DAY ONE | TUESDAY, SEPTEMBER 11
7:30 REGISTRATION & WELCOME COFFEE
8:15 CHAIRPERSON’S OPENING REMARKS
Location: Morrison A
8:30 KEYNOTE PANEL DISCUSSION: THE FUTURE LANDSCAPE OF MEDICAL DEVICE STRATEGIC ACCOUNTS
In an industry facing increasingly regular mergers and acquisitions of hospitals and health care systems to large integrated delivery networks, and where new giants like Amazon begin to take notice of an already competitive industry, medical device executives are anticipating disruption and continued evolution of the market. Preparing for an uncertain and rapidly changing market requires risk assessment of commercial models to accommodate changing customer needs. Industry executives will provide insight and perspectives on the current and future environment of medical device strategic accounts, new potential distribution models.
- Transitioning customer relationships from transactional to strategic
- Involving the consumer in pricing outcome and transparency
- Aligning the sales and accounts approach in-line with a new buyer
- Changing landscape of medical device sales & distribution
Natasa Dugandzic, Director, Corporate Accounts, EXACTECH
Denny Guest, MEDEGEN MEDICAL PRODUCTS
Bill Dwyer, MINDRAY
Jennifer Holmes, HEARTFLOW
Brett Weimer, CONFORMIS, INC.
9:30 DELASCO CASE STUDY: COLLABORATION WITH CLIENTS TO ENSURE VALUE-DRIVEN CARE
Gabrielle Shields, National Director, Strategic Accounts, DELASCO
10:00 COFFEE & NETWORKING BREAK
GROUP SESSIONS: Morrison B
10:30 GPO PANEL: CHALLENGES & OPPORTUNITIES IN MEDICAL TECHNOLOGY PRICING & CONTRACTING
As health systems and integrated delivery networks across the United States have looked to leverage purchasing power through collaborative contracting and purchasing agreements, the influence of the Group Purchasing Organization (GPO) has expanded, adding an important layer into the complex healthcare delivery supply chain. In order to create an effective and mutually beneficial partnership, medical device firms must understand the priorities of GPOs and move beyond price negotiation and contracting to consider a longterm strategy for GPO engagement. Sharing pressures currently faced within GPOs, panelists will dive into best practices for creating pricing structures and contracts that foster innovation and symbiotic growth in the industry.
- Current evolution of the GPO model and future changes
- Perspectives on trends in healthcare impacting GPOs
- Influence of value-based healthcare
- Impact of device price transparency
- Reimbursement & payment frameworks
- Creation of standardized negotiations and partnerships
- Regional considerations in GPO & manufacturer relations
- Aligning clinical and contract strategy with value-based care
Larry Dooley, K2M, INC.
Robert DeVol, PREMIER, INC
Michael Dankwerth, HEALTHTRUST GROUP PURCHASING
Jackie Dula, CAPSTONE HEALTH ALLIANCE
Brooke Elliott, PREMIER
Ann Preston, HEALTHTRUST PURCHASING GROUP
11:15 IDN PANEL: DEVICE PURCHASING PRIORITIES, DECISION MAKING & CONTRACTING RESPONSIBILITIES
As hospitals, health systems and integrated delivery networks have continued the shift from volume-to-value based care, and reimbursement payments and models have adapted to support this framework, the decision making process for medical technology purchasing has been irrevocably altered, moving from physician preference to value analysis committees, purchasing departments and C-suite involvement. In order to create sustainable growth, medical device pricing executives must take into account the dynamic decision making process, the increased focus on unit price and the over-riding quality focused considerations in purchasing. Health system and IDN panelists representing the range of decision maker will share current areas of concern in medical device contracting and purchasing, with a focus on ultimately ensuring growth and high quality care delivery.
- Purchasing responsibilities for contract & value analysis teams
- Priorities in negotiating medical device supplier agreements
- Future of IDNs: Goals for IDN and medical device relationships
Jeff Smith, ANGIODYNAMICS
Chuck Kish, CAROLINA’S HEALTHCARE SYSTEM
Colleen Cusick, THE JOHNS HOPKINS HOSPITAL
Justin Klinefelter, SWEDISH COVENANT HOSPITAL
12:00 LUNCHEON FOR ALL PARTICIPANTS
1:15 PANEL: REMAINING COMPETITIVE IN LIGHT OF INCREASED TRANSPARENCY & MULTI-STAKEHOLDER CONSOLIDATION
Consolidation of the medical device customer base, including health systems, IDNs and GPOs has resulted in a reduced number of clients, while at the same time has caused a dramatic increase in price transparency between merged organizations, creating downward price pressure for device manufacturers. Commercial leaders in the device industry must develop creative pricing solutions which ensure a level of pricing consistency which not only satisfies client demands, but at the same time, ensures margins are being maintained internally. While a one-size-fits-all solution isn’t feasible, industry collaboration and discussion surrounding varied approaches to maintaining price consistency in light of heightened levels of price transparency is essential.
- Concerns specific to varied areas of consolidation:
- Hospital & Health Systems
- Integrated Delivery Networks (IDNs)
- Group Purchasing Organizations (GPOs)
- Solutions for overcoming increased price transparency
- Creative strategies for increasing competitiveness
Aaron Sullivan, BAYER
Gabrielle Shields, DELASCO
Dan Toomey, SALTER LABS
2:00 CASE STUDY: ADAPTING COMMERCIAL APPROACHES TO THE CHANGING ROLE OF THE SURGEON, FROM DECISION MAKER TO INFLUENCER
As health systems throughout the US continue to evolve towards value driven decision making, the role of the historical decision maker for medical technologies, the healthcare professional or surgeon, is changing from that of the ultimate decision maker to that of an influencer, who provides medical expertise and guidance on the medical need of the product, but who ultimately does not make the final selection. Forward thinking medical device firms are rapidly adapting to this shift in decision maker, ensuring strategic account and commercial teams are positioning products to the array of decision makers within the healthcare paradigm, from C-suite executives to finance and supply chain teams responsible for contracting and purchasing medical products. A deep dive case study into how one organization remodeled sales processes in order to streamline communication with customers and deliver the appropriate value message to the intended decision maker will provide insights and knowledge for organizations that need to continue to evolve sales and commercial practices.
Aaron Sullivan, Director, Strategic Accounts, BAYER
3:15 BREAKOUT DISCUSSIONS: SALES STRUCTURE WITHIN AN ORGANIZATION BASED ON COMPANY SIZE
Medical device firms rely heavily on the ability and success of sales teams in effectively conveying product value and negotiating contracts with stakeholders, enabling the acquisition of new accounts as well as the expansion of existing client relationships to maintain a high level of market share and revenue generation. The structure of strategic accounts teams within a medical device company influences a number of factors for executives including commission rates, number of accounts and territories overseen, ultimately affecting retention and productivity, as well as growth opportunities for the commercial group. Addressing structures specific to company size will allow attendees an opportunity for peer to peer discussion, reviewing various organizations of commercial teams that enable the greatest opportunities for revenue generation and internal growth.
Jennifer Holmes, HEARTFLOW, INC.
Craig Lochbihler, GRIFOLS
4:00 SALTER LABS: ALIGNING NEW SERVICE OFFERINGS TO COMPLEMENT PRODUCTS
Dan Toomey, Strategic Accounts, SALTER LABS
INTERNAL HIERARCHY PRICING STRATEGIES
4:45 PRICING PRIORITIES FOR COMMERCIAL TEAMS
Steve Pierson, Vice President, Pricing Strategy
4:45 PRICING PRIORITIES FOR STANDALONE PRICING TEAMS
Ken Nicholson, Director of Global Contract Strategy & Pricing
COOK MEDICAL, INC.
5:30 CLOSING REMARKS AND DAY ONE CONCLUSION