5th Annual Medical Device Corporate Strategy and Business Development Conference

January 29-30, 2019 | Dallas, TX

Doubletree by Hilton Dallas Market Center

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DAY ONE | TUESDAY, JANUARY 29

8:00 REGISTRATION & WELCOME COFFEE

8:45 CHAIRPERSON’S OPENING REMARKS

9:00 OPENING ICE BREAKER: TOOLS & TECHNIQUES FOR MONITORING INDUSTRY BUSINESS DEVELOPMENT TRENDS
Remaining competitive in the fluctuating medical device landscape requiresprofessionals to continually pursue effective methods for monitoring market expansion trends and key competitor acquisitions and strategic alliances. With a wide range of approaches to tracking market developments, it is imperative that executives identify the most relevant and timely resources. This interactive ice breaker commences the event with an opportunity for all delegates to move around the conference room and engage in brief, targeted conversations with the goal of sharing knowledge of specific platforms and tools for gathering intelligence to inform corporate strategy decisions.

David Leong, Corporate Strategy & Development Manager, ANALOGIC

 

9:30 IDENTIFYING PROMISING BUSINESS DEVELOPMENT OPPORTUNITIES: FOCUS ON HOME CARE DEVICES
Business development executives strive to remain abreast of opportunities that will not only guarantee safe investment return, but also fit current and upcoming patients’ needs. An area of rapid growth proving to capture payers’ interest and reimbursement approval is home based care, for which many manufacturers are developing cutting-edge products. With the increasing focus on patient-centered healthcare, forward-thinking leaders work towards securing a comprehensive understanding of this thriving market to ensure accurate product line and company valuation, in order to make sound business decisions resulting in maximized ROI.

  • Home care devices’ expansion in the current market
  • Forecasting the near future of home healthcare trends
  • Criteria to identify propitious remote device products
  • Determining a fit with corporate strategy & goals

Omar Halaby, Head of Strategic Market Insights, USA, SIEMENS HEALTHINEERS

 

10:15 COFFEE & NETWORKING BREAK

 

10:45 INTERPRETING IMPLICATIONS OF NEW TARIFFS ON NON-US MANUFACTURING & ACQUISITIONS
Insight into new and impending tariffs is of critical importance as industry leaders calculate value not only of potential foreign acquisitions, but also of existing offshore assets and production capabilities. Continuously evolving trade variations between the US and China or European countries have added further cost considerations to potential business development deals. With many unknowns and possibilities necessitating reevaluation of existing manufacturing frameworks and restructuring of existing partnerships for optimized post-tariff earnings, corporate strategy executives must carefully consider trade fees to ensure sound and timely business decisions.

  • Exploring split manufacturing and other tariff alternatives
  • Addressing effects of trade laws on M&A and partnerships
    • China
    • European Union
  • Managing placement of labor and raw materials cost

Chandri Navarro, Partner, HOGAN LOVELLS

 

11:30 EXAMINING EFFECTS OF TAX LAW CHANGES ON PROSPECT VALUATION AND M&A ACTIVITY ONE YEAR LATER
Although merger, acquisition, and strategic alliance activity has resumed a rapid pace after experiencing a level of deceleration due to caution regarding US tax law overhaul, industry members continue to face uncertainty surrounding the effects of the law on corporate valuations. In order to identify and pursue the most profitable growth opportunities, business development teams must secure a thorough understanding of the tax environment to calculate valuations, taking into account such factors as GILTI tax considerations. Additional clarification is needed in the practical application of new provisions, and how to update M&A evaluation strategy as well as model the impact of an acquisition accordingly.

  • Practical review of 2017 tax law provisions
  • Updated tax law on industry M&A: Impact analysis
  • Strategic methods to update financial modeling
  • Calculating accurate valuations accordingly

B. Chase Wink, Tax Partner
SKADDEN, ARPS, SLATE, MEAGHER & FLOM LLP AND AFFILIATES

 

12:15 LUNCHEON FOR ALL PARTICIPANTS

 

1:45 PANEL DISCUSSION: BRIDGING GAPS IN VALUATION FOR SUCCESSFUL DEAL NEGOTIATION

  • Key components of a robust valuation model
  • Determining factors to define company-specific value
  • Demonstrating reasoning behind value
  • Effective negotiation strategies

Sean Freeman, NUVASIVE

Leah Brownlee, SQUIRE PATTON BOGGS

 

2:30 DEBATING METHODS TO ACCURATELY CALCULATE ASSET VALUE IN AN OVERESTIMATED MARKET
With rapidly and significantly growing multiples across the medical technology manufacturing market, many transactions are conducted at prices higher than the relative value of the acquisition. The impact of overestimated valuation in both the public and private sectors has led to uncertainty regarding the most appropriate allocation of future investments. This session features a brief case study followed by a peer-to-peer exchange in which participants will share perspectives on strategies to objectively calculate value, as well as on the rationale behind investment determinations when moving into an acquisition at a high rate, enabling improved business development forecasting and price negotiation.

Terry Kirkley, Manager, Strategy & Business Development, VARIAN MEDICAL SYSTEMS

 

3:15 COFFEE & NETWORKING BREAK

 

3:45 PANEL DISCUSSION: COMPARING STRATEGIES IN NONTRADITIONAL AGREEMENT ESTABLISHMENT

  • Determining the best type of deal structure
  • Strategizing for win-win partnerships
  • Possibilities for sharing liability & risk

Daniel Luber, ORTHOFIX

Eric Hansen, OSSEUS FUSION SYSTEMS

 

4:15 GROWTH OPPORTUNITY IDENTIFICATION STRATEGY: NEW VS. EXISTING PRODUCT LINE
The medical device field being comprised of a multitude of very different product lines and technologies, executives with the role of expanding revenue face a double-sided challenge when exploring partnership and acquisition opportunities. On one hand focus can be set on collaboration with, or addition of a company developing products corresponding to existing corporate pipelines; while on the other, careful selection of targets opening to new areas of venture can promise successful returns. In order to make enlightened decisions, corporate strategy professionals must establish a sound strategy enabling insight into evolving market dynamics to swiftly separate productive from lagging fields, also including a robust criteria to weigh investment into new versus existing business.

  • Identifying areas for development relative to market demand
  • Analyzing sector value based on expected growth
  • Weighing distinct sector growth rates separately
  • Key factors of the decision-making criteria

David Leong, Corporate Strategy & Development Manager, ANALOGIC

 

5:00 CLOSING REMARKS & DAY 1 CONCLUSION

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