Danaher UBS Global Healthcare Conference
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We are good. All right. All right. Hello, everybody. My name is Doug Schenkel. On behalf of my colleagues here at UBS, it is my pleasure to welcome Julie Sawyer Montgomery to our conference.
Thank you. I think this is your first conference as President and CEO.
It is. All right. Thank you for having me.
No, thank you for doing this. I will try to not mess it up.
Good. All right. Just to give everybody a roadmap, I thought what we would do is really start on some high-level but important strategic questions and how you are thinking about priorities, portfolio, growth.
The second thing would be really to get into your assessment of the growth outlook and the key growth drivers. The third, I thought we could go division by division.
Sure thinking about the different businesses and what your thoughts are as you assess these businesses in your new seat.
Great. To start with strategic priorities, what are they?
Where do you see the greatest opportunities to accelerate growth?
Yeah. The opportunity for Danaher, in my view, is clear, and that is to be the defining leader in life sciences and diagnostics. That means faster core growth, sustainable and profitable, with unambiguous share gain to add and unlock more value for our shareholders. The path there is really focused on commercial execution, innovation, talent, and capital allocation. I am really confident on this path because, one, I have been at Danaher for nine years, and I understand the power of the Danaher Business System to architect outcomes. Also, this is a playbook that I have seen work at the diagnostics group, which I have led, and where this playbook resulted in us over doubling our core growth, ex-respiratory, in China. So, what does that look like?
In terms of commercial execution, it means that leaders are really focused on and inspecting DBS commercial excellence, but they are also putting in place the incentives and necessary collaboration to be able to present a more fulsome cross-operating company value proposition to our customers. In diagnostics, in a relatively short period of time, this has created hundreds of millions of dollars of incremental opportunity. It also means, from an innovation standpoint, that we are really focused on strategy-led innovation, which is pretty simple. It means that we understand what are the most important bets we can make to deliver on growth, and then we are ensuring that we are funding those at the enterprise level. More recently, I think we have done some really promising M&A in terms of Masimo and StatLab. So, you bring this together, and we are really excited about the path forward.
You've set 4%-5% core growth as a starting point for 2027.
As we think about what you just described, what enables the company to go from that level of growth, excluding respiratory, Yep to high single-digit growth, and how long is it going to take to get there?
Yeah. Mid-single digits, ex-respiratory, is where we are today, and it's very clear to me that we can deliver higher growth. Part of the reason for that is there's some really nice secular tailwinds backing up our markets. Just to name a few, when I think about biotechnology, I think about the proliferation of biologics. When I think about life sciences, I think about the new opportunities in AI drug discovery. Then when I think about diagnostics, I think about the formation of an entirely new market, which some believe could be up to $5 billion in 10 years for blood-based biomarker testing for Alzheimer's disease. So, a lot of nice secular drivers where we are well-positioned as Danaher.
Then you put that with this ability to gain more share of wallet from our customers by setting ourselves up for this horizontal selling and ensuring that we are funding innovation at the enterprise level, and it is clear that we can deliver a lot more growth on this path to becoming that defining leader in our space.
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