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 EVOLVING DEAL STRUCTURES FOR OPTIMAL INNOVATION POTENTIAL
As consolidation within the medical device industry in recent years has decreased the quantity of mid-size companies available for acquisition, business development professionals have progressively gained interest in strategic alliance opportunities such as licensing and distribution agreements. The continued emphasis on innovation has increasingly opened a wide range of potential deal structures, and forward-thinking corporate growth executives are developing new and creative partnership models to meet the demand for innovative new technologies. This engaging session will shed light on a multitude of possible arrangements, as well as on techniques to negotiate the best structure for a particular prospect, with the ultimate goal of enhancing revenue.

PART 1 – 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

9:45 PART 2 – 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

Dan Wolf, MEDTRONIC

Daniel Luber, ORTHOFIX

Joshua Wells, CRYOLIFE

 

10:30 COFFEE & NETWORKING BREAK

 

11:00 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

 

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

Michael Smith, STERIS | US ENDOSCOPY

Terence Stern, MEDIBEACON

 

12:30 LUNCHEON FOR ALL PARTICIPANTS

 

1:30 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

 

2:15 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

 

3:00 COFFEE & NETWORKING BREAK

 

3:15 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

 

4:00 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

Dan Wolf, MEDTRONIC

Derek Liu, WILSON SONSINI GOODRICH & ROSATI

Eduardo Sarreta, GE

 

4:45 CLOSING REMARKS & CONFERENCE CONCLUSION

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We hope to see you at the conference!

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