business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
The document describes an off-grid tech solution called Eye-Dentify that aims to make patient tracking and data collection more accurate and efficient during medical outreach campaigns to optimize patient care. It consists of (1) a $5-12 patient bracelet that identifies and tracks patients, storing and transferring their data between stations and (2) a digitized patient record accessed on a portable device. The solution aims to address inefficiencies in paper-based systems like lost records and time spent re-collecting data. It seeks funding and partnerships to pilot the solution and further test its value proposition and business model.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
The document summarizes Team Diffusion, which is working on prevention and mitigation of head and neck injuries from falls through wearable sensor technology. The team consists of 5 members with biomedical engineering and medical backgrounds. They have conducted 48 interviews to date from various stakeholders including patients, nurses, doctors, and construction safety managers. Their business model canvas outlines key partners, activities, and revenue streams around developing sensor technology to detect falls in elderly patients both in nursing homes and at home to improve response times and prevent injuries. Their minimum viable product focuses on nursing homes, using adhesive skin sensors to monitor patient activity and detect impending falls to alert staff in real time. Their market size analysis estimates a potential $1.9 billion market in the
- The document outlines the initial idea, team, target market size, and interviews conducted for a startup aiming to help oncologists select personalized breast cancer therapies using PET/X technology.
- Over 10 weeks of interviews with 106 participants, the team validated the product-market fit, identified customer segments, and developed initial marketing and financial models.
- Next steps include completing an MVP, partnering with clinical sites, collecting quality data, and submitting a Phase II proposal to further validate the technology and business models.
This document discusses medical device customer segments. It notes that medical device markets are often multi-sided, involving patients, physicians, hospitals/practices, payors, and regulators. It emphasizes the importance of understanding reimbursement and following the money to identify who the real customers are in a given market. The document provides an overview of physicians, patients, hospitals, and medical device companies as potential customer segments and discusses their key pains and gains. It also outlines different types of medical device markets and what they typically mean for startups versus large acquirers.
CREmedical aims to bring EEG technology into the 21st century with a new platform. They initially planned to manufacture, sell, and service a new EEG front-end product. However, after talking to various medical professionals, they realized a larger market opportunity in providing disposable sterile sensors for EEGs used in operating rooms. This pivot increased their projected gross revenue to $163 million annually with a 21% margin by year 10. They now plan to finalize partnerships and FDA approval to bring their scalable platform technology to market in operating rooms and pursue new treatment opportunities.
This document provides an overview of topics discussed at the UCSF Lean LaunchPad For Life Sciences on October 8, 2013, including customer segmentation, value propositions, fitting diagnostics into the business model canvas, and defining customers. It discusses defining customer archetypes and segments. Regulation of in vitro diagnostic products by the FDA and other agencies is briefly outlined. It stresses that regulators and reimbursement entities should be considered part of the customer ecosystem. Next steps outlined are standard topics from the syllabus plus overviews of the diagnostic ecosystem, regulations, and reimbursement.
The document describes an off-grid tech solution called Eye-Dentify that aims to make patient tracking and data collection more accurate and efficient during medical outreach campaigns to optimize patient care. It consists of (1) a $5-12 patient bracelet that identifies and tracks patients, storing and transferring their data between stations and (2) a digitized patient record accessed on a portable device. The solution aims to address inefficiencies in paper-based systems like lost records and time spent re-collecting data. It seeks funding and partnerships to pilot the solution and further test its value proposition and business model.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
The document summarizes Team Diffusion, which is working on prevention and mitigation of head and neck injuries from falls through wearable sensor technology. The team consists of 5 members with biomedical engineering and medical backgrounds. They have conducted 48 interviews to date from various stakeholders including patients, nurses, doctors, and construction safety managers. Their business model canvas outlines key partners, activities, and revenue streams around developing sensor technology to detect falls in elderly patients both in nursing homes and at home to improve response times and prevent injuries. Their minimum viable product focuses on nursing homes, using adhesive skin sensors to monitor patient activity and detect impending falls to alert staff in real time. Their market size analysis estimates a potential $1.9 billion market in the
- The document outlines the initial idea, team, target market size, and interviews conducted for a startup aiming to help oncologists select personalized breast cancer therapies using PET/X technology.
- Over 10 weeks of interviews with 106 participants, the team validated the product-market fit, identified customer segments, and developed initial marketing and financial models.
- Next steps include completing an MVP, partnering with clinical sites, collecting quality data, and submitting a Phase II proposal to further validate the technology and business models.
This document discusses medical device customer segments. It notes that medical device markets are often multi-sided, involving patients, physicians, hospitals/practices, payors, and regulators. It emphasizes the importance of understanding reimbursement and following the money to identify who the real customers are in a given market. The document provides an overview of physicians, patients, hospitals, and medical device companies as potential customer segments and discusses their key pains and gains. It also outlines different types of medical device markets and what they typically mean for startups versus large acquirers.
CREmedical aims to bring EEG technology into the 21st century with a new platform. They initially planned to manufacture, sell, and service a new EEG front-end product. However, after talking to various medical professionals, they realized a larger market opportunity in providing disposable sterile sensors for EEGs used in operating rooms. This pivot increased their projected gross revenue to $163 million annually with a 21% margin by year 10. They now plan to finalize partnerships and FDA approval to bring their scalable platform technology to market in operating rooms and pursue new treatment opportunities.
This document provides an overview of topics discussed at the UCSF Lean LaunchPad For Life Sciences on October 8, 2013, including customer segmentation, value propositions, fitting diagnostics into the business model canvas, and defining customers. It discusses defining customer archetypes and segments. Regulation of in vitro diagnostic products by the FDA and other agencies is briefly outlined. It stresses that regulators and reimbursement entities should be considered part of the customer ecosystem. Next steps outlined are standard topics from the syllabus plus overviews of the diagnostic ecosystem, regulations, and reimbursement.
This document outlines a Lean Launchpad journey exploring opportunities for computer vision and AI in agriculture. It describes interviews conducted with specialty crop farmers to understand their needs. Two opportunities emerged: crop counting to help berry and grape growers optimize pricing, and precision weeding for corn and soy farms using an autonomous robot. The document discusses developing prototypes, testing hypotheses, potential business models and markets. It highlights favorable feedback received from farmers interested in both opportunities.
This document discusses value propositions for medical device startups. It emphasizes that a compelling clinical need that dramatically improves patient outcomes is necessary to discover a viable business model. Value propositions depend on whether the goal is to make the company acquirable or to achieve sustainable independent growth. Claims of cost reduction must be definitively proven with long-term studies, as payors demand lower costs while existing companies aim to maintain prices and margins. Different stakeholders view value propositions differently. Gains involve enabling new therapies, pains involve reducing adverse effects, and features involve usability.
This document discusses medical device markets and channels. It notes that medical devices generally require physical delivery and direct sales to hospitals, physicians, or patients. Some exceptions include software-based products. It also discusses that building sales and marketing infrastructure for medical devices is very expensive. As alternatives, it suggests targeting key customers of larger companies or pricing based on clinical viability rather than revenue to attract acquirers. Finally, it mentions that medical device gross margins impact the viable distribution methods and exit opportunities.
This document discusses Diagnosly, a platform that allows consumers to diagnose their health from anywhere using automated and optional 24/7 support. It conducted interviews with various stakeholders including patients, providers, payers, manufacturers, and experts. The platform aims to provide convenience, reduce costs for uninsured/high deductible plans, and improve patient outcomes. It discusses partnerships with pharmacies, medical device companies, payers, online health services, physicians, and independent representatives. A sample patient journey highlights how Diagnosly could reduce wait times and visits to the doctor's office by enabling at-home diagnosis and monitoring.
The document summarizes the findings from an investigation into developing a smart home monitoring system to help families care for loved ones with dementia. Over 12 weeks, the team conducted interviews and built prototypes to understand customer needs. They initially focused on too many use cases, but learned safety monitoring was key. The team identified the target customer as adult children caring for mildly moderate stage parents from a distance. Moving forward, the team plans pilot studies and partnerships to validate the product and business model.
This document discusses the importance of value propositions for startups participating in the Lean Launchpad process. It emphasizes that value propositions should specify clear criteria for success, benchmarks against alternatives, and milestones backed by testable data in order to secure funding and displace competitors. Participants are advised to conduct customer interviews to validate their value propositions and product-market fit within the first few weeks.
UCSF Life Sciences Week 1 digital health - Value PropositionStanford University
The document summarizes a presentation on digital health value propositions. It discusses how digital health can help address rising healthcare costs, defines digital health as software combined with healthcare, and notes the venture potential of fast failure, low capital needs, and scalability alongside regulatory challenges. Key customers for digital health include consumers, employers, insurers and government, providers, and medical producers. The presentation emphasizes testing value propositions with minimum viable products and customer interviews to determine product-market fit within 10-20 weeks.
UCSF Life Sciences Week 2 Therapeutics: Customer SegmentsStanford University
This document discusses customer segments and value propositions for digital health startups. It provides an agenda for a workshop on October 1, 2013 at the UCSF Entrepreneurship Center led by Abhas Gupta from Mohr Davidow Ventures. The workshop will cover identifying customer segments, understanding their needs and pains, and developing value propositions to address these issues. It will also discuss revenue models and avoiding common mistakes in talking to potential customers.
This document provides an overview of a Lean LaunchPad cohort focused on diagnostics. It discusses how the definition and nature of diagnostics has changed with advances in biology and technology. Diagnostics can now detect changes over time, stratify conditions, and predict outcomes. Value propositions are more complex with varied testing approaches for medical, consumer, and industrial uses. Business models in diagnostics are also changing, with large companies focusing on established markets and smaller companies pursuing niche technologies. The document outlines challenges specific to diagnostics like regulation, reimbursement, and multisided healthcare markets. It emphasizes generating hypotheses from market insights rather than just technical insights to create customer value.
UCSF Life Sciences Week 2 digital health - Customer SementsStanford University
This document summarizes key customer segments in the digital health market based on a Lean Launchpad presentation. It identifies various types of customers including consumers, employers, insurers and government, providers, and producers. For each segment, it describes relevant subsegments and considerations for targeting them. The presentation emphasizes the importance of identifying the niche customer with the most critical need and building an MVP to address that specific need and achieve tight product-market fit.
This document discusses classic revenue models and pricing considerations for medical device startups. It covers sale of products, per procedure fees, rental models, and licensing. Recurring revenue models using razors and razor blades are favored by acquirers. Pricing should be based on customer value rather than costs. Market type and size affect pricing strategy, which must be diagrammed along with revenue streams. Key financial metrics include cash to reach milestones, break-even, exit and gross margin.
Earlyvangelists and the Metrics that Matter in HealthcareOrthogonal
Earlyvangelists are a special breed of customer that are a combination of early adopter and internal evangelist. They are critical to a startup success because they first buy the vision and then the product, and spread the news of the product. They are even more important in healthcare, a complex and risk averse sector of the economy where change and innovation can be very challenging.
Learn how to identify and find earlyvangelists and how to engage with them, what metrics they care about and how they can help you get the metrics that you need for the rest of the market.
UCSF Life Sciences: Week 7 Devices Resources, Activities and CostsStanford University
This document discusses critical resources, activities, and costs for medical device startups. It identifies physical, intangible, human, and financial resources needed. Key activities include generating data through clinical trials to demonstrate safety and efficacy, obtaining FDA regulatory approval, and achieving reimbursement. Costs include fixed costs like capital and overhead as well as variable costs during revenue generation. Unit economics and metrics like cash to milestones are important measures. Intellectual property is also a core asset that requires careful development and protection to support commercialization efforts.
This document provides an overview of the challenges facing life science startups in therapeutics, diagnostics, medical devices, and digital health. It discusses the increasing costs and regulatory hurdles of drug and device development, including higher clinical trial standards and FDA scrutiny. This has led to declining venture capital investment in life sciences as startups face greater challenges in achieving approval and profitability. The author proposes testing a Lean LaunchPad approach to help life science startups commercialize research more efficiently and reverse negative industry trends.
QoC Health - Hacking Health presentation - Sarah SharpeJenna Blumenthal
QoC Health is a mobile technology company that develops patient engagement solutions to address healthcare challenges like high readmission rates and costs. Their solutions engage patients through the transition from hospital to home using mobile monitoring designed with patient input. QoC Health's platform connects the circle of care including patients, providers, and caregivers to securely share health information and continuous feedback.
Ventripoint has become an industry leader in the application of AI (artificial intelligence) to echocardiography. Ventripoint's VMS products are powered by its proprietary KBR technology, which is the result of a decade of development and provides accurate volumetric cardiac measurements equivalent to MRI. This affordable, gold-standard alternative allows cardiologists greater confidence in the management of their patients. Providing better care to patients serves as a springboard and basic standard for all of Ventripoint's products that guide the company's future developments. In addition, VMS+ is versatile and can be used with all ultrasound systems from any vendor supported by regulatory market approvals in the United States, Europe and Canada.
Ventripoint has become an industry leader in the application of artificial intelligence to echocardiography. Ventripoint's VMS products are powered by its proprietary KBR technology, which is the result of a decade of development and provides accurate volumetric cardiac measurements equivalent to MRI. This affordable, gold-standard alternative allows cardiologists greater confidence in the management of their patients. Providing better care to patients serves as a springboard and basic standard for all of Ventripoint's products that guide the company's future developments. In addition, VMS+ is versatile and can be used with all ultrasound systems from any vendor supported by regulatory market approvals in the United States, Europe and Canada.
This document outlines a Lean Launchpad journey exploring opportunities for computer vision and AI in agriculture. It describes interviews conducted with specialty crop farmers to understand their needs. Two opportunities emerged: crop counting to help berry and grape growers optimize pricing, and precision weeding for corn and soy farms using an autonomous robot. The document discusses developing prototypes, testing hypotheses, potential business models and markets. It highlights favorable feedback received from farmers interested in both opportunities.
This document discusses value propositions for medical device startups. It emphasizes that a compelling clinical need that dramatically improves patient outcomes is necessary to discover a viable business model. Value propositions depend on whether the goal is to make the company acquirable or to achieve sustainable independent growth. Claims of cost reduction must be definitively proven with long-term studies, as payors demand lower costs while existing companies aim to maintain prices and margins. Different stakeholders view value propositions differently. Gains involve enabling new therapies, pains involve reducing adverse effects, and features involve usability.
This document discusses medical device markets and channels. It notes that medical devices generally require physical delivery and direct sales to hospitals, physicians, or patients. Some exceptions include software-based products. It also discusses that building sales and marketing infrastructure for medical devices is very expensive. As alternatives, it suggests targeting key customers of larger companies or pricing based on clinical viability rather than revenue to attract acquirers. Finally, it mentions that medical device gross margins impact the viable distribution methods and exit opportunities.
This document discusses Diagnosly, a platform that allows consumers to diagnose their health from anywhere using automated and optional 24/7 support. It conducted interviews with various stakeholders including patients, providers, payers, manufacturers, and experts. The platform aims to provide convenience, reduce costs for uninsured/high deductible plans, and improve patient outcomes. It discusses partnerships with pharmacies, medical device companies, payers, online health services, physicians, and independent representatives. A sample patient journey highlights how Diagnosly could reduce wait times and visits to the doctor's office by enabling at-home diagnosis and monitoring.
The document summarizes the findings from an investigation into developing a smart home monitoring system to help families care for loved ones with dementia. Over 12 weeks, the team conducted interviews and built prototypes to understand customer needs. They initially focused on too many use cases, but learned safety monitoring was key. The team identified the target customer as adult children caring for mildly moderate stage parents from a distance. Moving forward, the team plans pilot studies and partnerships to validate the product and business model.
This document discusses the importance of value propositions for startups participating in the Lean Launchpad process. It emphasizes that value propositions should specify clear criteria for success, benchmarks against alternatives, and milestones backed by testable data in order to secure funding and displace competitors. Participants are advised to conduct customer interviews to validate their value propositions and product-market fit within the first few weeks.
UCSF Life Sciences Week 1 digital health - Value PropositionStanford University
The document summarizes a presentation on digital health value propositions. It discusses how digital health can help address rising healthcare costs, defines digital health as software combined with healthcare, and notes the venture potential of fast failure, low capital needs, and scalability alongside regulatory challenges. Key customers for digital health include consumers, employers, insurers and government, providers, and medical producers. The presentation emphasizes testing value propositions with minimum viable products and customer interviews to determine product-market fit within 10-20 weeks.
UCSF Life Sciences Week 2 Therapeutics: Customer SegmentsStanford University
This document discusses customer segments and value propositions for digital health startups. It provides an agenda for a workshop on October 1, 2013 at the UCSF Entrepreneurship Center led by Abhas Gupta from Mohr Davidow Ventures. The workshop will cover identifying customer segments, understanding their needs and pains, and developing value propositions to address these issues. It will also discuss revenue models and avoiding common mistakes in talking to potential customers.
This document provides an overview of a Lean LaunchPad cohort focused on diagnostics. It discusses how the definition and nature of diagnostics has changed with advances in biology and technology. Diagnostics can now detect changes over time, stratify conditions, and predict outcomes. Value propositions are more complex with varied testing approaches for medical, consumer, and industrial uses. Business models in diagnostics are also changing, with large companies focusing on established markets and smaller companies pursuing niche technologies. The document outlines challenges specific to diagnostics like regulation, reimbursement, and multisided healthcare markets. It emphasizes generating hypotheses from market insights rather than just technical insights to create customer value.
UCSF Life Sciences Week 2 digital health - Customer SementsStanford University
This document summarizes key customer segments in the digital health market based on a Lean Launchpad presentation. It identifies various types of customers including consumers, employers, insurers and government, providers, and producers. For each segment, it describes relevant subsegments and considerations for targeting them. The presentation emphasizes the importance of identifying the niche customer with the most critical need and building an MVP to address that specific need and achieve tight product-market fit.
This document discusses classic revenue models and pricing considerations for medical device startups. It covers sale of products, per procedure fees, rental models, and licensing. Recurring revenue models using razors and razor blades are favored by acquirers. Pricing should be based on customer value rather than costs. Market type and size affect pricing strategy, which must be diagrammed along with revenue streams. Key financial metrics include cash to reach milestones, break-even, exit and gross margin.
Earlyvangelists and the Metrics that Matter in HealthcareOrthogonal
Earlyvangelists are a special breed of customer that are a combination of early adopter and internal evangelist. They are critical to a startup success because they first buy the vision and then the product, and spread the news of the product. They are even more important in healthcare, a complex and risk averse sector of the economy where change and innovation can be very challenging.
Learn how to identify and find earlyvangelists and how to engage with them, what metrics they care about and how they can help you get the metrics that you need for the rest of the market.
UCSF Life Sciences: Week 7 Devices Resources, Activities and CostsStanford University
This document discusses critical resources, activities, and costs for medical device startups. It identifies physical, intangible, human, and financial resources needed. Key activities include generating data through clinical trials to demonstrate safety and efficacy, obtaining FDA regulatory approval, and achieving reimbursement. Costs include fixed costs like capital and overhead as well as variable costs during revenue generation. Unit economics and metrics like cash to milestones are important measures. Intellectual property is also a core asset that requires careful development and protection to support commercialization efforts.
This document provides an overview of the challenges facing life science startups in therapeutics, diagnostics, medical devices, and digital health. It discusses the increasing costs and regulatory hurdles of drug and device development, including higher clinical trial standards and FDA scrutiny. This has led to declining venture capital investment in life sciences as startups face greater challenges in achieving approval and profitability. The author proposes testing a Lean LaunchPad approach to help life science startups commercialize research more efficiently and reverse negative industry trends.
QoC Health - Hacking Health presentation - Sarah SharpeJenna Blumenthal
QoC Health is a mobile technology company that develops patient engagement solutions to address healthcare challenges like high readmission rates and costs. Their solutions engage patients through the transition from hospital to home using mobile monitoring designed with patient input. QoC Health's platform connects the circle of care including patients, providers, and caregivers to securely share health information and continuous feedback.
Ventripoint has become an industry leader in the application of AI (artificial intelligence) to echocardiography. Ventripoint's VMS products are powered by its proprietary KBR technology, which is the result of a decade of development and provides accurate volumetric cardiac measurements equivalent to MRI. This affordable, gold-standard alternative allows cardiologists greater confidence in the management of their patients. Providing better care to patients serves as a springboard and basic standard for all of Ventripoint's products that guide the company's future developments. In addition, VMS+ is versatile and can be used with all ultrasound systems from any vendor supported by regulatory market approvals in the United States, Europe and Canada.
Ventripoint has become an industry leader in the application of artificial intelligence to echocardiography. Ventripoint's VMS products are powered by its proprietary KBR technology, which is the result of a decade of development and provides accurate volumetric cardiac measurements equivalent to MRI. This affordable, gold-standard alternative allows cardiologists greater confidence in the management of their patients. Providing better care to patients serves as a springboard and basic standard for all of Ventripoint's products that guide the company's future developments. In addition, VMS+ is versatile and can be used with all ultrasound systems from any vendor supported by regulatory market approvals in the United States, Europe and Canada.
The document summarizes the progress of Team 21's bio-hybrid vascular graft project. It describes initial market research identifying unmet needs for small diameter vascular grafts. Through customer interviews, the team refined their target markets from coronary artery disease grafts to prioritizing peripheral artery disease grafts. Key lessons included identifying referring physicians as important influencers and pursuing CE mark in the EU followed by FDA approval. The team ended their canvas update at a higher level of investment readiness and prepared to apply for further STTR funding.
The document discusses an implantable drug infusion pump system with remote physician control being developed by Fluid Synchrony. It summarizes interviews conducted with physicians, patients, partners and others to understand clinical needs and market opportunities. Key findings included the potential for easier surgeries, personalized pain relief, and improved patient care through integration with electronic health records. The document also outlines Fluid Synchrony's plans to pursue FDA approval and clinical trials to bring the product to market across multiple indications like chronic pain and cancer pain management.
1) Narvitas Medical Devices develops, patents, manufactures and sells proprietary medical devices across 3 initial platforms leveraging a core technology.
2) The management team includes co-founders with experience at large medical device companies and a hospital.
3) The company is developing a new modality called LapDome to improve laparoscopic surgery by providing a safer alternative to the standard Veress needle technique for pneumoperitoneum.
4) Narvitas is working with engineering design firms to develop initial devices and has filed for intellectual property protection.
Medvantage International has acquired rights to a new vascular coupling device called CUVASLAR that represents an alternative to manual suturing for connecting arteries and veins. The device is expected to reduce surgical time, minimize errors from suturing, and improve patient outcomes. Medvantage plans to submit the device for FDA approval over the next year and market it to the 340,000 microsurgery procedures performed annually in the US.
World’s first one wrist ecg band and other revolutionary products from Europe’s fastest growing biotech company in $142b market investment opportunity with 28x return in 3 years
The healthcare industry is being disrupted by technology and a shift to greater patient / individual empowerment. This represents a formidable opportunity for healthcare in Asia. What catalyst role could / should strategics play in Asia healthcare innovation and how?
Cytori Therapeutics is a leader in cell therapy with 57 issued patents and 75 pending. Their Celution device is approved in the EU for tissue ischemia and wounds. The company is conducting a US trial called ATHENA to assess the safety and feasibility of using adipose-derived regenerative cells to treat refractory heart failure. Cytori is also partnering with BARDA to develop their next generation Celution system and conduct proof-of-concept studies for burn treatments. Cytori aims to accelerate revenue growth and achieve profitability through expanding commercial sales and translational medicine programs.
March 5, 2015 PoCDx Seminar - Wallace White, Stratos - Development of the Pan...BerkeleyPoCDx
The document discusses the development of the PanDx integrated diagnostic platform by UC Berkeley. It provides an overview of the project, which aims to create a portable diagnostic device that can quickly diagnose diseases like HIV, TB, and malaria using different sample types in resource-limited settings. The device is being designed to be affordable, reliable, and able to function in areas with limited electricity. Updates are provided on the development progress, including demonstration cartridges being tested for tuberculosis, HIV p24 antigen, and ALT clinical chemistry assays. The goal is to have fully functional breadboard prototypes and performance data from hundreds of demonstration cartridge tests in multiple assays by the end of the current development phase in September 2015.
Introducing VarSeq Dx as a Medical Device in the European UnionGolden Helix
A transition period regarding in vitro medical device (IVD) regulation in the European Union (EU) is upon us. The former IVDD regulations are phasing out and IVDR 2017/746 has already taken its place as the acting regulation for IVD manufacturers but also lab developed tests (LDTs) and health institutions. In our upcoming webcast we will talk about the roles and significance of IVDR and ISO 13485 certification for clinical labs and for Golden Helix as a medical device manufacturer.
Join us as we will introduce VarSeq 2.6.1 complete with Dx Mode, which offers the use of VarSeq as CE marked medical device. Even more we will also present strategies to facilitate the transition of Golden Helix customers to operate in accordance with IVDR.
Vivos Inc. is developing RadioGel, a next-generation radiopharmaceutical device to treat cancer. The company plans to generate near-term revenue from veterinary clinics and international licensing while pursuing FDA approval for multiple human cancer indications. RadioGel consists of yttrium-90 phosphate particles delivered via a hydrogel vehicle that solidifies at body temperature. Vivos expects to begin sales to private veterinary clinics in 2018 and obtain international licensing revenue. The company is led by an experienced management team and advised by world-class medical and scientific boards regarding FDA approval and expanding RadioGel's applications to additional cancer types.
RAD Technology provides modular healthcare technology solutions that can quickly unlock opportunities for cancer treatment centers. Their patented fluid connection and removable core technologies allow for proven, innovative vaults and facilities to be assembled in as little as 115 days. This expedites patient access to new therapies while also providing financing solutions such as operational leases that keep assets off organizational balance sheets. RAD has installed solutions worldwide and their modular approach is pioneering a new paradigm for the radiation oncology industry.
- Narvitas Medical Devices develops proprietary medical devices to improve laparoscopic and epidural procedures.
- Their first product, LapDome, provides safer and faster abdominal access during laparoscopic surgery compared to current Veress needle methods, addressing a $15 million market that is growing 8.3% annually.
- The management team has experience in medical device companies and regulatory approval processes. Financial projections estimate positive EBITDA by 2016 and growing profits through 2017 as the company expands into new markets.
Lume Medical is developing a percutaneous vascular closure device for large bore procedures to address the unmet clinical need of closing femoral access in patients with severely calcified arteries. Their device utilizes a suture-based approach similar to the validated surgical fascia suture technique. The company is seeking $1.5 million in seed funding to support initial product development and a first-in-human clinical study.
This document provides non-GAAP financial information and reconciliations for Edwards Lifesciences Corporation. It defines non-GAAP measures used by the company such as underlying sales, adjusted net income, and adjusted EPS, which exclude items like currency fluctuations, acquisitions, divestitures, and special charges. It also notes management considers free cash flow an important liquidity measure and provides the company's definition. In addition, the document gives examples of items excluded from non-GAAP measures for specific periods to reconcile to GAAP reporting, such as intellectual property litigation expenses.
Cytori Therapeutics is developing adipose-derived regenerative cell therapies using a point-of-care device platform. The platform allows for autologous cell therapies to be prepared at the bedside from a patient's own fat tissue. Clinical trials show the cells are safe and may provide benefits in cardiac and soft tissue applications. Near-term value drivers include government contract milestones and cardiovascular trial data. The business model involves selling single-use consumables for each procedure at price points around $2,000-$12,000, depending on the indication.
Vivos Inc. presented a new brachytherapy tool called RadioGel for treating cancers in humans and animals. RadioGel consists of yttrium-90 phosphate particles delivered via a hydrogel vehicle. It is designed to deliver a high radiation dose directly to tumors while minimizing damage to healthy tissue. The company expects to generate near-term revenue from veterinary applications and international licensing as it pursues FDA approval for multiple human cancer indications starting with skin cancer. Vivos has strong leadership and advisors in place and an intellectual property protected platform technology to become an important new tool for cancer treatment.
Powerful Medical Branding for Your Medical Device Investor Deck. Example: Amnis Therapeutics Investor Deck by Berliner Design (www.berlinerdesign.co.il).
Similaire à Rvex Engr245 2021 Lessons Learned (20)
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
The document describes a team's efforts to commercialize a new protein quantification technology called PLA-Seq. After initially thinking the technology's value propositions of lower cost, faster throughput, and lower sample volume would appeal to pharmaceutical and personalized health companies, the team conducted customer interviews and learned accuracy was more important than cost to most customers. They also found their target markets should be preclinical biotech and academia rather than personalized health or CROs. The team incorporated their business and pivoted their marketing strategy and funding plans accordingly based on learnings outside of the building.
The document summarizes the development of Invisa Bio over 10 weeks as they pivoted between different medical applications and solutions for their self-assembling medical device technology. They initially focused on manufacturing and delivery but shifted to leveraging drug delivery mechanisms. They considered applications in cardiology, neurology, and orthopedics before focusing on brain aneurysms based on feedback from physicians. The company incorporated, raised funding, and began shadowing doctors to further develop their technology to address unmet needs in difficult to reach areas.
(1) The document describes the journey of a team developing a saffron supplement product to address mental health issues like anxiety and depression.
(2) It started with the goal of targeting adults aged 18-40, but through customer interviews and testing, they learned that teenagers were more interested in an anti-anxiety gummy product.
(3) Key lessons included the challenges of building the right team, navigating advice, knowing when enough customer feedback has been received, and setting individual and project milestones. The team is now continuing work over the summer to further develop the product.
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
2. Ileana Pirozzi (L)
DESIGNER/HACKER
Max Denning (L)
PICKER
Ali Kight (L)
HACKER/DESIGNER
Davide Zanchi (L)
HUSTLER
Andre Esteva
Mentor
RVEX
TEAM
WEEK 1 WEEK 10
82 interviews
Biomimetic Sleeve Platform Technology
3. 250,000 people in the United States are waiting
for heart transplants, but fewer than 5000 of
them will receive a donor heart.
4. 250,000 people in the United States are waiting
for heart transplants, but fewer than 5000 of
them will receive a donor heart.
Left Ventricular Assist Devices (LVADs) could change their lives...
… with the help of RVEX
5. The Left Ventricular Assist
Device (LVAD) is an
artificial pump implanted in
the left ventricle to replace
or support the function of a
failing heart.
6. Right Heart Failure (RHF) occurs
in 30-40% of LVAD implantations
Extremely unpredictable
High mortality and morbidity
burden
Inefficient, Invasive, High risk
therapies
7. We created a novel technology, now what?
RVEX MVP
Benchtop set-up
8. BUSINESS MODEL CANVAS
Key customers
Manufacturers
Physicians
Providers
Payors
Preclinical/
Clinical Trials
Regulatory
Manufacturing
Quality control
Training
Value:
Minimize
incidence of RHF
post LVAD
implantation
Promote
increased
utilization of
LVADs to
support the 250k
waiting patients
Decrease cost
for stakeholders
by obviating
need for
reoperations
MedTech
Abbott
Medtronic
Edwards
Thoratec
Surgeons
Product Research & Development
($100k) Manufacturing Costs ($100/unit)
Price: Effect size * QALYs ($150k/QALY)
~ $5,000 per unit
Direct Sales
Hospitals
IP
Expertise
Testing
Facilities
Manufacturing
FDA/Regulatory
4
B2B: Clinical
development,
licensing,
regulatory
5
6
7
8
9
B2B: Device
manufacturers
B2C:
Clinicians
3
Manufacturing
Carbon 3D
FluidForm 3D
B2C: Training,
sales
Beneficiaries
Primary
beneficiary is the
patient. Extended
beneficiary are
the families and
caregivers
Licensing/M&A
MedTech Giant
Organizations
key partners key activities
cost structures
key resources
value proposition
1
customer relationships customer segments
channels
revenue streams
2
Value/Clinical
Strategy:
Promote
increased
utilization of
LVADs to
support the
250k waiting
patients
Activities:
What are our
regulatory,
reimbursement,
strategies?
9. Is the LVAD market big enough for this product to be
financially viable as a venture?
W1 W2 W3 W5
W4 W6 W7 W8 W10
W9
Efficacy in LVAD
patient
population
Size of LVAD-
adjunct markets
10. Initial Hypothesis: our technology, alongside existing
trends, will enable expansion of the LVAD market
Reduce adverse
events
Increase adoption
Expand market
RVEX as LVAD -
Adjunct
W1 W2 W3 W5
W4 W6 W7 W8 W10
W9
11. Critical Insight: LVAD adoption and market are not
guaranteed to expand with technological innovation
The limiting reagent for LVAD utilization is the
cardiologist - they are not referring patients
because there is a lack of education around
the technology.
W1 W2 W3 W5
W4 W6 W7 W8 W10
W9
“
12. Pivotal Insight: Our technology can be useful beyond LVADs
Why focus solely on LVADs? You have a
technology that can help and doesn’t hurt -
it can be adopted and used as a “safety
net” to help the right ventricle after many
other procedures
W1 W2 W3 W5
W4 W6 W7 W8 W10
W9
“
13. Critical Pivot: RVEX as a platform technology
W1 W2 W3 W5
W4 W6 W7 W8 W10
W9
5000 500,000
14. Updated Clinical Strategy: Going after Right Heart Failure,
one beat at a time
Phase 1: “Foot in the door”
Right-Heart Failure Device
Strategy: LVAD-adjunct
❏ Smaller patient population
❏ Severely ill patients
2021 - 2023 2022 - 2027
Phase 2: Product Expansion
Right-Heart Failure Device
Strategy: Procedure-adjunct
❏ Larger patient population
❏ Moderately ill patients
W1 W2 W3 W5
W4 W6 W7 W8 W10
W9
15. Funding: RVEX secures non-dilutive funding from Coulter
Foundation!!!
Medical Device Translational Grant
Supports collection of pre-clinical data
W1 W2 W3 W5
W4 W6 W7 W8 W10
W9
21. FDA
Key customers
Hospitals
Surgeons (VAD)
Medical device
companies
Experimental data
Reimbursement
Regulatory / FDA
Manufacturing
Quality control
IP Strategy
Education
Value:
Reduce
complications
post cardiac
surgery
“Foot in the door”
LVAD - adjunct
Value:
MedTech
Abbott
Medtronic
Product Research & Development
($100k) Manufacturing Costs ($100/unit)
Price: Effect size * QALYs ($150k/QALY)
~ $20,000 per unit
Reimbursement calculations
Direct Sales
Hospitals
Indirect Sales
Distributors
IP
Expertise
Testing
Facilities
Manufacturing
MedTech
Incubators
Stanford OTL
5
6
7
8
9
B2B: Device
manufacturers
B2C:
Clinicians
3
BUSINESS MODEL CANVAS
Manufacturin
g
Carbon 3D
FluidForm 3D
Surgeons
Beneficiaries
Primary
beneficiary is the
patient. Extended
beneficiary are
the families and
caregivers
Licensing/M&A
MedTech Giant
Organizations
key partners key activities
cost structures
key resources
value proposition
1
customer relationships customer segments
channels
revenue streams
2
Advocates
Surgeons
Cardiologists
4
Regulatory
FDA/EMA
Regulatory
consultants
Insurance
companies
22. Fundraising & Clinical Development
Plan
Q1 Q2 Q3 Q4
2021 2022 2023 2024
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Cash
reserves
5M
10
M
20M
30
M Seed
$5M
Series A
$15M
Clinical
Milestones
Design
Milestones
Pre-submission
meetings FDA
$20 000
Proof of
Concept
Benchtop
Testing
Analyze
Results
Partnerships
with
manufacturer
s
Regulatory/
IP
Milestones
IDE Submission
and Approval
$150 000
Clinical Phase Ia
(First-in-Humans, Pilot
1)
$4M
Clinical Phase Ib
(Pilot 2)
$10M
Pre-Clinical Phase I & II
$100,000
Iterative
Design
Refinemen
t
Device
Refinement
Human - ready device
Pre-Seed
(Non-dilutive)
$300,000
Device Refinement
$150 000
2025
Q1 Q2 Q3 Q4
Series B
$60M
Device
Refinement
Breakthrough
Designation
$50 000
CMS 4-
year
coverage
Provisional IP
filed
Issued IP
PMA Submission
and Approval
$300 000
Clinical Phase II
(Pivotal)
$48M
Pre-submission meetings FDA
$100 000
23. What’s our story? (Brainstorm slide)
1. From academia to patients is a black box
2. LLP → Black box uncovered
3. Initial hypothesis → LVAD Market will expand with technological innovation (trends analysis)
a. Thus, LVAD market remains limited / doesn’t justify company formation
4. From device to platform
a. Technological basis, KOL, clinical due diligence
b. Input from KOLs, financial analysis
c. Will address indications in the future
d. First focus on a narrow population
5. Overview of regulatory / reimbursement / health economics learnings
a. PMA w Breakthrough, DRG codes, CMS reimbursement, collect data for future adjustments to
reimbursement, IP strategy (broad, encompassing of various indications, etc)
6. Next steps
a. LVAD is still foot-in-the-door
i. Inflection point is clinical data
1. Best way to get good clinical data is to pick the right initial population (enrichment
strategy) - identify population you’re most likely to have good outcomes for
a. Gated approach. If fails → fails quickly and saves money
b. Benefit from being incubated in University environment until efficacy data in large animals
i. Advice from incubators, investors, etc.