Merit Medical Systems Inc Canaccord Genuity's 46th Annual Growth Conference

Yeah, it's a great question, and thank you. As we mentioned on the earnings call, obviously hyper-focused on making sure that we execute on CGI, right? Football season's upon us. We don't want to drop the football on the one-yard line. Everybody's marching to make sure we execute on those goals. Look, I think the way the CEO transition happened, I think it was done in a perfect way, where Martha had one year left on CGI, essentially about a year and a half, or a year and a quarter when she came on. That allowed her to kind of get around, visit all the sites, and then work with us on the strategic planning. We're obviously going through that.

I'd say it's a little premature right now to tell you what that looks like other than to say we're super excited about executing on CGI. We think we've done a lot of great work with Martha, and I think we'll have a good game plan for that next three years that we'll be excited to share. As far as when we share it, Foundations for Growth, I think we did in November of the year right before we started the program. CGI, we did it on our fourth quarter call. I think ideally, we'd like to kind of stick to the fourth quarter call.

But we're also asking those questions, should we do it sooner or when should we do it? I think everybody right now is hyper-focused on CGI.

Again, not to be vague, but we're focused on that too. Do those targets continue to make sense? They've worked well for us. I don't think anybody's arguing that, but it's a good time to just kind of question everything, right? That's what we're doing. Got it.

Yeah, look, I think it's the natural kind of planning process of when you're reviewing your strategic plan, right? Obviously you guys are getting a lot more access to the platforms. That's kind of how we're running the business. So really kind of just diving deep into each platform and really understanding where do we win? What needs to be better? What's executing at a very high level? How do we keep that going? Then what doesn't make sense? As you guys know, over time we've kind of put this portfolio together. If you see kind of where the acquisitions are, we're doing the acquisitions from a platform level, it's basically almost every single one of them. We've invested in oncology, our endoscopy, our endoscopy I guess I should say, renal therapies, access, and so the list kind of goes on.

I think we've got a really good portfolio right now. We're in really good markets, and procedures, and call points. Now it's just about finding the stuff that we're not really good at, and where does that make sense? I'm not sure that we have a size that we're looking at, but there is definitely things that we can prune. A lot of what, very similar fashion to what you've seen under Foundations for Growth and CGI.

Got it. Right. I think it is really just very strategic and surgical in the way we do it.