting: Abbott Japan, Biotronik, Boston Scientific, Abbott Medical, Japan Medtronic, Inc., Daiichi Sankyo, Novartis, Japan Lifeline, Nihon Kohden, Bayer Healthcare Pharmaceuticals Japan, Boehringer Ingelheim L. Segan: Nothing to disclose.
In this episode of the Global Medical Device Podcast, Etienne Nichols and regulatory expert Mike Drues take a critical look at the FDA's Manufacturer and User Facility Device Experience (MAUDE) database. While intended to serve as a vital tool for post-market surveillance, the MAUDE database is fraught with issues—from late reporting and missing data to unclear mission alignment. Mike challenges MedTech professionals to rethink how we engage with the system, exposing how widespread underreporting and data hygiene problems not only weaken safety efforts but also increase legal risk. This eye-opening discussion reveals where the breakdowns are occurring, who's responsible, and what industry and regulators can do to fix it.Key Timestamps[02:30] What is the MAUDE database, and why does it matter?[06:10] The critical difference between reportable and non-reportable adverse events[11:20] Limitations of MAUDE: Why FDA warns against using it for rate comparisons[17:45] Underreporting, late submissions, and missing data: The disturbing stats[25:00] High-profile companies dominating late reporting violations[32:10] Legal consequences: What expert witnesses look for in MAUDE data[38:50] Is it poor systems or lack of regulatory understanding causing failures?[46:00] Recommendations for manufacturers: What responsible reporting looks like[53:20] How FDA could modernize the MAUDE database to better serve patients[1:01:30] Carrots or sticks: Creating incentives vs. penalties for compliance[1:09:00] Final thoughts: The true mission of MAUDE and how to fulfill itStandout Quotes"A report in the MAUDE database is just a historical record. It doesn't say why it happened or who's at fault—just that it happened."— Mike DruesThis quote underscores the limited utility of MAUDE reports and why interpretation requires caution."If you're not a medical device professional without your tools, then you're not really a medical device professional."— Etienne NicholsA poignant reminder that compliance and quality are human-led, not software-enabled by default.Top TakeawaysLate Reporting is Widespread and RiskyNearly 30% of MAUDE reports are filed late, with 10% submitted more than six months past due. This creates legal exposure and potential patient harm.MAUDE Is Misused—Despite FDA WarningsManufacturers commonly use MAUDE for competitive analysis or trend detection, even though the FDA explicitly warns against it.Three Companies Account for Over Half of Late ReportsLarge, well-resourced companies like Medtronic and Becton Dickinson are responsible for a disproportionate share of noncompliance.Electronic Tools Help, but Culture Matters MoreSoftware can support MDR timelines, but organizations still need internal processes and urgency to act responsibly.FDA and Industry Both Need to EvolveSuggestions include AI-driven cross-referencing, tiered reporting urgency, and incentive-based compliance recognition.ReferencesFDA MAUDE Database21 CFR 803.16 – MDR Reporting RequirementsEtienne Nichols on LinkedInMedTech 101: What Is MAUDE and Why Should You Care?Think of the MAUDE database as a public logbook of adverse events involving medical
Prashanthan Sanders, MBBS, PhD, FHRS, University of Adelaide is joined by Jenish Shroff, MBBS, MD, Australian National University, and Pugazhendhi Vijayaraman, MD, FHRS, Geisinger Heart Institute, to discuss this first-in-human feasibility study evaluated a novel helix-based leadless pacemaker (LPCSP) designed to achieve left bundle branch area pacing (LBBAP), a capability current LPs lack. The device was temporarily implanted via the internal jugular vein into the interventricular septum in 14 patients, with successful implantation in 10. Electrical performance metrics, including pacing threshold, R-wave amplitude, and impedance, were within acceptable clinical ranges. LBBAP capture was achieved in 5 patients, with no serious device-related adverse events in 85.7% of cases. The study supports the acute safety and feasibility of LPCSP for conduction system pacing. https://www.hrsonline.org/education/TheLead https://www.heartrhythmjournal.com/article/S1547-5271(25)02378-1/fulltext Host Disclosure(s): P. Sanders: Honoraria/Speaking/Consulting: Boston Scientific, Abbott Medical, Research: Boston Scientific, Abbott, Medtronic, Becton Dickinson, CathRx, Pacemate, Kalyan Technologies, Ceryx Medical, Biosense Webster, Inc., Hello Alfred, Abbott Medical Membership on Advisory Committees: Pacemate, Medtronic PLC, Boston Scientific, CathRx, Abbott Medical Contributor Disclosure(s): P. Vijayaraman: Honoraria/Speaking/Consulting: Biotronik, Boston Scientific, Abbott Medical, Medtronic, Inc. Research (Contracted Grants for PIs and Named Investigators only): Medtronic Fellowship Support: Medtronic J. Shroff: Nothing to disclose.
In this episode, Scott Becker discusses sharp market declines for Coca-Cola, Eli Lilly, and Becton Dickinson.
In this episode, Scott Becker discusses sharp market declines for Coca-Cola, Eli Lilly, and Becton Dickinson.
Join host Prashanthan Sanders, MBBS, PhD, FHRS, and episode guests Jason G. Andrade, MD, FHRS, and Melanie Gunawardene, MD, as they discuss Pulsed Field or Cryoballoon Ablation for Paroxysmal Atrial Fibrillation. This discussion was recorded in person at EHRA 2025 in Vienna, Austria. The article under discussion was presented at EHRA 2025 and simultaneously published in the New England Journal of Medicine. https://www.hrsonline.org/education/TheLead https://www.nejm.org/doi/full/10.1056/NEJMoa2502280 Host Disclosure(s): P. Sanders: Honoraria/Speaking/Consulting: Boston Scientific, Abbott Medical Research: Boston Scientific, Abbott, Medtronic, Becton Dickinson, CathRx, Pacemate, Kalyan Technologies, Ceryx Medical, Biosense Webster, Inc., Hello Alfred, Abbott Medical; Membership on Advisory Committees: Pacemate, Medtronic PLC, Boston Scientific, CathRx, Abbott Medical Contributor Disclosure(s): M. Gunawrdene: Honoraria/Speaking/Consulting: Farapulse, Abbott Medical, Boston Scientific, Medtronic, Biotronik, Luma Vision, Bristol Myers Squibb J. Andrade: Honoraria/Speaking/Consulting: Boston Scientific, Medtronic, Inc., Biosense Webster, Inc.
This week, Ivy Slater, host of Her Success Story, chats with her guest, Anna Villa-Bager. The two talk about the origins of Marble Jam's distinctive name, the strategic steps Anna took to build a robust nonprofit, and the comprehensive programs that Marble Jam offers, including various creative arts therapies and digital arts. In this episode, we discuss: How the idea began with the creation of a children's television show named "Marble Jam," which was creatively inspired by character initials and led to a broader mission after personal experiences. Marble Jam's development and expansion from one signature program to a large facility with numerous creative arts programs and therapies. The power of building relationships played a crucial role in starting and growing the nonprofit organization. Stories of growth and development in participants through Marble Jam's programs, focusing on children and adults with special needs. Resilience, flexibility, and the importance of surrounding oneself with knowledgeable individuals to make a difference in the community. The importance of purpose in nonprofit work and how it sustains and motivates staff and leadership within Marble Jam. Anna Villa-Bager, Founder /President of Marble Jam Anna's experience in the entertainment industry spans over twenty years in all aspects of entertainment, including corporate show production, from initial concept to completion, music and book development, costuming, casting, and choreography. In the large corporate arena, Anna co-developed and produced national and regional industrial shows for many companies, including Johnson & Johnson, Cooper Vision, and Becton Dickinson. She was a spokesperson and performer with Adidas USA for International Super Shows worldwide. Her portfolio includes an extensive theatrical performance career. As an original cast member of Jerome Robbins Broadway, Anna performed and assisted Mr. Robbins in reconstructing dance pieces from notation and old film archives. Other performance credits include Broadway, International and National Tours, Regional and Children's Theatre, film and television. With a foundation in dance and psychology, her tenure at MarbleJam has been dedicated to enriching lives through the arts. Leveraging her social networking, music, and theatre expertise, she fosters an environment where creativity meets advocacy, empowering children and adults alike. With a focus on strategic growth and community engagement at the organization's helm, she ensures the mission resonates and impacts widely. The journey from an international and Broadway dancing career to the founder of a nonprofit organization illustrates a trajectory shaped by a commitment to artistic expression and social contribution. Her team's achievements, such as establishing specialized programs and securing vital resources, reflect a shared vision of accessibility and joy in the arts. This path reflects not just a career but her profound personal calling inspired by her family and the transformative power of art. Anna graduated from the State University of New York at Brockport with a BS in dance with a focus on psychology. She is certified in nonprofit executive management and development and is a certified career planning counselor. Anna maintains all union affiliations with SAG-AFTRA and Actors Equity Association. Website: https://marblejam.org/ Social Media Links: Anna Villa-Bager Links: LinkedIn: https://www.linkedin.com/in/anna-villa-bager-cne-cde-2369829/ Facebook: https://www.facebook.com/anna.villabager Instagram: https://www.instagram.com/avbager/?hl=en MarbleJam Links: Facebook: https://www.facebook.com/marblejamkids Instagram: https://www.instagram.com/marblejamkids/# YouTube: https://www.youtube.com/channel/UCn94l-kYie7OkvRCCxuwRUg Email: info@marblejam.org
Join host and Digital Education Chair Prashanthan Sanders, MBBS, PhD, FHRS, as he discusses this article from Nature with guests Anand N Ganesan, MBBS, PhD, and Tina Baykaner, MD, MPH. This trial was also presented as a late-breaking clinical trial at Heart Rhythm 2024. https://www.hrsonline.org/education/TheLead https://www.nature.com/articles/s41591-025-03517-w Host Disclosure(s): P. Sanders: Honoraria/Speaking/Consulting: Boston Scientific, Abbott Medical Research: Boston Scientific, Abbott, Medtronic, Becton Dickinson, CathRx, Pacemate, Kalyan Technologies, Ceryx Medical, Biosense Webster, Inc., Hello Alfred, Abbott Medical; Membership on Advisory Committees: Pacemate, Medtronic PLC, Boston Scientific, CathRx, Abbott Medical Contributor Disclosure(s): A. Ganesan: Honoraria/Speaking/Consulting: Biosense Webster, Inc. T. Baykaner: Honoraria/Speaking/Consulting: Medtronic, Pacemate, Volta Medical, iRhythm Technologies; Research: NIH This episode is worth 0.25 ACE credits. If you want credit for listening to this episode, please visit the episode page on HRS365: https://www.heartrhythm365.org/URL/TheLeadEpisode99
US equities saw S&P 500 going down 0.33% and Nasdaq with modest gains as worries about 20% universal tariffs and stagflation concerns surrounding the ISM manufacturing print remained overhangs. Treasury yields were flat overnight, gold higher and crude lower. The dollar index was flat, Bitcoin futures were up 3.4%. The overall performance of Asian Equity market was directionless, with no major benchmark moving higher or lower by more than 0.5%, European equity markets opened lower, following broad strength on Tuesday. Companies mentioned: JNJ, Boeing, Andreesen Horowitz, Becton Dickinson, Qualcomm
S&P futures are pointing to a slightly lower open, down (0.27%), as markets remain cautious ahead of a key tariff announcement from the White House. Markets are bracing for President Trump's announcement of reciprocal tariffs, expected Wednesday 3 PM. Speculation surrounds whether tariffs will apply broadly or be targeted by country or sector. Additionally, the U.S.-China Phase One trade deal is under review, with potential outcomes including new tariffs, export controls, or revoking China's special trade status. European equity markets are advancing in early trades, while Asian equities mostly ended higher, recovering some of Monday's losses.Companies Mentioned: Chevron, Becton Dickinson, Johnson & Johnson, OpenAI
SymPhysis Medical, the Galway MedTech company seeking to address the distressing condition of fluid in the chest in cancer patients, has announced a significantly strengthened senior team and plans for rapid growth as it prepares for its device's US launch. With clearance from the US Food and Drug Administration (FDA) targeted by 2026, SymPhysis Medical aims to launch its device within the next 18 months and to reach €40M in revenue by 2030. Founded by CEO Tim Jones and Chief Scientific Officer, Dr Michelle Tierney, SymPhysis Medical has developed a device, releazeTM, which can be used by cancer patients who are receiving palliative care to relieve the symptoms of fluid in the chest. These symptoms include shortness of breath, discomfort and pain. The condition, experienced by approximately 50% of late-stage cancer patients, limits movements and activities, while necessitating regular medical appointments at a time when many wish to be at home and spending time with loved ones. The company founders expect their device's launch in the US to mark a transformation in the care, and quality of care, of these patients. In the most recent funding round, SymPhysis Medical has raised €2.8M and expects to close a further €3.7M from a combination of current and new investors by April 2025. Investors have been impressed by SymPhysis Medical's ambitious growth plans and focus on a market, worth €860M in the US and Europe alone, which has lacked innovation over the last 25 years. The company was endorsed by the European Innovation Council (EIC) in February 2025, receiving the Seal of Excellence, which highlights the value and impact of the innovation. SymPhysis Medical expects to represent 20% of the US market by 2030 and 10% of the European market in the same period. This will mean that 35,000 patients could be benefiting from releazeTM by 2030. Driving SymPhysis Medical's post-launch growth and momentum will be an enhanced senior team whose track record covers some of the world's largest MedTech and life sciences companies. Their expertise includes sales and distribution of medical devices, business strategy and regulatory affairs. Joe Villanova, VP Sales and Marketing, will drive SymPhysis Medical's penetration of the US market. He has more than 35 years of experience in commercialising medical devices, with 15 years of experience in those addressing fluid in the chest. He has held leadership roles in multinationals including Baxter Healthcare and Becton Dickinson. Meanwhile, Niamh St John Lynch, Director of Quality Assurance and Regulatory Affairs, has 30 years of international experience in the pharmaceutical and medical device industries. Her knowledge of medical device regulations, FDA clearance and risk management, through previous work with Johnson & Johnson and Boston Scientific, among others, will help to drive global regulatory approval and adoption of releazeTM. The team will also benefit from a strengthened board of directors. David Uffer has almost 35 years of experience in the life sciences industry. His experience has seen him lead business development for multinationals including Boston Scientific, Abbott and Medtronic. With extensive experience in the commercialisation and launch of early stage medical device companies, he will be pivotal to SymPhysis Medical's launch and success in the US. Meanwhile, Gerard Ryan is a serial entrepreneur and experienced investor. Gerard founded Longboat Clinical (sold to Advarra in 2020 in a multimillion Euro deal) and Firecrest (sold in 2011 to ICON plc for €50M). One of SymPhysis Medical's first investors, Ryan will help to drive SymPhysis Medical's strategic direction. Tim Jones, CEO, SymPhysis Medical, said: "This is an exciting time for our company. For six years, we have been laser-focused on our mission to help late-stage cancer patients - and, indirectly, their loved ones - to ease a very distressing condition at an extremely difficult time for them. I am immensely proud of our...
This podcast dives into the innovative PGY2 Medication-Use Safety and Policy (MUSP) residency programs at City of Hope. These groundbreaking programs, developed in collaboration with Chapman University and Becton Dickinson, offer residents unique opportunities in academia and medical technology, providing comprehensive training that redefines advanced pharmacy education. Join us as we explore how these residencies are shaping the future of medication safety, hear firsthand experiences from current residents, and discuss the impact of blending academic and industry expertise. The information presented during the podcast reflects solely the opinions of the presenter. The information and materials are not, and are not intended as, a comprehensive source of drug information on this topic. The contents of the podcast have not been reviewed by ASHP, and should neither be interpreted as the official policies of ASHP, nor an endorsement of any product(s), nor should they be considered as a substitute for the professional judgment of the pharmacist or physician.
Thursday January 9, 2025 Becton Dickinson to Pay $175 Million to Settle SEC Charges
“If the average person just more consistently did what they already know they'd be healthier, happier, and be making more money.” – Brian Moran Brian Moran the New York Times bestselling author of “The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months” is going to share how to get more done in less time. He will take us into this execution system he developed while also sharing easy to implement time management strategies. He also connects the dots back to why it is important to create our life vision so we can structure our time and goals around that vision. You will learn tactical steps that you can use today to move closer to the life you desire. Loved this conversation so much! Please be sure to share it with your friends who would benefit from this information. Also be sure to subscribe on Apple Podcasts so you don't miss an episode. Resources Mentioned: JOIN THE NEWSLETTER + Receive A List of 52-Selfcare Tips CONNECT WITH MICHELE ON IG Buy Michele's Book, Design a Life You Love Brian's Book: The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months Brian's website – https://12weekyear.com/ – Thank you for listening to the show! WHAT YOU'LL LEARN: Why the 12 week year is an execution system and how that helps you get more done in less time. It's not enough to know. You have to execute. Knowledge is only powerful if you act on it. Get out of the annual environment. With this program, you are going to stop after 12 weeks and that is your year. Measure your success or failure and measure the progress and then go again. It's a fluid process. You can use this professionally or personally. You can do anything for 12 weeks and then decide is that somethingI want to do again. Your vision is you're why. Your goals NEED to align with the vision. At the goal level, know the difference between goals and tactics and outcomes and actions. The actions we have control over. Goals are outcomes. Make sure at the goal level that is measurable – it's an outcome. Determine what are the most important actions. Most plans are conceptual not tactical. You need to spell out the specific actions and focus on “less is more”. Stay connected to your vision by putting the longer term vision in front of you – laminate a card you can look at every day. Create visual reminders. The difference between a habit and routine is key. Ex, going to the gym is a routine not a habit and routines are what drive success. How you begin and end your day needs a routine. The key is to start off positive. End your day with gratitude. How to manage time. Time blocking – 3 core blocks: A. Strategic Block -3 hours blocked during the week. No interruptions – working on the business not in the business. THIS CAN CHANGE YOUR LIFE. B. Buffer Blocks – these are designed to deal with the emails/low level stuff. Ex, I return calls between 4-5pm. Don't check your emails when they come in. Block time in to address it. C. Break out blocks – schedule time away from work to do something just for you to recharge. The Four Disciplines of the 12 Week Year Vision – You have to know what you want. Planning – You have to ask – “What matters most?” Execution – Then ask, “Am I doing it?” Measurement – “Is it producing?” Guest Bio: Brian Moran, President and Founder of The 12 Week Year, has thirty plus years of expertise as a corporate executive, entrepreneur, consultant and coach. Brian is a recognized expert in the field of leadership and execution. His realization that most people don't lack ideas, but struggle with effective implementation led him to the development of ‘The 12 Week Year'. His client list includes industry leaders like Allstate, Aon, Becton Dickinson, Dunkin' Brands, Keller Williams, Mass Mutual, Medtronic, Merrill Lynch, Meritage Homes, Nationwide, New York Life, Papa Johns Pizza, Prudential State Farm and Taylor Made just to name a few.
Peter Dickstein is a 35-year business leader (Founder, CEO, CFO, and strategy advisor). He is Founder of ShadyPower Technologies, developer of a proprietary, patent-pending IOT technology platform for climate-sustainable, enhanced comfort outdoor work and living. He is Co-Founder of TAPS, a machine-learning consultancy focused on sales lead optimization and churn prevention. He is Chairman (Emeritus) and Co-Founder of Solful (www.solful.com), a California-based branded destination cannabis dispensary company and a guest lecturer at universities including the Haas School of Business at UC Berkeley. He has served in CEO, Chairman, and other C-Suite roles for IOT, SAAS, cleantech, and travel insurance companies. In 1999 Peter founded and served as CEO of eProsper, Inc. (ultimately acquired by Morgan Stanley in 2018 for $900MM) whose patented, SAAS capitalization management system (“CapMx”) became the industry gold standard in the early 2000s and is used today by more than 6,000 venture-funded companies and their corporate law firms. Peter served as CFO for several medical device and technology companies including TruMed Systems, Inc., EndoTex Interventional Systems (acquired by Boston Scientific) and Atrionix (acquired by Johnson & Johnson). He was an EIR at Los Alamos National Laboratory where he identified and helped commercialize technology including Acoustic Cytometry Systems (acquired by Thermo Fisher Scientific) and architected the Los Alamos Venture Acceleration Fund. In the early 90s Peter negotiated a $500MM vendor financing facility for Pyxis Corporation (ultimately acquired by Becton Dickinson for $12BB) with GE Capital that rapidly accelerated Pyxis' market penetration and provided non-dilutive growth capital in lieu of equity. In addition to his general management roles, Peter has initiated, organized, negotiated, and completed numerous equity, debt, and M&A transactions with angel, institutional and strategic investors, and lenders. He has managed functional areas including product development and engineering, sales, service, finance and administration, and external relationships with investors, contract manufacturers, investment bankers, banks, attorneys, and auditors. Peter has served on the boards of Friends of the Urban Forest, the San Francisco Day School, and multiple companies. He is a dual citizen of the United States and Germany. He holds a B.A. from the University of Pennsylvania and a M.B.A. from The Wharton School.
APAC stocks held a mostly positive bias as the dust settled from the US election, participants also digested Chinese trade data.European equity futures are indicative of a firmer cash open with the Euro Stoxx 50 future +0.3% after the cash market closed lower by 1.4% on Wednesday.DXY has pulled back onto a 104 handle with antipodeans leading the fight back vs. the USD, USD/JPY sits on a 154 handle.German Chancellor Scholz dismissed Finance Minister Lindner and will call for a confidence vote on January 15th which could allow elections by the end of March.Looking ahead, highlights include German Industrial Output, EZ Retail Sales, US Initial Jobless Claims, Wholesale Inventory, Riksbank, Norges Bank, BoE & Fed Policy Announcements, ECB's Lane, Schnabel, Elderson, BoE Governor Bailey & Fed Chair Powell, Supply from Spain & France.Earnings from Hochtief, Munich Re, Heidelberg Materials, Rheinmetall, Delivery Hero, Daimler Truck, Lanxess, Euronext, Engie, SES, Veolia Environment, Legrand, Zealand Pharma, GN Store Nord, Banca Monte dei Paschi di Siena, Azimut Holding, Leonardo, Nexi, Cellnex, Grifols, Telefonica, BT Group, Hiscox, Taylor Wimpey, National Grid, J Sainsbury, ITV, Hikma Pharmaceuticals, ArcelorMittal, PG&E Corp, Duke Energy Corp, Becton Dickinson and Co, Air Products and Chemicals Inc, Airbnb Inc, Ralph Lauren Corp, Moderna Inc & Warner Bros Discovery Inc.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk
European bourses are modestly firmer across the board, with US futures also slightly higher, but ultimately taking a breather following the significant strength in the prior session.Dollar is giving back recent gains, Antipodeans outperform attempting to claw back post-election losses amid resilience in China.USTs are a touch firmer awaiting today's FOMC meeting, Bunds are the clear underperformer after the German coalition collapses.Crude is modestly weaker, paring back some of gains seen in the prior session; XAU benefits from the softer Dollar and base metals gain amid positive price action in China overnight.Looking ahead, US Initial Jobless Claims, Wholesale Inventory, BoE & Fed Policy Announcement, ECB's Lane, Schnabel, Elderson, BoE Governor Bailey & Fed Chair Powell.Earnings from PG&E Corp, Duke Energy Corp, Becton Dickinson and Co, Air Products and Chemicals Inc, Arista Networks Inc, TransDigm Group Inc, EOG Resources Inc, Motorola Solutions Inc, Airbnb Inc, Fortinet Inc, Trade Desk Inc, Ralph Lauren Corp, Moderna Inc & Warner Bros Discovery Inc.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk
Join us for another episode of The Lead! https://www.hrsonline.org/education/TheLead https://jamanetwork.com/journals/jama/article-abstract/2823283 Host Disclosure(s): J. Chyou: Honoraria/Speaking/Consulting: American Heart Association, McGraw Hill, Medtronic, Research: American Heart Association, Membership on Advisory Committees: American Heart Association Contributor Disclosure(s): C. Cheung: Nothing to disclose. P. Sanders: Membership on Advisory Committees: Boston Scientific, Medtronic PLC, Pacemate, CathRx, Research: Abbott, Becton Dickinson, Boston Scientific, CathRx, Medtronic, Pacemate.
In der heutigen Folge von „Alles auf Aktien“ sprechen die Finanzjournalisten Daniel Eckert und Holger Zschäpitz über Freitag, den 13., die überraschende Biontech-Rallye und einen Party-Pooper des KI-Booms. Außerdem geht es um Adobe, Infineon, Commerzbank, Aixtron, SAP, Ørsted, Nordex, Siemens Energy, Nvidia, Oracle, Moderna, Biontech, Trump Media & Technology, Allianz, Xetra Gold (WKN: A0S9GB), Euwax Gold II (WKN: EWG2LD), Deere & Co., AbbVie, Argenx, Daiichi Sankyo, Merck KGaA, Eli Lilly, Novo Nordisk, Iqvia Holdings, Samsung Biologics, Becton Dickinson, Boston Scientific, ThermoFisher, Lululemon, Essilor Luxottica Wir freuen uns an Feedback über aaa@welt.de. Ab sofort gibt es noch mehr "Alles auf Aktien" bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter.[ Hier bei WELT.](https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html.) Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/alles_auf_aktien) Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html
Join moderator Melissa Middeldorp as she discusses the NEJM article Asundexian versus Apixaban in Patients with Atrial Fibrillation with Christopher C Cheung, MD, MPH and Prashanthan Sanders, MBBS, PhD, FHRS at HRS2024 in Atalnta. This episode is brought to you live from the HRSTV Studio and comes with bonus video footage. https://www.hrsonline.org/education/TheLead https://www.nejm.org/doi/full/10.1056/NEJMoa2407105 Host Disclosure(s): M. Middeldorp: Nothing to disclose. Contributor Disclosure(s): C. Cheung: Nothing to disclose. P. Sanders: Membership on Advisory Committees: Boston Scientific, Medtronic PLC, Pacemate, CathRx, Research: Abbott, Becton Dickinson, Boston Scientific, CathRx, Medtronic, Pacemate.
Capital Market Series - 013 - Bone Biologics NASDAQ: BBLG Website: https://www.bonebiologics.com/ In this episode of Capital Market Series, we bring you a NASDAQ story focused on improving the living conditions of degenerative bone problems that arise with age and/or abuse of body. With us is the President and CEO of BoneBiologics to discuss the novel research in providing a less invasive and efficient mechanisms to produce equal or better results that are currently on the market. With trials moving into the human phase in Australia, BoneBiologics is moving in the right direction for FDA approval. Jeff Frelick - Chief Executive Officer | President Jeffrey Frelick assumed the CEO and President role in June 2019. Previously he served as the Chief Operating Officer of Bone Biologics Inc. since August 2015. Frelick brings more than 25 years of med-tech experience to the position. He spent the past 15 years on Wall Street as a sell-side analyst following the med-tech industry at investment banks such as Canaccord Genuity, ThinkEquity and Lazard. Prior to becoming an equity research analyst, Frelick worked at Boston Biomedical Consultants where he provided strategic planning assistance, market research data and due diligence for diagnostics companies. He previously held sales and sales management positions at Becton Dickinson's Primary Care Diagnostic Division after gaining technical experience as a laboratory technologist with Clinical Pathology Facility. Frelick earned a B.S. in Biology from the University of Pittsburgh and an M.B.A. from Suffolk University's Sawyer Business School. Bone Biologics is a publicly traded company based in Burlington, MA and is focused on developing and marketing orthobiologic products. Our proprietary platform technology is NELL-1, a recombinant human protein growth factor that is essential for normal bone development. Currently preparing for pilot clinical trial: - Clearance to move into human studies in Australia - Potential commercialization into $3 billion dollar orthobiologics market pending - Successful completion of pivotal human studies in U.S Website: https://www.bonebiologics.com/ https://www.newgenmindset.com/ Instagram: @newgenmindsetpod X: @newgen_mindset Disclaimer: None of the information provided in this episode should be considered investment advice and should only be viewed for informational purposes. NewGenMindset is not a broker or a licensed provider of financial services. Any claims made in this episode to any listener should not be regarded as offering personalized legal or investment counseling. Any investments made in any companies should be consulted with a licensed financial professional from here on. #health #research #medicaltechnology #surgery #bones #medical #research #investment #stocks #stockmarket #stockmarketnews #usa #market
Plus: Jury selection begins in Hunter Biden's criminal trial. Medical technology company Becton Dickinson agreed to acquire a unit of Edwards Lifesciences for $4.2 billion. J.R. Whalen reports. Sign up for the WSJ's free What's News newsletter. Learn more about your ad choices. Visit megaphone.fm/adchoices
For medical writing assistance, please visit nascentmc.com learnAMAstyle.com for the AI in Medical Writing and Editing: Blueprint for Success in a Changing World course to assist with implementing AI in medical writing. • Imdelltra for EC-SCLC: The FDA granted accelerated approval for tarlatamab-dlle (Imdelltra) for adults with extensive-stage small cell lung cancer (ES-SCLC) who progressed after platinum-based chemotherapy. Small cell lung cancer, accounting for 10-15% of all lung cancers, is aggressive with a median survival of 12 months post-therapy. Imdelltra, a first-in-class BiTE therapy targeting DLL3, showed a 40% objective response rate and a median overall survival of 14.3 months in the phase 2 DeLLphi-301 trial. • Breyanzi for R/R LL: The FDA granted accelerated approval for lisocabtagene maraleucel (Breyanzi) for adults with relapsed or refractory follicular lymphoma after two or more systemic therapies. This CAR T-cell therapy, already approved for other B-cell malignancies, genetically modifies T cells to target tumor antigens. In the TRANSCEND FL trial, Breyanzi achieved a 95.7% overall response rate in 94 patients, with the median response duration not reached after 16.8 months. • SNB-101 for SCLC: The FDA granted fast-track designation to SNB-101 for small cell lung cancer (SCLC). SNB-101, a polymer nanoparticle formulation of the antineoplastic agent SN-38, enhances lung-specific delivery and efficacy. Early data indicates improved tolerability and efficacy, with global phase 2 trials planned for various solid tumors including colon and gastric cancers, led by SN BioScience. • Upstaza for AADC Deficiency: The FDA accepted the Biologics License Application for eladocagene exuparvovec (Upstaza), a gene therapy for aromatic L–amino acid decarboxylase (AADC) deficiency, with a Priority Review and a target date of November 13, 2024. Upstaza delivers the human DDC gene to the putamen, increasing AADC enzyme levels to restore dopamine production, showing significant neurological improvements in clinical trials. Approval was granted to PTC Therapeutics, Inc. • Altuviiio for Hemophilia A Label Update: The FDA approved an updated label for Altuviiio (antihemophilic factor, recombinant), including phase 3 XTEND-Kids trial results. This high-sustained factor VIII replacement therapy, initially approved in 2023, offers prolonged bleed protection for pediatric patients under 12 years with hemophilia A. The updated label confirms Altuviiio's safety and effectiveness for both routine and on-demand treatment. • Self-Collected Sample for Cervical Cancer Screening: The FDA approved the BD Onclarity™ HPV Assay for self-collected vaginal specimens for HPV testing when traditional cervical samples are not available. This assay, identifying six HPV strains, enhances screening access, especially for underserved populations with higher cervical cancer rates. Approval was granted to Becton Dickinson. • Clinolipid Parenteral Nutrition: The FDA approved Clinolipid (Lipid Injectable Emulsion) for pediatric patients, including preterm and term neonates. Clinolipid, a mixed oil lipid emulsion providing essential fatty acids and calories, has been available for adults since 2019 and is now approved for all ages. Approval was granted to Baxter International Inc.
Entrevista a Leticia Navarro, responsable de la planta de Becton Dickinson en Fraga: la multinacional ya fabrica 6.000 millones de jeringuillas al año y la nueva planta de Zaragoza avanza en su construcción
An estimated 40% of expenditure in the supply chain goes to waste. CEO Luka Yancopoulos explains to Jim Cagliostro how Grapevine Technology aims to put the power back into the hands of hospitals. Episode Introduction Luka explains how Grapevine can help hospitals save up to 80% on a single line item, how even small healthcare businesses spend six figure sums on the supply chain each year, and how to frame the reality of years of overspending to his clients. He also reveals three key ways that hospitals can lower the expense of their vendor management. Show Topics The power of building networks Supplies are a huge expense in healthcare Up to 80% of spend may be waste Connecting the source of supply to the end user Framing harsh truths on expenditure Seeing value every step of the way Leadership tip: deliver solutions to real problems 03:12 The power of building networks Luka said Grapevine can help its clients to save 70-80% on a single line item. ‘'So Grapevine is working to make it very easy to basically manage your existing network. We've got healthcare businesses. They usually come to us, and they've worked with a handful of suppliers over the years. They think of each of these suppliers as their supplier for blank, fill in the blank, and Grapevine rewrites that. We think they're all your suppliers, they're all your network. Every time you add an item to cart from one of them, let's make sure it's the best price and that your other suppliers that you already trust and know don't have the same exact product at a cheaper price. Oftentimes, they do. We've basically redirected spend from one major distributor to another major distributor, saving the customer or the healthcare business 70%-80% on a single line item. The thing like a Becton Dickinson or a BD catheter or infusion pump or something they buy, and they have a bad habit of buying it from the wrong guy. So we basically let them link all their suppliers with the click of a button to a single screen, read in their current offerings, and tell them where to redirect their spend, acting as a traffic cop if needed.'' 05:14 Supplies are a huge expense in healthcare Luka explained that even small healthcare businesses are spending six figure sums on supplies every year. ‘'Certain medical specialties get hit harder than others. If you're performing surgery, obviously, you're burning through a lot of supplies, you're using anesthesia, you're using all sorts of things that maybe your average urgent care clinic won't need. So we focus on specific specialties that have a high consumption rate of important and expensive technologies, things like oncology, dermatology, surgery, these sorts of things. Even a small healthcare business is spending six, seven figures on medical supplies and pharmaceuticals, like, a customer that comes to mind, a family-owned dermatology practice in upstate New York, and Rochester, New York is spending $200,000 a year pre-Grapevine on medical supplies. So like the instruments and whatnot, they're using sutures and implants and this and that, and then they're spending another million a year on injectables. Things like lidocaine, fillers, and different sorts of things of that realm.'' 08:38 Up to 80% of spend may be waste Luka explained why a single supplier can't offer hospitals the lowest price for every item. ‘'I think that, in some cases, it's as much as 80% of the spend on supply is fruitless and extraneous. As far as what makes up those inefficiencies, there's a number of things. There's a classic idea that I am a strong believer of, that no one person or entity can be the best at everything. So even if you're comparing suppliers of the same business model, these large distributors, we could talk like McKesson, Henry Schein, Medline, the list goes on and on. Every one of those has built supply chains like warehouse fulfillment, shipping teams, customer service, et cetera, tailored around a specific core competency or level of products. So not one of those suppliers is going to be able to offer you the 5,000 SKUs or different item numbers that you need, all of the lowest price. That's naive. The way this world works is helping specialists, people that have specific skill sets, work together to serve a singular end goal.'' 10:24 Connecting the source of supply to the end user Luka said simplifying the supply chain is key to reducing costs. ‘'I understand that when I'm buying it from a reseller, it needed to get in the hands of the reseller. That means it needed to get shipped there. That is a cost. Costs get built on the customer service, the labor. It all gets built into the price that hospitals are paying. By working with these downstream distribution companies that are, in some cases, 200 years old, you're just taking on additional costs. So if we can disintermediate supply chains when possible, connect source to end user as much as possible. You make things overall much more efficient. Then the third and really important major point, just to exemplify the inefficiencies and the lack of belief I have in these major distributors, is, you've got these distributors that people still buy everything they need from. These are the same companies that were selling cocaine pills to pregnant women in the late 1800s and arsenic pills for patient treatment and temperature up until the mid-1900s.'' 13:33 Framing harsh truths on expenditure Luka said understanding the extent of potential cost savings can be a shock to hospital executives. ‘'People are definitely surprised, and honestly, I need to figure out a better way to frame sometimes exposing harsh truths to our customers because we've had people... When you find out that something bad's been going on for a long time and you're the victim of that bad thing, it does not feel good. We've got customers that are hurt by that. They don't blame us, but I wish we could deliver that more as an opportunity to win as opposed to an exposé of historic losses. I think you could do that with the right framing, with the right user interfaces, but it's something that we're not doing the best job of now, just packaging that and making it a digestible change for them. But yeah, people are shocked when they're working with, let's just say, even two distributors. They're working with... We've talked about the names already, so I won't name them here, but one 200-year-old company and they have another 100-year-old company that they've worked with, and when they add to cart for the first time on Grapevine that same IV catheter that they've purchased thousands of times, that they've spent literally millions of dollars on over the last couple of years, that one item number, and they add it to cart and it says, "But wait, you could buy the same exact item from the other supplier that you already trust and know for 70% cheaper." That happens. They feel a level of frustration, and rightfully so.'' 22:47 Seeing value every step of the way Luka said that hospitals need to be able to see the win and the reason when they're stepping out of their comfort zone. ‘'So work with your existing suppliers, and you're going to save a lot of money by having them on one screen and us alerting you, and there's a cheaper alternative. Once you've done that, then, "Hey, why don't we introduce you to this broad network of new suppliers that we know, that we've vetted, that we trust?" And you can connect them and start subbing in not exact matches from your trusted network, but new suppliers or specialists that can add way more value, exponential value, and achieve even more savings. That's why we could deliver this all in month one as a 60%, 70% savings, but it's not palatable. People would rather get month one of halfway there, big win, see their wins and their hard work paying off, and see the value of what they're doing every step of the way. Every time we make them do something outside of their comfort zone, they need to be able to see the win and the reason. If it ties back to financial savings, that's part of it. For the people that actually shop, we're putting things into one screen, and that's a part of it. They don't need to flip between tabs and windows anymore. So showing what we do and showing why it's helpful to them every step along the way to mitigate the pain of adopting a new solution is a big part of our philosophy here.'' 25:19 Leadership tip: deliver real solutions for real problems Luka said solving the biggest problems for your target customers is the way to unlock real value as a business. ‘‘…So I think if you are following the white rabbit of real problems for real people, real struggles, and you constantly and iteratively try to come up with smarter and better solutions to solve those pain points, and once you do look for new problems, the next biggest problem they're facing, and continuously deliver real solutions based on those problems, I think that's the key to financial success as a business, is make yourself important, make yourself valuable, make yourself the solver of the biggest problems for your target customers, and that's the way that you unlock real value as a business and the money, the revenue, the whatever it comes all from that. If you're not important to solving someone's real problem, mending someone's real problems, then you shouldn't play the game of business in the world that we live in.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Luka Yancopoulos on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: How Grapevine is putting the power back in the hands of healthcare providers: ‘'We do that by showing doctors what they should be paying for the supplies that they use on a regular basis. We make it incredibly easy to achieve savings of more than 50% on their healthcare, medical supply, and even drug, pharmaceutical spend.'' Helping healthcare organizations to shop smarter: The hospital that saved 40% in one month: ‘'We've got a public company that uses Grapevine. They have 80 locations. They're in the oncology space. They went from spending $400,000 a month on supplies down to $250,000 in their first month, which was January 2024. So they are down 40% in the first month. There's a lot more work for us to do there. I think we can get them down to close to 80%.'' Recognizing that every hospital has unique needs: ‘'So yes, we need to have standardization. We need to have the best practice, best ways of doing things, but this hospital, this large health system in New York has different needs than a rural hospital out in Kansas or wherever it may be. So meeting those needs is going to look different. So we need to find ways to do that in order to minimize those inefficiencies.'' Putting all of your data into one screen is the first step to reducing waste: ‘'If you're managing 100 different suppliers, and that means you have a person or maybe dozens of people or hundreds of people that log into one screen and then they are pulling up listings that look totally different, and then putting another window up and looking at it on the other screen and then trying to do that across 12, you're hopeless at that point. You need to have all of your options in one place. ‘' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.
Frédérique, a pharmacist with a Ph.D., has extensive experience in the pharmaceutical industry. She began her career with Novartis, gaining expertise in Operations, Quality, and Global Project Management. She later joined Edwards Lifesciences, where she held various leadership roles in Quality, eventually relocating to the US to lead Quality for Surgical and Implantable Therapies. She then moved to Becton Dickinson as Vice President International & Post-Market Quality, overseeing Quality Management globally. Frédérique is also dedicated to promoting women's advancement in leadership roles.Tune in for:Mastering the art of executive presenceTips for virtual executive presenceWhat makes great storytellingWhy practice makes perfectAnd much more!Career inspiration, medtech opportunities, hiring solutions and market insights, all in one place. Find them here.
Join us in 'Fit to Compete, Part 2' where Michael Beer, the renowned expert in corporate strategy, delves into the crucial elements of business innovation and transformation. This episode offers insightful discussions on strategic fitness, the power of honest conversations, and the roles of leadership and culture in driving organizational change. Featuring a case study on Becton Dickinson, Mike highlights the essentiality of aligning strategy with internal communication for corporate success. Perfect for professionals and leaders seeking guidance in the dynamic world of business." Main topics with timestamps: Strategic Fitness Process - [00:00:00] Long-Term Investment Challenges - [00:13:00] Impact of Company Culture and Leadership - [00:30:00] Role of Succession Planning - [00:43:00] Becton Dickinson Case Study - [00:51:00] Transformative Leadership and Values - [00:57:00] Innovation in Corporate Strategy - [01:03:00] Conclusion and Key Takeaways - [01:10:00] Articles mentioned in the episode: The Great Training Robbery Find Mike Beer:
Check out our free downloads at nascentmc.com: Implementing AMA Style – 8 Things to Get Right in Your Next Project Needs Assessments – 7 Essentials for Getting Funded Working With Your Medical Writer – 8 Ways to Get the Most out of Them See the full write ups for today's episode at nascentmc.com/podcast Here are the highlights: 1. Iptacopan (Fabhalta) for PNH: The FDA approved iptacopan (Fabhalta), the first oral monotherapy for adults with paroxysmal nocturnal hemoglobinuria (PNH), a condition characterized by the destruction of red blood cells. This approval, based on the APPLY-PNH and APPOINT-PNH studies, marks a significant advancement over existing infusion-based treatments, with most patients experiencing increased hemoglobin levels without the need for blood transfusions. 2. Casgevy and Lyfgenia for Sickle Cell Disease: The FDA approved two gene therapies, Casgevy and Lyfgenia, for sickle cell disease treatment. Casgevy, using CRISPR/Cas9 technology for a one-time stem cell transplant, showed significant effectiveness in reducing severe vaso-occlusive crises in trials. Lyfgenia, employing lentiviral vector gene addition, demonstrated a high rate of resolution in severe vaso-occlusive events, marking a substantial progression in treating this condition. 3. SGT-003 for Duchenne Muscular Dystrophy: SGT-003, a gene therapy for Duchenne muscular dystrophy (DMD), received FDA fast track designation. Utilizing a novel capsid to deliver microdystrophin, this one-time intravenous therapy aims to address the underlying cause of DMD. It follows the accelerated approval of another gene therapy, Elevidys, also for DMD, highlighting advancements in the treatment of this muscular disorder. 4. New Fingerstick Blood Collection Device: The FDA has cleared a new fingerstick blood collection device, MiniDraw™, by Becton Dickinson. This less invasive method for obtaining blood samples aims to transform diagnostic testing by allowing lab-quality results for common blood tests without the need for traditional venous blood draws, offering a more patient-friendly alternative. See the full write ups for today's episode at nascentmc.com/podcast Intro and outro music Garden Of Love by Pk jazz Collective
Rebecca Whitney is the Spine Global President for ZimVie. The episode explores Rebecca's journey into MedTech, her leadership philosophy centered around trust and mutual respect, and the profound impact of innovative spinal solutions, such as the Tether device for pediatric scoliosis. Rebecca also shares personal insights, including her love for travel and the daily ritual of morning lattes with her husband, emphasizing the importance of finding joy in everyday moments. Guest links: https://www.zimvie.com/en Charity supported: Opportunity International Interested in being a guest on the show or have feedback to share? Email us at podcast@velentium.com. PRODUCTION CREDITS Host: Lindsey Dinneen Editor: Tim Oliphant Producer: Velentium EPISODE TRANSCRIPT Episode 018 - Rebecca Whitney Lindsey Dinneen: Hi, I'm Lindsey with Velentium and I'm talking with MedTech industry leaders on how they change lives for a better world. Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello and welcome to the Leading Difference podcast. I'm your host Lindsey, and I am excited to introduce you to my guest today, Rebecca Whitney. Rebecca is a tenacious and passionate business leader with over 20 years of experience leading both large and small organizations in the MedTech space. As ZimVie Spine Global President, Rebecca leads a team that designs, develops, and commercializes spinal implants to treat patients with spine related disabilities. ZimVie is the market leader in motion preserving solutions for the spine, and Rebecca and her team are passionate about expanding patient access to these innovative technologies. Hello. Welcome to the show, Rebecca. I'm so glad to have you here. Rebecca Whitney: Thank you, Lindsey. I'm really looking forward to this. Lindsey Dinneen: Absolutely. I would love, if you don't mind starting off by telling us just a little bit about yourself and your background and how you got into MedTech. Rebecca Whitney: Sure. So I grew up in a suburb of Salt Lake City, Utah. I'm the oldest of three children and have always been kind of inherently pretty driven. And so what happened is, just because of my age and a bunch of AP credits, I was done with college at the University of Utah at age 20 and realized that was too young for me to jump into the workforce. And so I went straight into grad school to get an MBA. And while I was there, I took a summer internship with BD Medical that turned into a full year opportunity and it was really great. I learned a ton about product management, the medical device industry, and when I was in the final spring of my MBA, they actually offered me a full-time position. And so, I jumped right into it and didn't realize at the time just how fortunate I was to launch this career into medtech. But I've always felt very fortunate to have found a career in an industry that I enjoy so much. It's been love at first sight, and I've never left the medtech space since. So, professionally it's been just a great run. And then personally, I live in Boulder, Colorado with my husband James, and we definitely embrace a work hard, play hard approach. We love the outdoors, we love adventure travel, and are always looking to find ways to optimize our life to the fullest. So, we actually met a guy on a backpacking, hiking trip about three or four years ago in Escalante National Park. And this has always stuck with me because he said to us "Every day, do something that makes you feel more alive." And that resonated with me because we've always tried to live our life that way. And so, it's been really great. So my job is a huge part of who I am. But also I like to have as much fun as possible, as many adventures as possible when I'm not working. Lindsey Dinneen: Yeah. Oh, I love that. Yeah. Feel more alive. That's such a great way of capturing it. I've heard variations on that. One of my favorites is " do something every day that inspires your soul." I love that too, of the feel alive, because there are some days too where you might not be feeling super inspired by whatever your circumstances happened to be at the time, but the "feeling more alive" seems very attainable because you could just go out into nature if that's something you very much enjoy, or maybe you put on some of your favorite music and you just let that absorb. Okay, I'm getting carried away. But I love that. Rebecca Whitney: No, I agree. And to your point, it can be five minutes, it can be, you know, a huge adventure. But I think just that mentality, and it stuck with me, I think about it every day. So anyway, it's just a nice reminder that life is short and take advantage while we can. Lindsey Dinneen: Yeah. So looking back at growing up-- and obviously I love the fact that you dove kind of straight into the medtech world and that sounds like a happy coincidence, so to speak. But looking back, would you have ever anticipated that's a field you might end up in, or was it kind of a surprise? Rebecca Whitney: No, it was totally a surprise, a very happy, lucky one. I have always said my life and my career has followed a series of happy accidents, if you will. And so this was one of those where I was getting my MBA, I actually thought I was going to go into finance and I had interned at Merrill Lynch and so had full intentions of going down the finance path. And when I took this internship in marketing, I realized that, okay, there are a couple things about this that are really clicking for me. One, marketing brought that data and analytical elements together with the commercial and strategic elements that I love. And so I kind of found a sweet spot in product marketing at a very early age. And in the medtech space, I remember the boss that hired me, he said medical devices are recession proof. And while that's not always the case-- especially when it comes to elective surgeries in times of COVID-- for the most part, that's been true. And so, I kind of fell into the industry, but feel so very fortunate that I hopefully am helping to impact patient lives at the other end of all this. So, I never looked back and never, ever even thought about making a switch. Lindsey Dinneen: Yeah. Yeah. So what exactly does your role entail these days? How are you combining some of those interests and your passion for this particular industry? Rebecca Whitney: So what I'm doing now is I lead our global spine organization and we make and manufacture, produce spinal implants. And so we help people with back pain or related pain to any type of back or spinal cord injury. And I love the global responsibility. I can get into that a little later. But international travel has always been a passion of mine, and so being able to work internationally is just fantastic because I think it brings just a whole different perspective to healthcare and patient needs and some of those variable aspects as you work throughout the globe. And I also love leading teams, and so having this cross-functional responsibility to, to set the strategy and then mobilize the various functions and team members to get behind the strategy and execute is just really great. I've been in all different parts of medtech throughout my career. I will say that working in the spine space has been one of the most rewarding, just because you are able to see firsthand that the impact that these products are having on patients' lives and whether it's alleviating pain or getting their lifestyle back. It's just very rewarding when we hear from patients who benefits from the products and the solutions that we've been able to bring to market. Lindsey Dinneen: Yeah, I can only imagine. Are there any particular moments that stand out to you as clearly confirming that this was the right choice of industry for you? I know you're so passionate about the space and the spinal aspect in general. So I'm curious what kind of moments have you had where you thought, oh my word, I know why I'm here. Rebecca Whitney: Yeah, it's a great question and I will tell you that in this particular job, in this industry, there is a product that, that we have brought to market that is unique and it treats pediatric scoliosis. So these kids that are coming in and are needing basically to be addressed because they've got a curve in their back, the traditional standard of care is to put a bunch of rods and screws up and down their back and then fuse their spine into alignment. And while that clinically solves the problem in most instances, we have developed, an innovative way to, to basically provide the same procedure for these patients that are properly indicated. But we do it without fusing their back. And so we have this product called The Tether that we brought to market in 2019. And leading up to 2019, we partnered with thought leading surgeons, the FDA, parent advocates, and a whole slew of others to advocate to bring this technology to market. And when we hear from these kids who have had the surgery and they're back to gymnastics and cheerleading and horseback riding, skiing, snowboarding, when we hear from these kids and their parents, it is such a wonderful endorsement. And, I can't take the credit for the innovation. Those are our very talented engineers and researchers. But to know I've had a small hand and our company has had a hand in helping change the trajectory of these kids' lives, it is truly inspiring. And we bring in patients all the time to speak to our internal team members. And it just really kind of puts the context behind all the hard work, whether it's the engineers or the shipping and operations teams who are making sure the product gets to the right spot, the salespeople who are out selling it. It's just really impactful. So I would say that's probably the clearest example of every time I hear from a patient, it is just another reinforcement that I made the right choice and that there's something really special about this medical device industry when you can see how it helps patients. Lindsey Dinneen: Oh my goodness. Yes. As an adult, I'm sure that kind of an operation or procedure would be just as impactful. But I got a little choked up thinking about a child who has this condition that maybe is inhibiting their dreams of becoming a gymnast or even just as a hobby, but something that they love. And then to have that hope restored again, that's that's, immeasurable. That impact is immeasurable. Rebecca Whitney: You know, it, it really is, and I say this all the time, this is a true passion project for so many of us. And internally we have a team saying, and kind of a mantra, if you will. It's "having the courage to do things that haven't been done before." And we all kind of got behind this starting several years ago to say this is the right thing to do and we're gonna keep advocating to, to get this technology to market because no one's done it before. We were the very first. And to be able to actually see this materialize in the lives of these kids-- yeah, to your point, it's just, it's very inspiring for all of us that have worked on it and we're not gonna stop. We really are very passionate about continuing to develop this space. Lindsey Dinneen: That is wonderful. Well, I know that you are also really passionate about leadership and leading teams. I know that's an aspect of your job that is enjoyable to you. And I wonder if you wouldn't mind sharing a little bit about how you got into that leadership role and a little bit about your philosophy towards leading and managing teams. Rebecca Whitney: Yeah, so I'll start with my philosophy. I think everyone has a slightly different take on what does leadership mean to them, and to me, first of all, I've always felt very humbled and honored to be in a leadership role and I take that responsibility very seriously. As I've worked throughout my career and observed leaders, I have found that the most effective and the most admirable leaders are those that take a true interest in the individual. Because at the end of the day, we're all people, and I personally believe that the basic principles of healthy and strong relationships are the same, whether it's a sibling, a spouse, a friend, a colleague, a boss, or an employee. And so I think that you've got to start with two basic principles. For me, trust and mutual respect. And it's very important to me that I build and establish and maintain trust with the teams I lead, as well as my colleagues and my leaders. And so that's kind of number one. Those are table stakes for me. I think too, I have learned over the years that leadership does not necessarily mean being liked all the time. And early on when I was starting out, that was difficult for me to learn. And it was hard. And I remember it was about six months into my career and at Becton Dickinson, BD Medical, we'd just gone through a pretty major layoff and I was eating lunch in the cafeteria and the division president came and joined my colleague and me, which was intimidating 'cause I was fresh into the role. And he was just making conversation with us and asked how we were feeling about these layoffs that had just happened. And I said to him, "Yeah, I dunno how you do it. I can't imagine having to lay off all these people." And I'll never forget this. He looked at me and he said, "You know, you really can't call yourself a leader until you've hired and fired. You have to be able to make the tough decisions." and as a young 22 year old product manager, I remember sitting there thinking, "Wow. I can't imagine what that must feel like." But he wasn't wrong. And I think what I've learned over the years is, if you can operate with those principles of mutual trust and mutual respect, it builds up that bank account with these individual relationships that you have as a leader. And so when you have to make the tough calls and you have to make the unpopular decisions, hopefully, if you can at least help people understand the "why" behind some of these decisions. I've seen people do this really well and I've seen people do it very poorly. And I am by no means perfect at it, but I'm constantly striving to be as transparent as possible. So that people at least understand the "why." And then finally I would say, leadership is so much about creating the right environment for healthy teamwork. And so for me, I always love it when I start to see my various leaders on a team click and start to build those connection points without me in the middle of it. Because to me, that is an indicator that this team is starting to really work together in a high performing, high trust fashion. And that is the secret sauce behind every team I've ever led is creating that environment, getting the right chemistry between the various team members in the group, and then watching those connection points really take hold. To me that's where the magic happens, and I think that's what makes it all worth it. Lindsey Dinneen: Yeah. Yeah. So you've obviously had a really lovely career so far, and I'm sure will just continue. But you know, one interesting element is it sounds like you had opportunities to lead fairly young into your career, and I'm wondering how you approached perhaps teams that had a diversity in terms of ages. And was that ever intimidating to you if maybe you were coming in as a younger leader than some of your followers? Was that ever a challenge or how did you handle that? Rebecca Whitney: You know, it was, and that absolutely happened. I was probably 26 years old when I started managing people that were older than I was. And the whole team was, it wasn't just one or two. And initially I was extremely intimidated because I felt I had that imposter syndrome, you know, what right do I have? And it did take me a little bit to, to feel comfortable. I think for me, I just told myself, "Look, somebody had confidence in me and somebody put me in this role for a reason. I have to trust myself and I'm going to prove to my team through my actions and earn their trust and show that they're in good hands with me." And luckily I had a team that was very receptive, and I think when they saw how I approached it and what I brought to the table, they were very supportive. But yeah, initially I had to get over my own internal talk track that said, "You know, this doesn't make any sense. Why in the role would somebody take direction from me when I'm 10, 20, 30 years younger than they are?" But it was a great learning opportunity and frankly, it continued for, not so much now 'cause I'm a little further on in my career, but that was the case for at least the first decade of my leadership opportunities and so it was important for me to learn that early on. Lindsey Dinneen: Yeah, absolutely. As a woman leader in a field that isn't predominantly women led usually, what are some of the pros and cons you've seen? What are some of the exciting elements about that? And then what are some of the opportunities for growth as the industry continues to evolve and change over time? Rebecca Whitney: That is a great question, especially in the orthopedic spine world. It's extremely male dominated, at least historically it has been. And just like managing team members that were older than I was, I had to learn very early on that, especially when I started out, I was likely going to be one of, if not the only females in the room. And I had a boss fairly early on that, that gave me some great advice because, by default, I remember-- first of all, I have horrible handwriting. I'm probably the worst scribe you could ever pick out of a group. I've just never, ever had good penmanship and I was constantly being asked to take notes on flip charts. And I was doing it, and my male boss pulled me aside and he said, "You know, we teach people how to treat us." And he said, "I know that you're just being collaborative and helpful, but you've been taking notes for the last six times we've been in a group." He said, "The next time you're asked to take notes, say no." And that seems like a little thing, but I did, and not because I was refusing to take notes, but I just was making sure I was a little more balanced of an approach. That's a silly example. But I think that for me, I had to learn early on that there was nothing wrong with me being one of, or the only woman in a room, just like there was nothing wrong with me being on the younger side of people in the room. And again, there's that imposter syndrome. But I think having confidence in my abilities and recognizing that the more I could be comfortable in my own skin, that was what would enable me to bring probably a different and unique perspective. I was told in my twenties that I should dress in subtle tones and black and gray and navy blue suits. This was from kinda a leadership coach, and I remember thinking about that, and I thought, "I don't want to wear black and gray and navy blue suits." And so I've always tried to keep my own brand and my own authenticity while at the same time recognizing that it is difficult to kind of be the one outlier of a group. I will say that as time has gone on, I'm very pleased that the workforce is starting to better reflect our society. And I think that, that gender diversity certainly is expanding, which is nice. But my advice for anybody out there, regardless of gender or ethnicity or even just diversity of thought, is recognize that we are put into these roles because of what people see in us, our abilities and our potential. And if we stifle that in any way, shape, or form, the company and our teams and our customers are not getting what we have to offer. And I think the more comfortable I got with that, the more effective I've been able to be. Lindsey Dinneen: Oh my goodness. That is excellent advice. Really, thank you for sharing that, that really hit home. I appreciate that perspective that you've had. You've had such an opportunity to really grow in your role and I just love seeing that progression. So yeah, thank you for that advice. That was really good. I'm curious, how do you, these days, continue prioritizing your own learning and growth as a leader? Are there still things that you keep doing in order to sharpen those skills? What does it look like now for you? Rebecca Whitney: Yeah, so I'll start with something that probably is an obvious answer that most people give you. But podcasts are amazing and I'm probably a little late to the party on this because I didn't start listening to podcasts until Covid. But I have found that is a fantastic way-- I mentioned-- I live in Colorado. I will spend Saturdays and Sundays out on very long walks, either around Boulder where I live, or even up in the mountains. And I will just binge listen to podcasts on all different types of topics: leadership, business, life skills, you name it. And they're not all work oriented, but I have found that to be a really good way to just get a sampling of advice, opinion, and learnings from a wide variety of people. So that's one. And I think for me, being able to do that on the weekend, disconnect a little bit and really dig into these podcasts that I compile and save up. It, it's just it's a major reset for me in a very good way. I'm sure I drive my team crazy 'cause I'm constantly sending them these podcasts over the weekend as I listen to them as well as my family. But that's been really great for me. I would say the second major thing is, I love to travel. My husband and I look to enhance our lives any way we can, and I have found that one way that helps me learn is looking for those connection points between my personal life and my professional life. And what I mean by that is I try to be very authentic and consistent. So whether I'm in the workplace or at home with my family or on my own, the more consistent I can be is a healthier place for me, because you're not having to put on one persona versus the next. And so the more I can find those connection points, meaning if I learn something in my personal life, I can apply it into my professional life. And to me, that's where I get a lot of my continuous growth and development. So if it's tackling a big aggressive hike I haven't done before, I find myself, while I'm training for that and doing the hike, I find myself thinking about ways I can push the team at work or push myself. So strangely, as I've continued to grow in these roles and in my personal life, that balance between work and life has blurred, but I think that's been to my benefit, both personally and professionally. So I'm always looking for opportunities to enrich my personal life, because I do think that transfers back into the workforce as well. Lindsey Dinneen: Yeah. So what are you looking forward to next in terms of maybe both personally, professionally, and as your company continues to innovate and develop new things, what are you excited about these days? Rebecca Whitney: So our company, ZimVie, is relatively new. We were spun out from Zimmer Biomed, our former parent company, not even 18 months ago, and it's been really fun to help shape this new identity and this new culture. And talking about this tethering device I mentioned earlier, we have another device that allows us to treat cervical neck issues with a disc replacement which, long story short, means we're able to preserve motion for these adults who are looking to have their pain addressed. And so, what we're trying to do, and we do have a mission: we've got a number of patients that we're trying to treat in 2023 for both this cervical disc replacement device, which we call Mobi-C, as well as this tethering device for pediatric scoliosis patients. And so, what's next for us is continuing to develop these markets and make sure that we bring these amazing solutions to every patient who is indicated to receive it. And so, that's gonna keep us busy for quite some time. I'm sure we have work to do beyond that, but we're just also passionate about it. That's definitely what's next for us, at least professionally, is continuing to carry that forward. And then personally, it's always about the next adventure to, to push ourselves. So, we're actually headed to the Grand Canyon in December, my husband and I are, with my sister and brother and their spouses, and we're going to do a multi-day hike backpacking trip. So really looking forward to that and just looking forward to being outdoors with my favorite people, doing something that challenges us physically and spending a lot of good quality time together as well. Lindsey Dinneen: Oh, that sounds so exciting. Both the company's trajectory and then your upcoming adventure, that all sounds really fun. So I'm sure that will be a lot to look forward to. Rebecca Whitney: It's busy, but that's the way we like it. Lindsey Dinneen: Absolutely. Oh, I would always rather be busy than bored. Well, pivoting just for fun, imagine someone were to offer you a million dollars to teach a masterclass on anything you want. It doesn't have to be in your industry, but it could be. What would you choose to teach and why? Rebecca Whitney: So, I will say that my dream job, if I weren't doing my current dream job has always been to be a travel writer. I would love to travel the world and then write about my experiences. And so if I could do that and then teach a masterclass on it, to me that would just be the most amazing opportunity. I am driven by two things. One is influence or language and ideas. I love to communicate and I love to inspire others by speaking and sharing, whether that's talking or writing. And so to me, to share that know-how and knowledge and passion about travel-- and not just the regular beaten path, but having these adventures that are off the beaten path and the food and the culture and the people and the adventures-- I would love to, to master that and then teach people how to go tackle that so that others can share in that passion and see what the world has to offer. So, that to me just sounds like a dream come true. I would love to do that. Lindsey Dinneen: Yes. Yes. That sounds like an amazing masterclass and yes another dream job for sure. I'm just curious because I completely agree with you that in traveling internationally is such such a gift and it is so important if you can do it in terms of broadening your horizons. But I'm curious, what do you think are the main one or two things that, that you find are the most important elements of traveling abroad? Rebecca Whitney: So I would say the first thing is don't be afraid to say yes. My oldest nephew just graduated from high school and in my letter that I wrote him, as part of his graduation gift, I said, " Bias yourself towards saying yes when you're out on these trips and these adventures." And I think that when you're on an international trip, it can be really easy to just stay in your comfort zone. I'll give you an example. My brother and I were traveling in Africa several years ago and we had a driver pick us up when we landed in, where were we? It was off the coast of Tanzania. And it just happened to be the last day of Ramadan and he invited us back to his home-- we never met this man before-- to break fast after 30 days of Ramadan. And I think if we had been less open to trying new experiences, we both would've said "no way." But we said yes, and we had the most incredible experience that enriched our whole time. It was Zanzibar, that's where we were, and it was just one of the most incredible travel days of our lives. And so I think the first thing is being open to the experiences and biasing yourself towards saying yes, whether it's a dish or a food that looks terrifying to, to try. Or seeking something out that enriches the experience. I think that's one. And then two is staying flexible because travel these days, especially international, it's going to be fraught with setbacks, whether it's a train strike or a ferry schedule. So just being very flexible to kind of roll with it. Because I've seen, myself included, too many instances where some of those glitches can unfortunately ruin the experience. And so, being open to the new experiences and saying yes-- and then staying flexible to just roll with it, and take the trip as it comes, and let it go down whatever path presents itself-- I think are two really important ingredients for maximizing a global travel experience. Lindsey Dinneen: Could not agree more. Yes. Okay. What is one thing you wish to be remembered for after you leave this world? Rebecca Whitney: So this is probably a very cliche answer, but it's really true. I, I've thought about this and I do want to be remembered for the way I make people feel. And I say that because speaking about the job first, I feel like people have a choice. And any job that we take has the day-to-day tasks and requirements. But when I look back on my career, by far the most rewarding and the most challenging elements have involved people. And so I think whether it's a tough situation or a very successful celebratory situation, I want to be remembered for how I made people feel, and hopefully that's a positive thing. And that translates outside of work too: my nephews, for example, and my nieces. I want to be remembered for enriching their lives and giving them new experiences, but I also want them to know that I was there for them and the people that matter most to me. I think it's just very important. It's that old cliche saying, "people won't remember what you said, but they will remember how you made them feel." So, to me, if I'm doing my job right, inside and outside of work, hopefully people's impression after I'm gone is net positive in terms of how I made them feel. Lindsey Dinneen: Yes. And that ties right into your discussion earlier about leadership and having that bank, right? And putting in those credits and and so when things do get a little difficult sometimes you have had a net positive in the end. Rebecca Whitney: Yes. Yeah, that's right. Yes, exactly. Lindsey Dinneen: Yeah. And then final question, what is one thing that makes you smile every time you see or think about it? Rebecca Whitney: So I am a big believer that yes, we all have these milestone events and these big trips and things that come up, but I really look for the little things that bring joy on a daily basis. And when I took this role about two and a half years ago, my husband and I said, "Okay, we, we've got to find a way to stay connected because my days get busy." Even evenings are not that predictable. And so we've started getting up very early, which isn't as awful as I thought it would be. So we're typically up by about 4:30 in the morning. And one of the reasons we do this is because we have this daily ritual now where my husband makes the lattes, he's much better than I am. And we just sit together for about 30 minutes every morning. And if I'm on the road, we do it through FaceTime and it's just this dedicated little moment of time before the day gets crazy and busy where we connect, we have our coffee, we watch the sunrise and we talk. And I look forward to it when I open my eyes in the morning and throughout a busy, stressful day or trip, knowing that we have that daily touchpoint to kind of anchor with both always puts a smile on my face and it just starts the day off on the perfect tone. And I look forward to it all the time and it definitely makes me smile. Lindsey Dinneen: Yeah. Oh my goodness. That sounds like such a lovely time set aside to prioritize your relationship and get that special connection time. And of course a good latte never hurts. Rebecca Whitney: That's right. Lindsey Dinneen: That's amazing. Well, Rebecca, thank you so very much for joining us today. I really appreciate your perspective and your advice, especially for those who might be younger in leadership roles, maybe women who are coming into the medtech world, so thank you for that. And we are honored to be making a donation on your behalf as a thank you for your time today to Opportunity International, which designs, delivers and scales innovative financial solutions that helps families living in extreme poverty, build sustainable livelihoods, and access quality education for their children. So thank you for choosing that as the organization, and we just wish you the most continued success as you work to change lives for a better world. Rebecca Whitney: Thank you so much, Lindsey. I so appreciate the opportunity. Lindsey Dinneen: Yes, my absolute pleasure, and thank you also to our listeners for tuning in. And if you're feeling as inspired as I am right now, I'd love it if you'd share this episode with a friend or two and we will catch you next time. The Leading Difference podcast is brought to you by Velentium. Velentium is a contract design and manufacturing firm specializing in the development, production and post-market support of diagnostic and therapeutic active medical devices, including implantables and wearables for neuromodulation and other class three indications. Velentium's core competencies include electrical design, mechanical design, embedded software, mobile apps, contract manufacturing, embedded cybersecurity, OT cybersecurity, systems engineering, human factors and usability, and automated test systems. Velentium works with clients worldwide from startups seeking seed funding to established Fortune 100 companies. Visit velentium.com to explore your next step in medical device development.
Welcome to another episode of Dividend Talk, where we dissect the latest financial news, share insights, and answer your burning questions about the world of dividend growth investing. In this episode, we delve into the art of identifying warning signs in companies and explore red flags that could save your investments from potential pitfalls. In our News of the Week segment, we discuss the recent profit warning from Diageo and the investor day announcement scheduled for Wednesday. Ahold's reported earnings also take center stage, affecting its share price, which now stands at 26.75 euros. We also share our thoughts on Ahold's earnings and the subsequent sell-off. Next up, we cover the latest dividend hikes, including Becton Dickinson's 4.4% increase ($BDX), Roper Technologies' 10% boost ($ROP), and ADP's impressive 12% rise ($ADP). In our main topic, we dissect the anatomy of a bad company. eDGI shares insights inspired by the Medtronic case, shedding light on red flags like adjusted earnings masking true financial health, declining sales, and poor acquisitions. EMF emphasizes the importance of identifying companies losing their competitive edge and the signs of impending trouble in cash flow and balance sheets. Listener questions are always at the heart of our discussions. This week, we tackle topics ranging from checking Glassdoor ratings for stock management quality to strategies for setting stock orders and even daring to ask tough financial questions to your own company's executive team. We also address specific stock inquiries, including thoughts on Prudential Financial ($PRU), insights on AIRBUS's recent earnings call, and rumors regarding ENAGAS's dividend safety. Tune in as we provide our thoughts on MPC container ships ($MPCC), and the cyclical dividend grower Whirlpool Corporation ($WHR), yielding an impressive 6.36%. That's it for this week's show. Subscribe, share, and stay tuned to Dividend Talk for your weekly dose of dividend growth investment news and insights!
Prashanthan Sanders, MBBS, PhD, FHRS, of University of Adelaide is joined by guests Han S. Lim, MBBS, PhD, FHRS, of Austin and Northern Health, University of Melbourne, and Venkatakrishna N. Tholakanahalli, MD, FHRS, of Minneapolis VA Health Care System to discuss Atrioesophageal Fistula Rates Before and After Adoption of Active Esophageal Cooling During Atrial Fibrillation Ablation. This institutional review board (IRB)-approved study was a prospective analysis of retrospective data, designed before collecting and analyzing the real-world data. The number of AEFs occurring in equivalent time frames before and after adoption of cooling using a dedicated esophageal cooling device (ensoETM, Attune Medical) were quantified across 25 prespecified hospital systems. AEF rates were then compared using generalized estimating equations robust to cluster correlation. A total of 14,224 patients received active esophageal cooling during RF ablation across the 25 hospital systems, which included a total of 30 separate hospitals. https://www.hrsonline.org/education/TheLead https://www.sciencedirect.com/science/article/pii/S2405500X23006734?via%3Dihub https://drive.google.com/file/d/1pbrQyW9Yqf-da0KceRueP01kS9WIgwmK/view (Visual Aid) Host Disclosure(s): P. Sanders: Research (Contracted Grants for PIs Named Investigators Only): Boston Scientific, Abbott, Medtronic, PaceMate, Becton Dickinson, CathRx; Advisory Committee Membership: Medtronic, Boston Scientific, PaceMate, CathRx Contributor Disclosure(s): H. Lim: No relevant financial relationships with ineligible companies to disclose. V. Tholakanahalli: Honoraria/Speaking/Consulting Fee: Kobra Medical, Imricor; Research (Contracted Grants for PIs Named Investigators Only): Biosense, St. Jude Medical, Cardailen
This event is a continuation from Accenture and MATTER's previous event, Digital Health x Health Equity Panel: Reinvent a More Equitable Future.While we know that social determinants of health account for 80 percent of an individual's health, actually addressing these factors can be challenging in practice. Accenture's recent report, U.S. Health Inequity: Beyond the Statistics, identified bias in data and algorithms, inclusive product and service design and sustainable structural change as the three core areas to focus on when developing med tech solutions to improve health and healthcare delivery.Join panelists Oliver Richards, managing director for medical device and life sciences strategy at Accenture, Fido Willybiro, senior marketing director at Becton Dickinson, Jacqueline Roche, head of payment and delivery and global policy institute at Johnson & Johnson, and Nick Wilson, business lead for remote patient monitoring at Philips, for a discussion moderated by Laura Westercamp, managing director of Accenture's life sciences and med tech practice. They'll take a deep dive into how we can leverage med tech to improve health outcomes, reduce inequities and create a more equitable world.For more information, visit matter.health and follow us on social: LinkedIn @MATTERTwitter @MATTERhealthInstagram @matterhealth
In der heutigen Folge „Alles auf Aktien“ sprechen die Finanzjournalisten Anja Ettel und Holger Zschäpitz über Apples China Problem, Immobilienverkäufe bei Vonovia und Hafenfantasie bei HHLA. Außerdem geht es um Unicredit, Commerzbank, Hamburger Hafen, Deutsche Bank, C3.ai, UiPath, Gamestop, Apple, AMC Entertainment, Novo Nordisk, Eli Lilly, Amgen, Viking Therapeutics, West Pharma, Becton Dickinson, Lonza, Biontech, Gerresheimer, Stevanato, West Pharma, VanEck US Fallen Angel High Yield Bond ETF (WKN: A3EEYM), Vodafone, Rolls Royce, der Telecom Italia, Las Vegas Sands, Ford Motor, Under Armor, Seagate, Transocean, Macys und Delta Airlines. Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Kick-off Politik - Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. Mehr auf welt.de/kickoff und überall, wo es Podcasts gibt. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/alles_auf_aktien) Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html
Prashanthan Sanders, MBBS, PhD, FHRS, of University of Adelaide is joined by guests Dhiraj Gupta, MBBS, MD, of Liverpool Heart and Chest Hospital, and Tina Baykaner, MD, MPH, of Stanford University, to discuss same-day discharge (SDD) after catheter ablation of atrial fibrillation (AF) has been widely adopted. Nevertheless, planned SDD has been performed by using subjective criteria rather than standardized protocols. The goal of this study was to determine the efficacy and safety of the previously described SDD protocol in a prospective multicenter study. In this large, multicenter prospective registry, the use of a standardized protocol showed the safety of SDD after catheter ablation of paroxysmal and persistent AF. (Real-world Experience of Catheter Ablation for the Treatment of Paroxysmal and Persistent Atrial Fibrillation [REAL-AF]; NCT04088071) https://www.hrsonline.org/education/TheLead Host Disclosure(s): P. Sanders: Research (Contracted Grants for PIs Named Investigators Only): Boston Scientific, Abbott, Medtronic, PaceMate, Becton Dickinson, CathRx; Advisory Committee Membership: Medtronic, Boston Scientific, PaceMate, CathRx Contributor Disclosure(s): D. Gupta: Honoraria/Speaking/Consulting Fee: Abbott, Abbott Medical; Research (Contracted Grants for PIs Named Investigators Only): Biosense Webster, Inc., Medtronic Bakken Research Center T. Baykaner: Research (Contracted Grants for PIs Named Investigators Only): NIH
Prashanthan Sanders, MBBS, PhD, FHRS, is joined by guests Suneet Mittal, MD, FHRS, and Roopinder K. Sandhu, MD, MPH, FHRS, for a discussion of a Dual-Chamber Leadless Pacemaker. Single-chamber ventricular leadless pacemakers do not support atrial pacing or consistent atrioventricular synchrony. A dual-chamber leadless pacemaker system consisting of two devices implanted percutaneously, one in the right atrium and one in the right ventricle, would make leadless pacemaker therapy a treatment option for a wider range of indications. https://www.hrsonline.org/education/TheLead Host Disclosure(s): P. Sanders: Research (Contracted Grants for PIs Named Investigators Only): Boston Scientific, Abbott, Medtronic, PaceMate, Becton Dickinson, CathRx; Advisory Committee Membership: Medtronic, Boston Scientific, PaceMate, CathRx Contributor Disclosure(s): S. Mittal: Honoraria/Speaking/Consulting Fee: Biosense Webster, Medtronic, Haemonetics, AltaThera Pharmaceuticals, AtriCure, Inc., Boston Scientific, CVRx Inc., Implicity, Impulse Dynamics USA, Philips, Abbott, ARCA Biopharma Inc., Baylis Medical, BMS/Pfizer Alliance, Catawba, CathVision, Octagos R. Sandhu: Research (Contracted Grants for PIs Named Investigators Only): NIH, Bayer Healthcare Pharmaceuticals
Prashanthan Sanders, MBBS, PhD, FHRS of the University of Adelaide discusses a worldwide survey on incidence, management, and prognosis of oesophageal fistula formation following atrial fibrillation catheter ablation: the POTTER-AF study. This study recently appeared in the European Heart Journal. He is joined by guests Jonathan P. Piccini, Sr., MD, MHS, FHRS of Duke Medical Center and Han S. Lim, MBBS, PhD, FHRS of the University of Melbourne. https://www.hrsonline.org/education/TheLead Host Disclosure(s): P. Sanders: Research (Contracted Grants for PIs Named Investigators Only): Boston Scientific, Abbott, Medtronic, PaceMate, Becton Dickinson, CathRx; Advisory Committee Membership: Medtronic, Boston Scientific, PaceMate, CathRx Contributor Disclosure(s): J. Piccini: Honoraria/Speaking/Consulting Fee: Biotronik, AbbVie, LivaNova, Boston Scientific, Phillips, Medtronic, Electrophysiology, Frontiers, Abbott, UpToDate, Inc., Sanofi, Milestone Pharmaceuticals, Bayer Healthcare Pharmaceuticals; Research (Contracted Grants for PIs Named Investigators Only): Boston Scientific, Bayer Healthcare Pharmaceuticals, AMA, Abbott, Phillips, Element Science, Inc., iRhythm Technologies, NIH H. Lim: No relevant financial relationships with ineligible companies to disclose.
Prashanthan Sanders, MBBS, PhD, FHRS, of the University of Adelaide for a discussion of Safety and Effectiveness of Pulsed Field Ablation to Treat Atrial Fibrillation: One-Year Outcomes From the MANIFEST-PF Registry, originally published in Circulation. Dr. Sanders is joined by guest contributors Mehrdad Emami, MD, of the University of Adelaide and Atul Verma, MD, FHRS of McGill University Health Centre. https://www.hrsonline.org/education/TheLead Host Disclosure(s): P. Sanders: Research (Contracted Grants for PIs Named Investigators Only): Boston Scientific, Abbott, Medtronic, PaceMate, Becton Dickinson, CathRx; Advisory Committee Membership: Medtronic, Boston Scientific, PaceMate, CathRx Contributor Disclosure(s): M. Emami: Research (Contracted Grants for PIs Named Investigators Only): University of Adelaide A. Verma: Honoraria/Speaking/Consulting Fee: Biosense Webster, Medtronic, Bayer Healthcare Pharmaceuticals, Kardium, Galaxy Medical Inc., Servier; Research (Contracted Grants for PIs Named Investigators Only): Adiago Medical
A Discussion of Magnetic Resonance Imaging Based Dual Lead Cardiac Resynchronization Therapy. Prashanthan Sanders, MBBS, PhD, FHRS of the University of Adelaide as he discusses Magnetic resonance imaging based Dual lead cardiac Resynchronization therapy: A prospective Left Bundle Branch Pacing Study (MADURAI LBBP study) by Heart Rhythm 2023 Late-Breaking Abstract Author Shunmuga Sundaram Ponnusamy. He is joined by guests Rakesh Gopinathannair, MA, MD, FHRS of the Kansas City Heart Rhythm Institute and Martin K. Stiles, MBChB, PhD, FHRS of Waikato Hospital, Cardiology. This episode of The Lead was recorded in front of live audience at Heart Rhythm 2023 in New Orleans, Lousiana. https://www.hrsonline.org/education/TheLead Host Disclosure(s): P. Sanders: Honoraria/Speaking/Consulting Fee: Abbott, Boston Scientific, Medtronic; Research (Contracted Grants for PIs Named Investigators Only): Abbott, Becton Dickinson, Boston Scientific, CathRx, EBR Systems, Medtronic, Microport Scientific Corporation, PaceMate Contributor Disclosure(s): R. Gopinathannair: Honoraria/Speaking/Consulting Fee: Abbott, Boston Scientific, Biosense Webster M. Stiles: Honoraria/Speaking/Consulting Fee: Medtronic, Cyrix Medical, Pfizer, Sanofi
Charles Tam is the Director of Regulatory Affairs and a member of the Leadership Team at Edwards Lifesciences. He joins Linda today on the Lifesciences Professional Podcast to explain what Regulatory Affairs is and the potential career opportunities. Charles joined Edwards Lifesciences in 2014 and previously held progressive regulatory leadership roles at Abbott Laboratories, Johnson & Johnson Medical Companies, and Becton-Dickinson and Company Inc. Bridging experiences across academia, government, and the private sector, Charles is passionate about enabling greater access to clinical research and medical technology innovation for all Canadians. He is a Sub-Committee Chair and Regulatory Affairs Steering Committee member at MedTech Canada and is an Advisor at the University of Toronto's Health Innovation Hub (H2i), part of the Temerty Faculty of Medicine. Previously, he has served as a Councillor on the Coronary Artery and Vascular Disease Council at the Heart and Stroke Foundation of Canada, retained on the roster of experts for Investigational Testing by Health Canada's Health Products and Food Branch, and served as an elected Senator on the Toronto Metropolitan University's Senate (formerly Ryerson University). Charles obtained his MBA at the Toronto Metropolitan University (formerly Ryerson University) and holds an Honours BSc from the University of Toronto.
This episode of DeviceTalks Weekly brings you DeviceTalks Boston's opening keynote conversation with Tom Polen, CEO, President and Chairman of Becton Dickinson. In the conversation, Polen recounts his tragic first encounter with the medical device industry, his path into medtech and the CEO's chair, and the work BD put into helping the world survive the COVID-19 pandemic while also repositioning the company with key M&A and divestitures. The episode was sponsored by Clari. Go to Clari.com to learn about its unique revenue management platform. Chris Newmarker also delivers his Newmarker's Newsmakers featuring news from Siemens Healthineers, Abbott, Intuitive, Cook Medical, Shockwave Medical, Medtronic and Johnson & Johnson. Thanks for listening to this episode of the DeviceTalks Weekly Podcast. Subscribe to the DeviceTalks Podcast Network on any major podcast application.
On this episode of Diverse, a SWE Podcast, FY23 President Dayna Johnson is joined by Mandeep Gill the Technical Documentation, Labeling, and UXD Portfolio Manager from Becton, Dickinson and Company (BD) Greater India R&D. They sit down to discuss her draw to STEM, her educational journey, and her work with coaching and mentoring young women.
On this episode of Diverse, a SWE Podcast, host Sam East is joined by Wan Leng Lim, a Senior Manager at Becton, Dickinson and Company (BD) Greater Asia R&D. They sit down to discuss her draw to STEM, her educational journey, and her work with coaching and mentoring young women.
“Working with great leadership and great organizations gives you the keys to the kingdom and to being great yourself. And the more individuals who have jobs, the more we can tackle the systemic ills in our society.” – Rondu Vincent Devin Carsdale is the Associate Director of Sustainability for Strategic Sourcing and Procurement at Bristol Myers Squibb. Devin drives short- and long-term strategy and builds partnerships with internal and external stakeholders to govern the company's Sustainable Procurement program. Before joining Bristol Myers Squibb as a Sustainability Manager in 2020, Devin served as a Sustainability Compliance Auditor for IKEA and Performance Consultant at Gap International. He holds a Certificate of Corporate Sustainability from New York University and a Master of Arts degree in International Affairs from the American University. Rondu Vincent is a global procurement and supplier diversity executive and a leader in DE&I. He serves as the Executive Director for Supplier Diversity and Sustainability at Bristol Myers Squibb, a company he has been working with for over eight years. Prior to joining Bristol Myers Squibb, Rondu served as the Manager of Supplier Diversity at Pfizer, a post he held for seven years before moving up as Pfizer's Director of Supplier Diversity. He is also the former Strategic Sourcing Manager at Becton Dickinson. Devin and Rondu join us today to discuss how supplier diversity and sustainability can drive systemic change and impact communities economically. They describe their professional backgrounds and how they became passionate about supplier diversity work. They outline Bristol Myers Squibb's programs and commitments around inclusion, equity, and supplier diversity. They discuss what makes a great supplier diversity professional. They explain the economic reasons to comply with supplier diversity and dissect the Environmental, Social, and Governance (ESG) framework. They also highlight how any company, regardless of size or scale, can play a part in ESG work and underscore why professionals need to think about where they want to be as supplier diversity practitioners. This week on Breaking Barriers: Devin's background and journey in supplier diversity and sustainable procurement How European companies are driving sustainability and diversity Rondu's career in the healthcare industry and how he gravitated toward supplier diversity The importance of authenticity and passion in the mission of inclusion Bristol Myers Squibb's supplier diversity and environmental sustainability goals How strong leadership support empowers supplier diversity professionals Rallying buy-in for Environmental, Social, and Governance goals Bristol Myers Squibb's programs and projects on supplier diversity and ESG How small and diverse businesses drove supply chain resiliency in the pharmaceutical industry amid the pandemic Quiet quitting and conscious quitting The difference between lifestyle entrepreneurs and serial entrepreneurs Connect with Devin Carsdale: Devin Carsdale on LinkedIn Connect with Rondu Vincent: Rondu Vincent on LinkedIn Rondu Vincent on Instagram Rondu Vincent on Twitter Connect with Bristol Myers Squibb: Bristol Myers Squibb Bristol Myers Squibb on LinkedIn Bristol Myers Squibb on Instagram Bristol Myers Squibb on Facebook Bristol Myers Squibb on Twitter This podcast is brought to you by Hire Ground Hire Ground is a technology company whose mission is to bridge the wealth gap through access to procurement opportunities. Hire Ground is making the enterprise ecosystem more viable, profitable, and competitive by clearing the path for minority-led, women-led, LGBT-led, and veteran-led small businesses to contribute to the global economy as suppliers to enterprise organizations. For more information on getting started please visit us @ hireground.io today! If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify Be sure to share your favorite episodes on social media and join us on Facebook, Twitter, and LinkedIn.
Medsider Radio: Learn from Medical Device and Medtech Thought Leaders
In this episode of Medsider Radio, we sat down with Marc Zemel, CEO of Retia Medial.Marc has extensive experience in fundraising for successful startups and is an experienced leader of Fortune 500 companies. Prior to founding Retia Medical, Marc earned an MS in Mechanical Engineering from MIT and an MBA in Sales and Marketing from Yale. He's also held key leadership roles at Becton Dickinson as well as a capital equipment start-up.In this interview, Marc talks about managing a medtech start-up that's developing groundbreaking technology while pursuing fundraising that drives sustainable growth.Before we jump into the conversation, I wanted to mention a few things:If you're into learning from proven medtech and healthtech leaders, and want to know when new content and interviews go live, head over to Medsider.com and sign up for our free newsletter. You'll get access to gated articles, and lots of other interesting healthcare content.Second, if you want even more inside info from proven experts, think about a Medsider premium membership. We talk to experienced life science leaders about the nuts and bolts of running a business and bringing products to market.This is your place for valuable knowledge on specific topics like seed funding, prototyping, insurance reimbursement, and positioning a medtech startup for an exit.In addition to the entire back catalog of Medsider interviews over the past decade, premium members get a copy of every volume of Medsider Mentors at no additional cost. If you're interested, go to medsider.com/subscribe to learn more.Lastly, here's the link to the full interview with Marc if you'd rather read it instead.
Becton Dickinson's CEO Tom Polen lays out the company's plan for growth that's building off a stunning sequence of acquisitions over the past two years that has the company loaded with tech – including digital and robotics tools – to drive its future growth. Polen also shares his tragic introduction to medtech and shares how that experiences influences every decision he makes. Tom Polen will be the opening keynote speaker at DeviceTalks Boston on May 10. In this episode we introduce a new feature – the DeviceTalks Weekly Fastball! This is our own version of a pitch contest where we let medical device start-ups throw their best pitch to potential partners and investors. We have our first Newmarker's Newsmakers of the year delivered by a mysterious guest co-host. Companies making the list include Zimmer Biomet, Baxter, GE Healthcare, Volta Medical, Cardiac Dimensions, Opteev, and ReCor Medical. Thank you for listening to the DeviceTalks Weekly Podcast.
In this episode, your diligent team of DeviceTalkers - Executive Editor Chris Newmarker, Pharma Editor Brian Buntz, Managing Editor Jim Hammerand, Senior Editor Danielle Kirsh, Associate Editor Sean Whooley and DeviceTalks Editorial Director Tom Salemi – assembled to review our Top 10 events, trends and newsmakers. We've got some highs – robots, diabetes – and some lows – Supply Chain, CPAP machines – and a whole lot of interesting things right in between. All an all, we're bullish on what's to come in 2023! And we only mentioned Covid-19 once. Companies mention include Abbott, Abiomed, Ambu, Becton Dickinson, Boston Scientific, CMR Surgical, Dexcom, Endiatx, embecta, Intuitive, Johnson & Johnson Medtech, Medtronic, Neuralink, Philips, Senseonics, Stryker, Synchron, Vicarious Surgical, Zimmer Biomet, ZimVie, and many more. Thank you for listening to the DeviceTalks Weekly Podcast. Subscribe to this podcast on any major podcast player.
“If the average person just more consistently did what they already know they'd be healthier, happier, and be making more money.” – Brian Moran Brian Moran the New York Times bestselling author of “The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months” is going to share how to get more done in less time. He will take us into this execution system he developed while also sharing easy to implement time management strategies. He also connects the dots back to why it is important to create our life vision so we can structure our time and goals around that vision. You will learn tactical steps that you can use today to move closer to the life you desire. Loved this conversation so much! Tune in now and you can access the show notes at thegoodlifecoach.com/223. Are you enjoying the podcast? If so, I would love your review on Apple Podcasts. It only takes a minute. 1. Click on this link 2. Click “View in iTunes” button 3. Click “Subscribe” button 4. Click “Ratings and Reviews” text 5. Click to rate and leave short review and you're done! Thank you for listening to the show! WHAT YOU'LL LEARN: 1. Why the 12 week year is an execution system and how that helps you get more done in less time. 2. It's not enough to know. You have to execute. Knowledge is only powerful if you act on it. 3. Get out of the annual environment. With this program, you are going to stop after 12 weeks and that is your year. Measure your success or failure and measure the progress and then go again. It's a fluid process. You can use this professionally or personally. You can do anything for 12 weeks and then decide is that somethingI want to do again. 4. Your vision is you're why. Your goals NEED to align with the vision. 5. At the goal level, know the difference between goals and tactics and outcomes and actions. The actions we have control over. Goals are outcomes. 6. Make sure at the goal level that is measurable – it's an outcome. 7. Determine what are the most important actions. Most plans are conceptual not tactical. You need to spell out the specific actions and focus on “less is more”. 8. Stay connected to your vision by putting the longer term vision in front of you – laminate a card you can look at every day. Create visual reminders. 9. The difference between a habit and routine is key. Ex, going to the gym is a routine not a habit and routines are what drive success. How you begin and end your day needs a routine. The key is to start off positive. End your day with gratitude. 10. How to manage time. Time blocking – 3 core blocks: A. Strategic Block -3 hours blocked during the week. No interruptions – working on the business not in the business. THIS CAN CHANGE YOUR LIFE. B. Buffer Blocks – these are designed to deal with the emails/low level stuff. Ex, I return calls between 4-5pm. Don't check your emails when they come in. Block time in to address it. C. Break out blocks – schedule time away from work to do something just for you to recharge. The Four Disciplines of the 12 Week Year Vision – You have to know what you want. Planning – You have to ask – “What matters most?” Execution – Then ask, “Am I doing it?” Measurement – “Is it producing?” RESOURCES MENTIONED Brian's Book: The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months Brian's website – https://12weekyear.com/ – Michele on Instagram ABOUT TODAY'S GUEST: Brian Moran, President and Founder of The 12 Week Year, has thirty plus years of expertise as a corporate executive, entrepreneur, consultant and coach. Brian is a recognized expert in the field of leadership and execution. His realization that most people don't lack ideas, but struggle with effective implementation led him to the development of ‘The 12 Week Year'. His client list includes industry leaders like Allstate, Aon, Becton Dickinson, Dunkin' Brands, Keller Williams, Mass Mutual, Medtronic, Merrill Lynch, Meritage Homes, Nationwide, New York Life, Papa Johns Pizza, Prudential State Farm and Taylor Made just to name a few. Brian resides in Michigan with his wife Judy and two daughters. Thank you for listening to the show!
In this episode, Jimmy Jin, Ronnie Wang and Duane Mancini discuss CIIE, Mednovation, why one would want to take their product to market in China, the process for entering the Chinese market, common mistakes companies make, the importance of commercial and IP, and so much more. Jimmy Jin LinkedIn Ronnie Wang LinkedIn Project Medtech Website Duane Mancini LinkedIn Project Medtech LinkedIn
Legal operation teams have been increasing in popularity. In this episode, Liz Lugones and Sumi Trombley from Uplevel Opsshare why Legal Ops teams matter, why you should care, and how to leverage them to level up your legal team (in-house and at firms). Uplevel Ops are offering a complimentary 30-minute consultation, you can find more here. In the episode, we discuss: (03:12) Why should you care about legal operations (LegalOps)? (04:21) Law school vs. practice (08:12) Enabling fail-fast thinking in legal teams (11:11) It's not just about technology (16:32) Embedded in the organization (21:25) Creating space for creativity and ideas (28:38) Celebrating success (30:49) Gaining trust (34:25) Shifts in legal operations Article referencedStriving for Imperfection: The Complicated Relationship of Lawyers and Project Management by Sumi Trombley & Liz LugonesKey quotes(edited for a better reading experience)People and lawyers want to be able to solve the problems of their clients, but in doing so, and what's the best way to do it doesn't always mean here's the legal answer. Maybe they're looking for optionality, a strategic partner, or they are looking to reduce the risk. Whatever the answer is, you have to talk to your business counterparts to be able to figure that out.The thing that Liz hit on was 'the therapy' - that aspect of legal operations is the bridge from getting to, I know the legal answer, to how do I deliver it to my client in a way that makes them happy and feel like they have the best result. Sometimes you're not likely to go to the person who's giving you the advice and say, "I don't like the way you're giving me the advice." You need a buffer, and that's the legal operations buffer. With that in place, you can express the problem. The legal ops professional can go share it as the buffer: "I'm generally hearing from these people, And here's what I suggest we start to do to help facilitate."Often, I believe people in the profession think that legal operations are putting technology in, right? Or you're putting a process in. And I feel like the conduit that legal offspring is legal ops is not all those things. Legal ops is a mindset that needs to happen in the culture of the org, for the department to get better. The buffer is the data coming out of the technology you put in there.About the guestsElizabeth "Liz" Lugones, COO/Senior Advisor, UpLevel OpsLiz has built and managed Legal Operations teams in various industries in both public and private companies over her 20+ year career. She excels in global project management and business reengineering, with particular expertise in process improvement, change management, cross-functional collaboration and team building, but her true passion is helping others find their own strengths and talents and harness them for the value of all.Before joining UpLevel, Liz served as the Senior Director of Legal Operations at WeWork. Prior to WeWork, Liz served as Director of Legal Operations at a diverse range of companies, including UnitedLex, DXC Technology, Becton Dickinson, and MetLife. She also worked at Citigroup as Manager, Strategy and M&A.Liz holds a BA in Political Science and Journalism from Rutgers University, is certified in Lean Six Sigma and fluent in Spanish. She is based in New Jersey.Sumi Trombley, Senior Advisor, UpLevel OpsSumi Trombley practiced in law firms and in-house legal departments for more than a decade before coming to UpLevel Ops. Sumi previously served as Director, Legal at enterprise legal services provider Marshall Denning, LLC, where she managed and trained a team of junior and senior attorneys and developed and implemented resource optimizing processes for RFPs and pre-litigation disputes. She is known for her ability to provide strategic guidance and cost-effective solutions.Prior to joining Marshall Denning, Sumi was Legal Counsel at Hewlett Packard Enterprise, serving as a de facto general counsel to top enterprise IT outsourcing accounts. She started her legal career at the law firms of Paul Hastings LLP in New York and Latham & Watkins LLP in DC, practicing corporate finance and securities law.Sumi holds a JD from Northwestern University Pritzker School of Law, and a BA in Political Economy from Georgetown University. She is based in Maryland.
The ecosystem of Austin has proven over the last thirty years to produce the hottest boom town in business. Today's episode covers the "Secret Sauce of Austin" and what are the six "superpowers" of the region. According to Jason Scharf, this is a roadmap for other areas of the country (and the world) who want to grow their economies. It's not about copying Austin (or the Silicon Valley), it is about developing your own superpowers. About Jason Scharf Jason Scharf is an experienced strategy executive and active early-stage investor in the life science and digital health sectors. For the past 15 years, he has built and led teams in strategic planning, market intelligence, and innovation. Today he is the Vice President of Strategy and Partnerships for Kean Health, a direct to consumer at home genomic and microbiome solutions company. He leads product management, business development, and strategic planning. Prior to his role at Kean, he worked across the healthcare sector at biopharma, genomics, and medtech companies including Illumina, Becton Dickinson, and Amgen. In addition to his roles within the corporate environment, Jason has served as a co-fund manager of the San Diego Angel Conference, an investor with NuFund Venture Group, and a mentor with both the NexCubed Digital Health Accelerator and the Illumina Accelerator. He has invested in ~40 emerging companies from Seed stage to Series B focusing on the convergence of technology and biology. His investments have ranged from diagnostics/tools (Pleno, Iridia, and Visicell Medical), Biopharma (Elicio Therapeutics), and Foodtech (BlueNalu, Impossible Foods). He is also the co-host of the Austin Next Podcast. An exploration of Austin's transformation into the next great innovation powerhouse, what it takes to accelerate the growth of an ecosystem, and what comes next. Jason Scharf earned his BA from University of California, San Diego and his MBA from the Rady School of Management at the University of California, San Diego. Learn more about your ad choices. Visit megaphone.fm/adchoices
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