Integra LifeSciences Holdings 2026 UBS Global Healthcare Conference
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and for sure it will be a fun chat. Thank you so much for joining us.
Thank you for the opportunity, Patrick.
I mean, I would love to start just kind of big picture, the health of the overall environment. A big discussion point this year has been procedure volumes and things like that. I know you have other things going on, but what are you generally hearing from your customers? How do you feel about the health of the overall system and the procedure environment in totality?
Yeah, certainly. So our primary end markets that we serve are neurosurgery and tissue reconstruction, both of which are characterized by strong, durable demand, both of which value clinical evidence and strong customer relationships. As it relates to procedure volumes across both of those end markets, largely stable, right? Our products help meet critical needs, patient needs, in clinically necessary procedures, which kind of underscores the durability of that demand. But across both end markets, when we talk to customers, here is what we are hearing that they care about. They also care about clinical evidence and product differentiation. They care about those strong established relationships coupled with supplier reliability, economic value, scale, along with, more broadly, ease of contracting, right?
That has a lot to do with why earlier this year we created a Chief Commercial Officer role, consolidated all the activities, commercial and contracting activities under that role, with an intent to more efficiently leverage our scale, maintain those relationships, ease contracting, and paint a more consistent kind of story around the economic value that our portfolio provides.
I would love to actually jump on that CCO role as well.
Yeah, certainly. Get a sense of that.
What does that involve day-to-day from a contracting? Is that about clever rebates between product categories or looking across multiple IDNs that maybe roll up into one? What is the strategy there?
Yeah. The strategy, as we operate our two different divisions, we did have an enterprise sales team, but the way they were showing up was kind of in support of one division versus the other. This creates a much more cohesive approach to how we go to market, and it aligns more consistently with what we're seeing across our customer base, where we're dealing with GPOs who are organizing on behalf of 85% of the categories in which their customers play, so they want to be able to have those broader conversations.
This helps facilitate that and truly bring the scale of the enterprise portfolio into the conversation, as we think about not only contracting in terms of volumes, but in terms of supply chain needs and assistance, and how we make sure we consistently get our products to our customers in a timely manner.
We'll dive into each of the areas that Yeah in a second.
I guess, connected to what you're just saying, that you have a few verticals where you have very high market shares and a very dominant position. I guess, is there also an ability to leverage that to help support yourself in some more fragmented markets on the other side, and that's kind of a holistic Is that the way to think about it?
Absolutely. That makes sense. Externally, everyone has their own discussions around what is going on in healthcare and things like that.
Obviously, the product side is big for you guys, but as part of the health system, what are the things that are coming up the most internally?
As discussed topics as part of the healthcare system overall?
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