Accelerating the ASC Transition and MedTech Commercial Model Imperatives

Monty Sylvan: All right. Good morning, everyone. My name is Monty Sylvan and I am the coordinator for the membership department here at AdvaMed. Today we have a very insightful webinar live for you in partnership with the Alexander Group entitled Accelerating a Transition and MedTech Commercial Model Imperatives. Before we get started, I want to go over a bit of housekeeping. We have a Q&A section that will be at the end. If you have any questions, please ask them in the Q&A section here on Zoom. Today’s webinar and slide deck will be sent out to all registrants within the following week. Please be on the lookout for that. Without further ado, I’d like to introduce our first speaker, Michael White, principal at Alexander Group. Mike, take it away.

Mike White: Thanks, Monty. And thank you to everyone for joining today. We’re excited to talk through the continuing transition to ASCs in outpatient facilities and what it means for your go-to-market models within med tech. As Monty said, I’m Mike White. I’m a principal with the Alexander Group, and I co-lead our med tech practice. We’ll get into a bit more about who the Alexander Group is and then into the content here. But before doing that, Elizabeth, do you want to introduce yourself?

Elizabeth Watson: Yeah. Elizabeth Watson, principal with the Alexander Group, and co-leads the healthcare practice with Mike. But I focus specifically on the marketing side within healthcare. So looking forward to the discussion this hour.

Alison Smith: Hi everyone. Alison Smith. I am a director with the Alexander Group. I sit within the healthcare business and lead marketing and pricing work.

Mike White: So as I outlined, the goal of today’s session is to talk about a bit more detail in data related to the continued transition of procedures to outpatient facilities and specifically ASCs. We’re excited to share, not only publicly available data that you may have seen, but also mix in some provider data on how they’re operating their ASCs and what their influence points are and how they’re thinking about different marketing channels and other elements that relate to the medtech vendors that they decide to work with. So we’ll share an overview of that throughout this session and what it means for your go-to-market model within medtech.

Some quick background on the Alexander Group for those who aren’t familiar with us. We’re a revenue growth management consulting firm. The simple way to think about what we do is we support everything that a commercial leader has under their responsibility. From sales, marketing, talent, pricing, and a number of other subsets within revenue operations and other functional areas underneath the commercial model. The projects that we do boil down to really three overarching objectives. One is that you’re transforming your commercial model. So go-to-market transformation across the commercial organization, or maybe a sales restructure, or maybe an integration that’s led to some sort of a restructured need. The second is improving productivity without a change to your commercial model. So organizations may be in a situation where you say, we’ve gone through a restructure recently, we don’t want the disruption associated with that, but we need to drive more productivity. We see an opportunity to drive more productivity within the commercial organization. So some of the projects that we do there are tied into advanced analytics and targeting and market research and market assessments, marketing, execution type, engagements and revenue ops or CRM type, process-type engagements. And then the third area is enabling talent and that includes sales compensation, sales training, job architecture and talent evaluation. So we just wanted to one, introduce the Alexander Group and who we are, but also provide a little bit more context on the go-to-market implications you’re going to see because this is the type of project work that we do on a regular basis.

We’ve gone through the bio or the introductions, but there’s a page here that you’ll see in the post-read, and I’ve mentioned a bit on the objectives already, but we’ll share market trends. So what’s happening in the market? What are future projections in terms of volumes in other factors? Specific research on from providers. So, provider-based research healthcare provider-based research that indicates how they’re operating their ASCs and in the ways that the individuals who influence medtech decisions. And then we’ll share a little bit more about how we’re how to connect with the Alexander Group from an engagement standpoint.

This page talks about four trends that we’re thinking about within the ASC segment. One, the number of ASCs continues to increase 28% growth over the past four years for this subset of national and regionally operated ASCs. So, organizations like USP have increased their facilities from 310 to 520 facilities. Surgical center affiliates have increased their number of facilities in the last five years by about 100. So there are a number of national and regionally operating organizations that continue to invest and expand in the ASC segment. That’s tied into point number two, where ASCs are expanding their capabilities; the number of new procedures, as you all know, continues to expand. That can be done and performed in an ASC. The data point that we reference is that there were 560 new ASC procedures for 2026 that came through CMS. Both additions, as well as procedures that were moved or removed from the inpatient-only list. ASCs are consolidating, also similar or linked to point number one, related to the large organizations that continue to acquire and expand their ASC facilities. We’re seeing that across the large IDNs and health systems within the US. And then the last piece is related to future growth. So it’s interesting to see the projections that you have over the next five and 10 years around how many procedures will shift to ASCs, as well as what that translates to in terms of revenue. And by some projections, that we’ll get into the ASC revenue, is net patient revenue is projected to grow by more than double, from 44 billion to 103 billion by 2034. That’s obviously a pretty significant increase. And there are really three factors that are driving this and will continue to grow. So one is the fact that we have an aging population in the US, with the number of 65-plus currently at about 58 million, and that’s projected to, over the next 20 years, to get up to about 80 million, which is a significant increase in an aging population where many of the procedures can be done in an outpatient setting. So we’re going to continue to see that just the demand for procedures increase. The second is technology advancements. So medtech companies that you all are a part of continue to invest in us and expand your capabilities from a procedure and therapy standpoint based on the products that you’re producing, which enable more products to be done or more procedures to be done in outpatient settings. A recent example is pulse field ablation has certainly taken off across many of the major players in medtech. And as an example of a procedure that can treat AFib, that can be done in an outpatient setting. Our expectation is we’re going to continue to see more of those types of technology advancements that will allow for better treatment of patient in an outpatient setting. And then the third is financial incentives. So the cost to payers and hospitals, quite frankly, is significantly lower. Or healthcare facilities, is significantly lower in the procedures done in an ASC setting. So the regulatory and payer coverage factors will continue to push procedures to outpatient settings and specifically within ASCs. So we think this is a is certainly an area that medtech companies need to have a plan for because we’re while we’ve seen this transition of out of procedures to outpatient settings over a number of years- 10, 15 years in medtech or in the US- we see an acceleration that we expect to happen here in the coming years. What we’ll get into next is what this means for your go-to-market model within a medtech company. And I’ll toss it over to Elizabeth to speak through a summary of that.

Elizabeth Watson: Great. So as you know, Mike mentioned that medtech companies are actively reshaping their go-to-market models to capture a lot of this change. So there’s five areas that we’re going to dig into in detail in this presentation on where we’re seeing the most movement. So first is really around pricing and bundling. ASCs don’t buy the way hospitals do. So the offering and pricing should reflect that reality. We’re seeing organizations move towards procedure-based and bundled rates. Paired with that clear ROI story, because this is how accounts this is how these accounts think about value. So if your pricing model still looks like your hospital playbook, that’s a gap worth evaluating. And we’ll dig into that in a little more detail here shortly. The second is really around account and buyer targeting. So this is using data and analytics to really think about which accounts and buyers most likely to convert. We heard Mike talk all about how we have this projected procedure. Volume increases can be anywhere from 5 to 25% depending on specialties by 2030. And aggregate ASC revenue is expected to nearly triple from some of our sources that we’re seeing, from about 44 billion to almost 103 billion by 2034. So it’s a major growth factor.

Elizabeth Watson: And even though there’s still a lot of consolidation happening and we’ll talk about that key account strategy shortly. There’s still some; it’s still much more fractured than selling to that traditional hospital space. So we want to ensure that our commercial resources are pointed at the right targets for your solutions to ensure that ROI for your commercial organization. The third is marketing resources, especially because we still consider this more of a fractured space than the acute space. This is where marketing can really play a significant role. One of the things that was really interesting in our ASC research: we asked some of the providers to help us understand where they’re going for information and helping to and help to make decisions. So one of the top things that came away is ASC vendor discovery is peer- and event-driven. So the channel mix should reflect that accordingly. It’s also worth noting that the ownership type matters here as well. So independent physician-owned ASCs lean a bit more heavily on those conferences and peer-to-peer networks than, more of like, a health system-owned or affiliated ones do. So as we think about the channel plan, the segmentation should reflect that.

Mike White: And within that too, I think it’s so important to think through how so not only are you getting an understanding of the size of the market, the ASC market relative to acute, but then within that, what that means for independent versus a bigger chain and then making sure that you’re understanding  because the level of, there’s only so much differentiation and focus that you can put in your commercial model to the level of detail, whether it’s marketing-driven or sales resource investment. And it really needs to be driven, really needs to be dictated by what the growth opportunity is in within each subsegment of the ASC market that we’re speaking about here.

Elizabeth Watson: Yeah, absolutely. The last thing on the marketing side, and we’ll dig into some of the messaging piece, one of the things that came out of our research was just around what the providers are focused on. So operationally, ASCs are most focused on OR turnover time supply cost per case and profitability per case. So something to consider as organizations put together their marketing messaging and content in order to speak directly to those metrics. In terms of that fourth piece, it’s really around the coverage and overall account strategy. And so winning that ASC business increasingly means earning that preferred vendor status, not just closing those individual deals. One of the things that came out of our research was that 84% of decisions are made through more of a collaborative, committee-based process rather than a single decision maker. And for those Multi-location ASCs, 63% of the buying decisions are corporate-influenced, with only about a quarter being made fully at a local level. So it really helps us understand where we should focus that relationship-building effort and almost think about it similarly as like a key account strategy that we do with an IDN, but just a different approach and a different way of speaking with these more consolidated ASCs. And then last but not least it wouldn’t be a webinar without touching on AI a little bit. But one of the pieces that we’re seeing to help drive some of that productivity in that more fractured market is the fact that AI is becoming table stakes, not just a differentiator. So we did some research with some of your peers to understand where that investment sits. And over 64% of medtech companies are already implementing at least four AI use cases. And that’s across sales forecasting, lead scoring and then sentiment analysis. And so looking forward, more than 70% of revenue leaders plan to invest some of their revenue ops budget in AI over the next two years. So we’ll dive deeper into each of those categories as we dig into some of the data.

Mike White: The first supporting data slide here shares the estimate of revenue, projected revenue over the next ten years in the market. And to be clear, this is not an Alexander Group projection or analysis. This is done by the sources noted. But we think it’s really interesting to really interesting growth factor to think about as you’re thinking, as you’re considering what your investments are in your business as well as your commercial organization, because this is a significant change. What we think the implication here is for the commercial model implication is really to get ahead of this. In some cases, it may even be catching up, right? So depending on the procedure that you’re in or the therapy area that you’re in, you may already have a significant shift of a portion of your business within ASC or outpatient setting. And you need to make sure that your commercial strategy is right-sized to that. For those who don’t have a differentiated ASC strategy, this page really shows that you need to kind of get out ahead of this to make sure you do have the right level of investment in the ASC segment. And it’s not just the right level of investment. So as many of you know, the ASC business model is different. From a payer standpoint, from a procedure standpoint, from a financial standpoint, it’s a different business model and your commercial model should align with that. And there’s a number of different areas across the sales organization. The marketing approach that you have the ongoing service support that’s required at the individual facility to really outshine your competitors. And gain share in this space.

Elizabeth Watson: Yeah. And the only thing I’ll add to that, and we’ll talk more about this as we continue on, is what we’re not saying here, and I think sometimes we see this with clients, is to just add a bunch of headcount. I think it’s a lot more nuanced than just adding a bunch more field headcount, which we’ll dig into here in a little bit.

Mike White: Yeah. And it’s this is an allocation. So certainly there are opportunities to invest in a growing market. Let’s assume budgets are neutral, right? The majority of the companies that we work with, it’s not they’re not coming to us saying, hey, we’re going to invest. We’re going to we’re going to double the size of our organization. It’s typically we have some modest investment in how do we, how do we allocate the commercial investment appropriately? And that’s really what we’re getting at here to Elizabeth’s point is it’s not just an increase in a significant increase in headcount. It’s making sure you have your headcount or other investments allocated correctly between the acute and non-acute space.

And to go a little bit deeper into that, we have a breakout from providers. So previously, that was a market study that was done that provided a projection. This data is actually a provider study that AGI conducted to get input from hospital executives and physicians on how many procedures are done today approximately within an ASC and what they expect that to be in 2030. And you can see across all of the specialties here, there’s a few percentage point increase, right? And that can translate to the percentage point ranges from 6 to 14% percentage points. That’s a fairly significant increase in overall volume. It may be 20 to 30% increase depending on the specialty here in terms of the actual volume that they’re projecting. So, we also recognize that all cardiology is not going to be 39% today and 53% in the future. It certainly depends on the specific area and the therapy area that you’re in. So our point here are the go-to-market implication of this is what this looks like for your specific therapy area. And ensure that what you can translate that into a market size. So we know that of our available market in the US, 20% is through outpatient or ASC setting and 80% is acute or is that significantly more in the ASC setting, but you really have to start there to understand the opportunity in the market in those terms and dollar terms to make sure that you’re setting up your commercial strategy correctly. From there, you go forward with determining how much the different levels, the different ways that you invest and allocate resources across outpatient settings and acute settings, recognizing that the roles in the support required is going to be very different in the fragmented ASC setting than it is in the acute space. So when you get to a point where the ASC opportunity is significant enough relative to acute, I would say directionally, when it’s 20% or more right of your total opportunity in the US, you’re really getting to the point where you need to have a separate strategy, not just, for example, one sales rep covering the acute space and the ASCs in the market, right? There’s got to be a different support. And maybe the fact that they have some support or there’s some responsibility for both, but there’s additional support and differentiated support at the ASC setting. But again, I would directionally say that once you get to, one, make sure you know what the size of the ASC market is for your specific products. And then two, once it gets to approximately 20% of your total opportunity, that’s usually when you need to have some sort of a differentiated strategy structure and operating cadence in ASCs versus the acute space.

Alison Smith: And as you’re thinking about how you’re going to make adjustments to your go-to-market model to accommodate this growth that we’re expecting in the shift of procedures to ASC. One thing to keep in consideration, and that’s highly important, is that your pricing model that applies in the acute setting does not necessarily translate directly to ASCs. So there needs to be some tailoring that is done just to make sure that fit is aligned with your ASC customers business models. A few differences just generally in the ASC space that we see operating and capital budgets tend to be quite a bit smaller. Reimbursement rates are often significantly lower and are more commonly by procedure, not by product, which does have a big influence on how they evaluate their contracts and their pricing models.

Mike White: All right. So I think wrapping up on this slide though, there’s we state the implication there, focusing on procedure based bundle procedure based bundles with the quantified uptime story gives you the best opportunity to achieve the preferred vendor status before rate structures hardened. And we continue to see this significant, this increase in overall volumes in order to have that sort of status in place first. As we see the growth that we’re expecting.

Elizabeth Watson: So let’s dig in a little bit more to how ASC is actually find and vet their vendors. So conferences and trade shows actually top the list at 60% with rep outreach close behind at about 59. Peer recommendations then come in at 49% and industry publications at 35%. Meanwhile, those digital-first channels, online search, webinars, LinkedIn, all trail behind and so the takeaway is pretty clear. It’s a trust-driven, relationship-driven buying process, but you still need that strong digital support. So, I am going to talk about some of the caveats there. I don’t necessarily want the takeaway from the slide to say digital is not important. Because this is just reported from the providers and we’ll talk about how you can support some of that relationship-driven buying process with some of that strong digital support. One thing to note to ownership type does shape which channels matter most. So independent assays overindex on those conferences 65% versus 50% for health system affiliated and on peer recommendations, so 55% versus 36. As you’re segmenting your channel strategy, owner ownership type should really be part of that calculus. One important caveat here is this doesn’t mean to go now and sponsor every conference on the calendar. That’s not what our data supports and it’s not a sustainable strategy. And in fact, we do twice a year, a body of marketing research with our medtech clients to understand what their ROI is on certain channels and across-the-board ROI on conferences and trade shows has gone down a bit. And so people are adjusting those strategies, not necessarily, pulling out investment, but reallocating some of that investment in these conferences and trade shows. What that means is really to be much more intentional about where you’re spending your resources and identify a handful of conferences where your target ASC segments actually show up and invest deliberately in those. And so what that means is really securing a real sponsorship presence, not just a booth and prioritizing the KOL engagements. So getting those respected surgeons, physician leaders associated with your brand at those events, and that’s what starts to build the trust this data is pointing to. A logo on a banner is not going to move the needle; a KOL speaking on a panel or hosting a case study session does. And the other thing that we’re seeing some of our clients do that helps to kind of increase the ROI of those conference trade shows is then wrapping around that some first-party sponsored event, whether that’s a dinner, happy hour, something to really, again, kind of make the most out of that investment in that trade show. So it was important for me to mention that, yes, this does top the list of data, but we want to make sure that we’re very intentional about how we think about some of these channels. And then finally, once you’re in front of those accounts, what you say matters as much as where you say it. So, ASCs are judging vendors on turnover time, supply, cost per case and profitability per case. So the content and the messaging at these touchpoints really need to speak directly to the operational and financial performance as well as the clinical outcomes. I want to just emphasize clinical outcomes are and patient experience are still very, very important. But when we think about the ASCs, Alison kind of mentioned some factors earlier about why they also need to hear much more about how your solution is going to impact their operational and financial performance. And so if we think about the ultimate takeaway for your marketing organization, it really should those investments really should go towards that education first content, clinical evidence, case studies, peer testimonials, in-person demos built for these channels that we’re talking about here, and tailored by that ownership type and then using that content to fill in some of the, some of those digital gaps as well, so that we’re driving awareness, across kind of, in-person and online. Really then, kind of what that means as well for some of the marketing investment is thinking about what is that content strategy within your organization? Anything else? Alison and Mike to add to that marketing piece?

Mike White:  Yeah, one thing from my side, I think the level of the messaging and the focus on financial, operational and clinical outcomes certainly depends on the products that you’re selling. Right? And so that’s the we have examples in the robotics space where we spoke with a VP of supply chain for a health system a few months back, who explained how they were consolidating vendors from  five to down to about three. And what they were doing in that regard in the orthopedic space was looking at specifically, not only the robotic platform they’re using, but the broader procedure time across operating time. Readmission rates and a number of other factors, company by company as a way to inform which direction they were heading in terms of who they consolidated with. So on the higher-acuity end, those clinical outcomes and even the operating efficiency or the operating time, procedure time is a mix of kind of operating efficiency and clinical outcome. But those matter certainly more depending on the, in the higher-acuity spaces. The financial and operational metrics are a bit more in the lower-acuity type products. So obviously has to be fine-tuned depending on the products and the space that you’re in.

Elizabeth Watson: Yeah.

Alison Smith: And I’ll just add a couple things here as well. So one, Elizabeth already mentioned just the importance of those events that take place at conferences, but outside of the conference floor. And this is just an area where we see companies engage really well and that 1 to 1 interaction where an A s partner has the opportunity to understand your business, to form that personal connection, to ask their questions. But really, the purpose there is to drive this sense of partnership and show them that you have the capabilities internally to continue to support them, not just with your specific product or service, but how the sort of breadth of your offering, the breadth of your team supports multiple aspects of their business. And so that may be the efficiency. It may be staff training, it may be their ability to track their metrics and improve their performance. But whatever it may be, as we see this move towards consolidation of vendors, it’s really important that your marketing messaging ties together this broader ROI value story. So, as you’re thinking about how you get in front of them, where you get in front of them, peer-to-peer is very important, but face-to-face definitely is a strong opportunity.

Elizabeth Watson: Yeah. And I think the last thing just surround this out is I oftentimes, and this has really been transitioning over the past couple of years where we’re starting to see our, our medtech clients view marketing as a true partner versus just creating content for sellers and, generating leads. This is really where marketing will shine in the ASC space because the more that we can get the messaging out before our sales reps are entering the door or going to a conference. The higher that ROI is going to be to your commercial organization, especially in this fragmented space. So marketing oftentimes becomes something that people think about after the sales organization. And I’d really push everybody here to think about marketing equally as important to the sales organization when putting together your strategy.

Mike White: And then there was the last thing on this page. There was a question in the chat about the rep outreach and how much is virtual versus in person? We don’t unfortunately, we don’t have the breakdown here based on the results from the survey. But I would, based on our experience, I would estimate that a majority of this is some sort of virtual outreach. A majority of the 64 or 53% you see is tied into some form of virtual outreach. Versus in person outreach. We have a few data points here that discuss how or provide insight into how they, how providers, are thinking about the decision when determining which meant medtech. Medtech vendor to partner with on a, in a specific area. A couple things to me that were pretty interesting and I was surprised to see how how significant the data came back and the collaborative or committee-based approach is on this left-hand side where you see 84% say they buy. Collaboratively. So, we have a significant number of ASCs in the US depending on the specialty and the breakdown. You’re looking at about 6000 ASCs or more in the US. Within that, it’s in the volume is low. But what this is showing is or reinforcing that so many of the decisions that they make are collaborative or committee-based. And we would also assume that within this, we’re talking about multi-facility or multi-site that they’re making decisions on behalf of, which ties into the second point. That is 56% of large ASCs have consolidated vendors in the past two years or so as they’re thinking about large ASCs that we’ve defined as four-plus sites, they’re making committee-based decisions on how to consolidate vendors across all of their sites. And then the last point is here is on 74%, or about 74% of multi-site decisions carry corporate involvement. So another data point to reinforce the idea that so much of the decision that’s being made is not being made at the individual facility. The takeaway from this is that those who have kind of a leading practice in the medtech space, leading practice commercial models have the right balance of key account approach or approach that’s focused on the corporate level decision from an influence standpoint, balanced with the service and support that’s needed at the individual site, as with all of our statements here, certainly depends on the product or the therapy area that you’re in. But largely, if you look across medtech, it’s not just you’re not winning by going site to site, ASC to ASC in person or in virtual even more through marketing channels. It’s that plus. But the primary decision point, the entry point is at the corporate level. And you need to have the right service and support resources to service and provide ongoing account management at the individual facilities.

Elizabeth Watson: Yeah. And the other thing too, to think about in that key account strategy is that that might look a little bit different whether you’re going to IDN-owned ASCs or outpatients or PE-backed or more of like the corporate ownership structure. So really being thoughtful about what that looks like in terms of messaging and approach and contracting when you have different types of ownership models. So just last thing to kind of add to that key account piece.

Mike White: Yeah, absolutely. And then thinking back to an earlier point. So  the independent ASCs, while they’re not going to make these committee-based decisions, multi-site divisions because decisions because they’re independent. Are they big enough part of the market that requires enough attention from you to create a specialized strategy? Right. So knowing that they’re just in total aggregate volume, they’re going to be a smaller percentage of the overall ASC market. So you have to decide, you have to determine for your organization, your set of products. Is that is it a big enough opportunity that they one, they do make decisions differently, right? The independent-owned versus the health system facility-owned. And but are they a big enough growth opportunity that requires a specialized strategy or approach from a sales and marketing standpoint on AI?

And this data that you’re seeing now here we’ve come from a couple of different sources of data. We talked about provider data, we talked about market data, estimating the size of the market. This is actually from a company, this is company data, like medtech company and other related healthcare industries. And it’s around how AI is moving from the edge, the periphery to the core of your commercial model. What you see here is how many companies are utilizing AI across the channels, or the applications on the left-hand side. So certainly content marketing content generation, of course. And the emergence of AI chatbots and virtual assistants, but I think the, the other, the other interesting or maybe a little bit more leading edge in this regard is things like lead scoring and qualification and what we’re doing from a market research standpoint and competitive Intel utilizing AI. So you can see, based on the numbers, that you were getting to a point where a significant population is utilizing AI in this, in this way. And we think that this has such an opportunity because of the fragmented nature of the market; you have such an opportunity to utilize AI through the applications that we’re seeing here to drive greater data intelligence and overall commercial model efficiency in the ASC segment.

Elizabeth Watson: In one of the things that we’re seeing when we think about how this might also translate to your orgs, and I’ll stick with the marketing side, since content generation is top of the list. What we’re seeing is it doesn’t necessarily translate to less headcount at this point. It’s just people are still reporting that they’re going to hire content specialists, but the, the profile looks a little bit different. And so they’re looking for those content strategists or content headcount that’s going to be able to utilize AI and the tools in order to create more content at scale, differentiate the messaging in this case for ID-owned or versus independent-owned ASCs. In order to just do that at scale, using AI as a tool, not necessarily replacing our folks or hiring headcount. That’s going to be able to help optimize the AEO and GEO strategy. So certainly more of a productivity-increasing tool versus a this is replacing a ton of headcount at this point in the research.

Alison Smith: And another thing I’ll add in from a couple of recent engagements that’s very, very compelling from the marketing perspective is not only how are you using AI for the marketing content, but how are you using AI to really bolster your pipeline? And so as you’re thinking about, right from the marketing perspective, who you’re engaging with, how are you managing the timeline so that you’re engaging them when they are most likely to make that first purchase, make that commitment in their process and then have it aligned directly to those intent indicators in a timely manner with the right specific targeting. So there’s a lot of opportunities to sort of automate that generating pipeline, understanding where and how to reach them and then pulling in the right cues to start that engagement before you make that hand-off further down in your process to sales.

Mike White: One maybe final point on AI. It’s an article in the Wall Street Journal from a couple of weeks ago that’s cross-industry, but I think applies here. And they asked 15 economists a number of series of questions, but would AI in aggregate replace jobs, help jobs or, stay neutral. Of the 15, only two said it would have a net reduction in jobs. And that’s across industries and across applications that I think are more susceptible to be directly replaced. I think that applies here too, where it’s not necessarily the expectation with these types of tools or applications of AI in the commercial with commercial organizations or in the commercial model, to Elizabeth’s point. It won’t replace jobs, but it should make the organization significantly more productive.

So this page just summarizes a lot much of what we talked about, what does this really mean for your growth strategy? The first point is when the enterprise buyer, not the single site, so while it’s a fragmented base of sites and facilities, there are a significant number of committee-based decisions and corporate-influenced decisions within the ASC market. And you have to have your effectively your key account strategy as well as your marketing engagement channels aligned to that buying influence related to this second point around aiming investment with data and trusted channels. So, ensuring that you have the appropriate level of peer advocacy spend. And,  you understand the segments that you have the highest propensity to win. There’s so much that you can do with AI and advanced analytics at this point to have a better understanding about where you can win the profile of types of facilities or accounts. You have a better chance to win than others. You really have to have that defined and then invest your aim, your investment at those specific areas or segments. The anchor, the consolidators before access narrows. So continuing to ensure that you get ahead of the curve here as we expect to see more consolidation. We’ve seen a significant amount of consolidation and we’d expect to see more consolidation in the future. And then committing the just overall growth or the committing capacity before we see the overall growth continue. There will be a part of this. I don’t necessarily think that you have to get you have to over invest or invest ahead of the curve, but you do have to have the right scalable strategy ahead of the curve. So the scalable strategy where the differentiated level of investment or the types of resource marketing and sales and marketing resources that you need within this space so that you can scale it up quickly. That’s, I think, our perspective here is it doesn’t require overinvestment right now, but you do have to have that strategy in place that you can begin to scale as you’re monitoring the amount of volume that goes through as versus the acute space. And then the last point is compete on margin, not just volume, ensuring that you have the right approaches in place that enable you to meet the operational efficiency metrics or objectives of healthcare facilities.

The last page we’ll leave you with is how to engage with AGI. So for those who don’t know us, as I mentioned, we focus on everything under the commercial model. And that’s where we, that’s where we specialize as a firm. This page just lists out some example engagements, common engagements that companies or common needs that med tech companies come to us with. And there’s a brief case study or example of how we help support them and they map to the transformation, transforming the commercial model or restructure, as well as improving productivity without some sort of restructure. And then the last piece being enabling talent. So keep us in mind as you have needs for outside support within the commercial organization. And here are a few examples of common needs that companies reach out to us with. With that, we will close the session today. Thank you all for attending. We hope you found it valuable. And  we’ll send out, Monty has noted, that you’ll get the information to all the information here following the session.