Chuck Brynelsen

I'm proud of the work by our amazing team and innovative clients at Validic that led to being recognized by the 2024 MedTech Breakthrough Awards! This award is for "Remote Patient Monitoring" — but what does that really mean? 👇 💰 Lowering cost of care through early discharge and preventing readmissions — One client saw more than $1,400 per patient per month reduction in cost of care for patients enrolled in Validic's intervention program (this was an RCT) 🔗 Closing care gaps — On average, hypertension patients tracking blood pressure with Validic see a 12% drop in systolic blood pressure (SBP) in six weeks decreasing from stage 2 hypertension to normal, and patients with HbA1c levels greater than nine see an average decrease of 2.3 points in 90 days 🧑‍⚕️ Help clinical teams focus on care management and transitions of care for the most critical patients — One client saw a care team conducting telephonic evaluations in a cardiology clinic expand from six patients per hour to 20 patients per hour (while improving clinical results!) Validic is helping clients personalize interventions, better utilize clinical teams, and perform against value-based contracts. It means a lot to be recognized for the hard work we do everyday to improve the health of millions of people! #digitalhealth #remotecare #personalizedcare #remotepatientmonitoring #healthit #telehealth #virtualcare

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There's no question that AI is beneficial in improving healthcare—AI can analyze large datasets, streamline care pathways, and bolster healthcare facilities' cybersecurity measures... However, generative AI in particular has spurred more conversation about whether it's beneficial for patients. In a recent Deloitte survey, only about half (53%) of U.S. consumers said that they thought generative AI could improve healthcare. “One of the key issues with generative AI is its inability to handle complex medical queries or emergencies... Its finite knowledge base — that is, the absence of up-to-date clinical information — and lack of human expertise make it unsuitable for providing comprehensive medical advice or treatment recommendations," says Andrew Borkowski. I'm curious—do you agree with him? Or do you think that generative AI can transform the healthcare industry for the better? #HealthcareIndustry #GenerativeAI #AIInHealthcare

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These 3 proposed changes to RPM reimbursement will be game changers if approved! "Q. Please summarize the proposed changes to RPM coding by the American Medical Association. A. The first – and this would be a very big deal – is the addition of a code that would cover two to 15 calendar days of collected and transmitted data. CPT 99454, the only current general RPM device supply CPT code, can only be used when a provider has received and recorded 16 or more days of patient data within a 30-day period. The addition of a new code would enable providers to code for those 30-day periods where fewer than 16 but at least two readings are captured. The second noteworthy change under consideration is a revision of CPT 99457 to include 11-20 minutes of RPM care management time. 99457 currently requires at least 20 minutes of recorded care management time. Revising 99457 would decrease the amount of time a provider's clinical staff needs to provide RPM monitoring and care management time for a patient during the month to report the code. The third is a revision of CPT 99458 to cover each additional 10 minutes of interactive communication. 99458 currently requires at least an additional 20 minutes of interactive communication. Revising 99458 would reduce the amount of additional time clinical staff must spend to report the code." MedTech Innovator American Heart Association LSI Heart Rhythm Society #epeeps American College of Cardiology MedTech Startup HealthTech Arkansas

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It's fantastic news that Alon Zuckerman, our President, has been welcomed into the Fast Company Council, a distinguished group of top thinkers and experts across industries. Check out his newest article "How new technologies are evolving surgical practices" "In this journey of continuous innovation and learning, the fusion of human expertise with technological advancements holds the promise of transforming the landscape of surgery, making previously unimaginable levels of precision and patient care achievable." To learn more visit, surgicaltheater.com

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Interview of David Benshoof Klein, CEO Click Therapeutics, Inc. by Marc Sluijs at Tech Tour's Mental and Brain Health event We create, discover, develop PDTx, 160 people, currently in the US, expanding into Asia and Europe. How does Click look at patient-centricity? There has been a move in that direction in pharma. I thought pharma would love DTx straightaway. They didn't. But things are moving and we had a lot to learn ourselves. In our first programme you had to answer 40 questions. People just dropped out. Now we are down to 7. Engagement science needs to be a core competency. You have to give back to patients. We created a patient alliance. You have to tell that why they are doing something and what they can get out of it. Timing is key as well. When do you notify someone and how? We learned early on that patients learn to ignore notifications. Well-calibrated SMS on the other hand work. You have a number of major pharma-partnerships. How did that happen? We are more structured like a biotech company. On our team 40 are in the clinical, 75 in the technology and 10 in the regulatory team. With a partner that is much like them, they can leverage a lot of their existing infrastructure, assets and capabilities. If you look at our clinical trials, they are very robust and target the same endpoints that a drug trial would target, using very strong controls (that control for time on task etc.). You said that pharma will become obsolete if it does not become digital. How do you see DTx and drugs coming together? We have seen new FDA guidance recently. Should a software show that a drug delivers better outcomes in combination with that software that can get it's own approval. This could prevent loss of exclusivity. We will see a digitalisation of drug portfolios. It might not be as quick as I think, but it will happen. Many drugs will be developed with a companion app attached to it. You can call providers and ask them if adding a certain outcome would affect their prescribing behaviour to understand the impact.

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Part 1 of 2... Great article by Duke Rohlen Regina Herzlinger and Will Kynes Ajax Health on their named Growth Driver Model. I would highly recommend reading. I have been calling the same concept the "build to buy" model for years, #buildtobuy. Others like myself at Front Foot Ventures, Rick Anderson Todd M. Pope (Revival Healthcare Capital), Pat Donnelly (Veranex) and David Hochman (Orchestra BioMed) have been working this model as well. And we have seen it in action with Medtronic with their Blackstone structured deal and Medtronic with their structured deal with Ramin Mousavi (CathWorks) Peter Fitzgerald (Triventures) with Andrew ElBardissi, MD (Deerfield Management). And I was CEO at Verb Surgical which was a structured deal with Johnson & Johnson MedTech and Google where Johnson & Johnson bought Verb Surgical after 4 years of development. I wholeheartedly agree with the assessment and issue in #medtech innovation. Strategics like Medtronic, Stryker, Abbott and Boston Scientific do product extensions very well, they also acquisitions and integrations very well. It is not them specifically on innovation, large companies in general don't have the cultures, people, comp plans, income statement budget availability, and timelines to do game changing innovation. But the strategics do have balance sheet capacity, they have cash and they have need for innovation to fuel growth. They also have global distribution, manufacturing and other key operational areas to leverage early stage medtech to faster clinical benefits for patients and commercial success. The other issue is a shrinking pot of capital for #medtech versus other verticals like #biotech and other areas of technology. Medtech investing has gotten harder in the last 10 years given higher barriers to technical development, clinical requirements, regulatory approvals and heightened commercialization/reimbursement hurdles in the U.S., Europe and China. The technology is there (Ai, robotics, sensors, material sciences, computing power, connectivity), the patient needs are there, but we need better financing solutions that work for investors, strategics, and management teams/employees. Patient benefits are suffering. We need to solve this. I believe "build to buy" is that solution in many circumstances. Continued in part 2/2 #medtech #hbr Harvard Business School Joe Mullings The Mullings Group #srs2024

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Part 2 of 2 Historically, the strategics have used their balance sheet capacity, global distribution, and operations excellence in acquisitions. Examples? Medtronic a leader in valve surgery and interventional cardiology but has to buy CORVALVE EUROPE BV versus develop internally. They now are a strong 2nd to Edwards Lifesciences in one of the fastest growing and biggest value areas in #cardiology. In the same space Edwards Lifesciences bought PVT and developed the first percutaneous valves and their market cap is now over $50B. Mike Mahoney (Boston Scientific) and Kevin Lobo (Stryker) have done a great job of acquiring multiple companies over the last 10+ years to increase their weighted average market growth rates. This results in them increasing their growth rates through market leading positions in the fastest growing market segments. How do they get more of these benefits beyond acquisitions? I recommend "build to buys" to augment acquisitions. Why not just invest in these companies? This can work and should also be done, but at Volcano Corporation where I was CEO we did this by creating our own venture arm, we invested in 4 companies VENITI, Inc., CV Ingenuity, Aptus, and Vessix which we eventually tried to buy but got outbid by the likes of Medtronic and Boston Scientific. We made 5x our invested capital in 5-6 years, a great return, but did nothing to add to our growth portfolio. Build to buys you lock in a purchase price option you can exercise given a set of negotiated items and cannot be outbid. The authors layout 3 key stages for the growth driver model - 1) identifying the opportunities, 2) creating an innovation accelerator, and 3) developing the innovations. Agree on all, but I would add 4) developing an integration muscle and capability. As the build to buy option is exercised, integration becomes key to retain people, transition compensation plans, on board culture, agree on systems and processes (regulatory, quality, etc), and maintain the innovation focus. This is hard work and we all have seen numerous examples where this fails catastrophically and destroys shareholder value. So if I am a strategic I would be looking to add this strategy to my portfolio to add to my growth and value creation. If I am an entrepreneur or CEO I would be looking to this as a financing option versus standard VC round, that is do a structured deal with a VC and a strategic. If I am a VC I would be looking for start ups and strategics to put a deal together. Go, go, go!!! Harvard Business School Harvard Business Review #hbr #medtech Ajax Health Duke Rohlen #buildtobuy Joe Mullings The Mullings Group #srs2024

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Coming soon…. Public online webinars and symposiums as well as private consultations, one hour consultations on: - Demystifying Private Equity in general and its growing role and impact in the Eye Care Industry. - Understanding consolidations and the impact and benefits of “Rollups”. What rollover equity can do for you and more. - Exit Strategy and Exit Preparation to increase EBITDA along with how to self consolidate to attain higher multiples to obtain the optimum sales price at exit for your business. I am told that the time slots for private consultations with Q&A are booking fast. Reach out by DM if interested and I’ll put you in touch with my support staff in charge of scheduling. #eyecare #privateequity #exits #sellyourbusiness #optometrist #eyecarepractices #retirement #consolidations #business #lens #contactlens #eyecareproviders #ecp #optometry #opthamology #opticians #optometry

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At the Surgical Disruptive Technology Summit, The Mullings Group's Joe Mullings sat down with Proximie's CEO and Founder, Dr. Nadine Hachach-Haram FRCS (Plast), BEM and Greg Roche of Distalmotion, to discuss the critical need for trusted collaborations in the medtech industry. In this wide-ranging discussion about the principles behind Proximie's partnership with Distalmotion, the trio highlighted the following: 🤝 The reciprocity of a partnership that brings together shared learnings and expertise, that ultimately get channelled towards delivering the best patient care possible. A partnership based on an "Invent together" ethos. ⚡ The "great fit" of Proximie and Distalmotion's partnership. "Otherwise I'm hiring 50 software engineers and we're having to build the piping and infrastructure that Proximie provide. It would take us years to do that instead of days." 🌐 How the partnership enables connectivity that "literally breaks down barriers." 💡 Proximie's role as "the digital powerhouse" that can help drive great and elegant robots like Distalmotion forwards on their journey. To watch the full interview, click on the link below. #medtech #collaboration #robotics #software #cloudcomputing

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We are thrilled to highlight the recent engagement of Michael Hill, who leads Octane's Capital & Growth Team, in a compelling article on MD+DI Online discussing tactics for raising medical device capital. Mike's insights, along with other industry leaders, shed light on innovative strategies and practical advice for startups navigating the complex landscape of medical device funding. In the article, Mike emphasized the importance of understanding investor expectations and aligning your startup’s goals accordingly. He noted, "Investors are looking for clarity in your vision and a well-defined path to achieving it." This resonates deeply with Octane’s mission to foster innovation and support the growth of medical technology startups. Octane has been a cornerstone in the investment community, being the founding General Partner of Visionary Ventures in 2015 and establishing Octane Capital in 2021, with Mike Hill as its Managing Director. Our Capital & Growth Team connects our portfolio companies with institutional and corporate VCs, family offices, and individual high-net-worth investors. Octane is dedicated to introducing channels for all the companies we serve to raise capital and access a variety of resources to accelerate revenue and commercialization. Read the full article to gain valuable insights from industry experts like Mike Hill and learn more about how Octane can support your journey. https://bit.ly/3RnRZFz #OctaneCapitalandGrowth #VisionaryVentures #InvestmentOpportunities

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Quick Founder Story: Earl Bakken, engineer, consummate tinkerer, starts fixing medical devices for local hospitals. Business picks up. So Earl and his co-founder, and brother-in-law, Palmer Hermundslie, start a local repair shop for hospitals called Medtronic. His startup capital? $0. Palmer begs and borrows, and comes up with startup money. Revenue during one of their earlier months, $8 dollars. Fast forward many years, a medical milestone is reached: The first successful implant, in a human body, of a self-made pacemaker, with its own power supply. That could keep babies with irregular heartbeats alive. Annual 2023 revenue for Medtronic, $31.2B. Great drive, ambition, persistence, and pivoting story here.

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The role of AI and new technology to aid cardiology “As cardiology starts to face staffing shortages and continued decreases in CMS payments, Biga believes technology advances need to be leveraged in cardiology to help improve outcomes, make workflows more efficient to do more with less, and to help cut costs.” “Many of the solutions that can help were displayed on the expo floor, including telehealth and real-time remote monitoring systems. "I think this area will experience an explosion in use," Biga said. Another major area that will likely see an explosion of use is artificial intelligence (AI). She said AI will begin playing a rapidly growing role in cardiology in the coming years to augment cardiologists and other clinical staff. And not just on the front lines of patient care, but also in the back offices where AI will play a growing role in IT systems, smoothing workflow, analytics, automated quality metrics capture and many other areas. "We must use AI to reduce administrative burdens and improve patient outcomes," Biga explained. “

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Women's health isn't "niche" -- and it costs commercial health plans a LOT of money. "Women's health" has been an exploding category the last few years, with new startups targeting conditions that uniquely, differently, or disproportionately impact women coming to the forefront. We desperately need these solutions. Women's health has been historically understudied and underfunded, and many women are left to suffer as a result. It also makes business sense for employers & plans to invest in women's health. Underserved areas of women's health like gynecology, women-specific preventive care, & more surprisingly drive higher costs than maternity. It's just more difficult to spot in claims. As plans & employers start to learn about these costs (and, of course, how these conditions impact their employees/members), we'll see a continued upward trend in investment in women's health. #womenshealth #virtualcare #digitalhealth #healthtech

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Too many people face barriers to accessing healthcare, and recent news about retail clinics closing is only exacerbating the problem. With fewer clinics available to patients, we must do more to extend the reach of providers and make it more convenient to access care. The answer is leaning into virtual care. As TytoCare’s work has shown, virtual care solutions, like its Home Smart Clinic, provide a cost-effective way for providers to meet patients where they are, even when the patients are dozens of miles away. However, for virtual care to be effective, it must replicate the in-person experience. #VirtualCare #Telehealth #HealthcareInnovation #Healthcare

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LSI, BioscienceLA, #LAMedtechweek, and HLTH's #VIVE2024 event resulted in the latest GTM Pulse Check offering which has successfully taken off! As a result, I am continuing on last week's series of go-to-market tactics. Crafting a robust marketing plan is essential for medical device companies to thrive in today's world. By leveraging these outlined sections, organizations can optimize their marketing strategies and drive meaningful impact.This post takes a step back to outline the sections of a marketing plan. Read on 👇🏼 Looking for support in creating your marketing plan?  Let’s chat! Book here 👉🏼 https://lnkd.in/g92YA9WK _____ P.S. Enjoying my content? ⚕️Follow me for more tips on medical device commercialization and repost to share with your network. #medtech #gotomarket #medicaldevices #healthcareinnovation

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Should you sell your practice to a VC-Backed MSO Startup? tldr: - new VC-backed startups are forming MSOs to roll up independent practices - The pitch is physicians receive early liquidity from the roll up and are granted ESOP shares that can be used for retirement - Problem is the use of ESOPs with independent practices is not a new concept and has been used with large group practices since the 70's - ESOPs do not grant full ownership and in order for the shares to be valuable for retirement, the practice needs to run the same if not better post roll up - With VC-backed startups being primarily operated by non-physicians with zero clinical or medical practice experience, the likelihood of this happening is extremely low making the entire concept high risk However, there is a viable path for continued ownership + liquidity for independent practices. Check out the article to learn more. ⤵ https://lnkd.in/gmGvTYwP

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Listen to Sridevi Rajeeve from Memorial Sloan Kettering Cancer Center describe how wearable tech caught early detection of CRS in CAR T-cell therapy 100% of the time with no missed events. https://lnkd.in/ghem2SAr https://lnkd.in/gy_3_uEh #cartcelltherapy #cartcell #myelomaresearch #myelomaclinicaltrials #clinicaltrials #newinmyeloma #myelomaspecialist #hematology #bloodcancer #oncology #advancesinmyeloma #research #cancerresearch #healthtreeresearch #alamyloidosis #bloodcancer #bloodcancerawareness #bloodcancersurvivor #bmt #bonemarrowtransplant #cancer #cancerawareness #cancercare #cancerfighter #cancerpatients #cancerresearch #cancersurvivor #cancertreatment #cancerwarrior #cancerwarriors #clinicalresearch #clinicaltrials #crowdsourcing #digitaladoption #digitalcare #digitalhealth #digitalhealthcare #digitalinnovation #digitalmedicine #digitaltransformation #disparities #empoweredpatients #fightcancer #healthcareinnovation #healthtech #healthtechnology #healthtechstartup #healthtree #hematology #innovation #medtech #mgus #Monoclonalgammopathyofundeterminedsignificance #oncology #outcomes #outcomesresearch #patientcentricity #patientempowerment #patientengagement #personalizedcare #personalizedmedicine #realtech #realworld #realworlddata #realworldevidence #SCT #smolderingmyeloma #stemcells #stemcelltransplant

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Halle Tecco, MPH, MBA it was really great to talk to you, Michael Esquivel and Michael Matly M.D. on Closing Time, and glad the JD didn't disqualify me (!). Thanks for the kind words and your optimism about Scene Health, our team was really excited to be featured on the pod. I agree that the digital graveyard of failed #medicationadherence solutions is growing and adoption and evidence have been major barriers. At the patient level the problem is going to be one of many things so your solution has to cover several issues (technique, behavior, confusion, etc). One cool thing about #medicaid and #publichealth is that cost is not one of those problems, as meds are covered! A lot of us Scene Health listen to Closing Time every week so keep it going...

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