Tim Moran:
Yeah, so I think our focus today wont change in that regard. So we have to run an operationally efficient business. So we, as a small company, what I
love about... I came up in a big company, multi-billion dollar company. When you switch to the earlier stage companies, you really learn the importance of scrutinizing every penny that you spend, because every day matters, every dollar matters.
Having that mindset, I think is the differentiator and will benefit us over time as well. So well always have a business case done. When we talk about a new market, outside the US, we want to look at that market, we want to look at the patient
profile, we want to look at the reimbursement landscape, who the potential partners would be and what truly the return on investment, both for our company and our shareholders, will be. So were not going to deviate from that thoughtful,
strategic approach in really anything that we do.
Nick Clayton:
Great, and continue on that point as well, just, so what do you think for a company like yours, what do you see as some of the best ways of leveraging public
capital, to keep funding your strategies? Do you see some M&A opportunity out there? Do you see there being a potential to have public equity at play in some of your distribution relationships, or strategic relationships throughout the market?
What are some of the opportunities youre thinking about there?
Tim Moran:
So I think from a traditional perspective, its early, right? So to talk about an M&A strategy. I think we have a lot of interest from the big players
in the market because of where were playing in this valuable cardiac space. And also about our technology, were really driving... Were like an enabler, if you will, of other technologies, because were providing all of this
diagnostic data to the physician, well detect atrial fibrillation. The physician can then bring that patient in, determine do they need to do an intervention, and maybe theyre going to do an ablation. So the companies that are in that
space, they like our technology because its driving more procedures to them. So I think were getting a lot of awareness from the big players in the market. So thats one thing that over time, well have to think about and
well continue to build those relationships. But from us being acquisitive, I do think that theres an opportunity, as I was saying earlier, is to play up and down the care continuum, from an acuity perspective.
So think of us as the gold standard, leading the heart, were the only ones to be able to monitor ST segment shifts, with such high fidelity and
precision that we got the FDA approval, and we can detect a heart attack and a silent heart attack. But theres a whole host of other products that are really invaluable and important that... Maybe a patch-type technology that is more episodic,
not something that someones going to wear for the rest of their life, but you could see that potentially being a natural expansion into our portfolio, over time. So those are things, Nick, some of the things that we think about and
contemplate. But as I said, my job today, is to make sure that the company stays very focused on executing the initial plan, which will enable those opportunities, over time.
Ross Haghighat:
The only thing I would add is, look,
were looking at a massive TAM with that first mover advantage, and it really truly a differentiated product with very, very healthy margin. Rapid adoption, easy adoption of the value proposition, and very, very broad list of cardiologists that
are implanting this, increasing patient awareness where the patients are beginning to ask for the Guardian. So its creating that push-pull strategy, where we believe we can build a multi-billion dollar company. What I have found companies that
intend to grow through acquisition, is where there might be some doubt about the size of their market, ability to execute, or quite frankly, if they dont have the full solution in their portfolio. In our case, we do. It doesnt mean, if
there are opportunistic chances down there that compliment and/or allows us access to particular markets, for example, we would not consider it. But that is not a part of the core plan. We think we can build a very robust, very profitable,
multi-billion dollar enterprise because we have all the pieces, and thats really the takeaway from the comments that Tim and I have shared with you.