As you, look at it in medical and lifetime there’s really four areas where you really have to have areas of strength. They’re pillars that are building this company. The first is an evident staged approach. When a patient has a disease complex as cancer, they need to know that the product is safe, that the product is efficacious and that at first it will do no harm and then provide the best care for that patient.
Positions in any number of specialties that which I’ve participated always look at safety, efficacy and what are the economics of the situation. So, you’ll see a plan for us to produce more clinical evidence on the microwave ablation, to position the products in that position where they’re very comfortably used in on a daily basis.
Second it’s important that key opinion leaders are seen in support of your product and Dr. Gamien De Qui of Brown University has been a wonderful supporter of the company’s products. And, we need to replicate that relationship in more key opinion leaders. So, that we can have voices shouting from the podium of the trade show on the real outcome this product can provide., the safety profile, the efficacy profile, how we can change each patient lives. In the end, doctors buy from doctors.
Third, lead in products innovation. It’s critical, that we stay ahead of the competition with new end kinda tips, and next generation generators. In a commitment that your product portfolio that ensures the hospital, that once they invest in a BSD product that we’ll continue to innovate on that platform and that it won’t be something left sitting in a corner.
And fourth, if you execute the previous three well, you need to show that customers are liking your product. And we have actually very good examples of a company of customers that have worked with injunction with a company over the years that are seeing consistent year over the year growth. The issue the company has had that we don’t have enough of those customers, so you will essentially see a plan from the company that should unleash some of the opportunities for us to grow that install base and get our products in the hands of more doctors globally through the partnerships where direct representation of our market place.
Turning to page 6, we have taken some immediate action, first and foremost we flattened the organization. We took out three significant sales leadership roles and a significant technology role. These were necessary changes for two reasons. One is to reduce the operating expense on head count and leadership roles, but more importantly is to flatten the organization and get myself and other members of the management team much closer to the customer. In a business like this it pays to be closer to the patient and understand how they feel about the outcome, so the position to understand how they use it and to the hospital system and growing up through surgical sales through various areas of medical device sales health care deliveries, its critically important you know what’s happening in the OR and the case room and you will find that I’ll be out there with our positions and with our representatives ensuring, I understand where we are in the competitive market place and how to position our product.
