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 TWO | WEDNESDAY, JANUARY 30

8:20 REGISTRATION & COFFEE

8:50 CHAIRPERSON’S OPENING REMARKS

9:00 PANEL DISCUSSION: PROACTIVELY CONSIDERING COMPANY CULTURE TO ENSURE CORPORATE ALIGNMENT
While financial metrics continue to steer business development decision-making, industry members now recognize a critical need to expand considerations to include the asset’s perspective of innovation and management ideology. Acquisition or partnership establishment is regularly accompanied by a shifting and resettling of the on-boarded company’s priorities, attitudes regarding pace of innovation, and leadership, which can result in decelerated progress toward business development goals. Identifying key components of company culture in the potential acquisition or partner organization is necessary to proactively ensure that efficient alignment is ultimately achievable.

  • Deciphering company culture key indicators
  • Determining a fit with existing corporate culture
  • Planning for impact of cultural changes
  • Identifying further qualitative factors in valuation

Tom Williamson, BIOSTABLE SCIENCE & ENGINEERING

Scott Meyer, CARL ZEISS MEDITEC

Arvind Shresta, DIBA INDUSTRIES, A HALMA COMPANY

 

9:45 EXCHANGE GROUPS: EXPLORING METHODS FOR ENGAGING WITH STARTUPS DURING PRODUCT DEVELOPMENT
The continuous demand for innovative products is driving creative arrangements between device corporations, with the goal of maximizing potential for solving healthcare problems, all while mitigating investment risk. Depending on company size, numerous opportunities exist for contracting with organizations of differing but complementary strengths. Business development professionals within large and midsize corporations seek to engage with smaller, more agile businesses such as startups early in the product development process, and small companies at the forefront of innovation face unique challenges in efforts to prove innovative impact and to thereby gain access to capital through strategic alliances. By dividing into peer-to-peer learning groups based on company size, participants are given the opportunity to share practical strategies specifically applicable to unique business attributes and goals.

  • Group 1: Large corporations:
    Sean Freeman, NUVASIVE
  • Group 2: Mid-size corporations:
    William Nutt, ASPEN MEDICAL PRODUCTS
  • Group 3: Small corporations:
    Tom Williamson, BIOSTABLE SCIENCE & ENGINEERING

 

10:30 COFFEE & NETWORKING BREAK

 

11:00 CASE STUDY: PRACTICAL APPROACH TO REACHING STRATEGIC ALLIANCE

  • Identification of specific target
  • Practical steps for optimizing deal structure
  • Benefits of partnerships in the long term

Girish Gangadharan, Senior Director, Business & Commercialization Strategy, SPACELABS

 

11:45 EXCHANGE GROUPS: DEFINING RISK & WEIGHING AGAINST POTENTIAL FOR INNOVATION
Beyond revenue potential, indicators of risk in prospective ventures can include various factors such as the target’s public relations and market reputation, HR considerations, or regulatory and quality compliance status. Industry members must therefore translate potential risks into financial terms while also forecasting expected return on investment, and scale one figure against the other to determine appropriate valuation. To enable this exchange, the audience will break into small groups and share strategies for clearly defining areas of risk and converting conceptual factors into solidified financial metrics.

  • Pinpointing potential pitfalls
  • Calculating risk in financial terms
  • Determining acceptable level of risk

Terence Stern, MEDIBEACON

Eric Hansen, OSSEUS FUSION SYSTEMS

 

12:30 LUNCHEON FOR ALL PARTICIPANTS

 

1:30 ENSURING ALIGNMENT OF BUSINESS DEVELOPMENT GOALS WITH OVERALL CORPORATE STRATEGY
With a plethora of investment and partnership opportunities in the ever-growing global medical device field, ensuring investment is allocated solely to ventures that meet corporate standards, policy and overall strategy is a complex task requiring a holistic approach to desired endgoals. Executives must therefore establish a robust strategy to align new deals with previously laid out corporate interests such as international expansion and entry into new medical technology sectors. A comprehensive perspective of the organization including existing product lines, public perception, and logical sectors for extension, will allow the pursuit of partnerships and M&A activities with the practical ability to reach larger advancement goals.

Scott Meyer, Senior Director, Strategic Business Development, CARL ZEISS MEDITEC

 

2:15 EXPANSION OPPORTUNITIES IN ESTABLISHED & EMERGING MARKETS
With historically high rates and an increasingly consolidated market, securing acquisitions in the US medical device field has become more challenging and costly than ever before. Corporate strategy professionals have progressively set focus on international grounds, with a keen interest in the EU, Asia, and South America, yet face numerous challenges in understanding foreign market dynamics and how to best penetrate them, as well as device-specific valuation in the global setting. Further, consideration of cultural differences in the approach to overseas asset negotiation, contracting and investment is pivotal to successfully achieve non-US acquisition or partnerships.

Joshua Wells, Senior Director of Business Development, CRYOLIFE

 

3:00 PANEL DISCUSSION: DIVESTITURE CONSIDERATIONS: ASSET SELECTION CRITERIA & STRATEGIC TIMING

  • Identifying sectors with declining growth prospects
  • Principles for ensuring productive asset divestiture
  • Designing progressive divestiture strategy

Derek Liu, WILSON SONSINI GOODRICH & ROSATI

Eduardo Sarreta, GE HEALTHCARE

 

3:30 CLOSING REMARKS & CONFERENCE CONCLUSION

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