Welcome And Guest Introduction
Swaril Mathur
Welcome
to
MedTech
Talk.
I'm
your
host,
Swaril
Mathur,
and
I'm
pleased
to
be
joined
today
by
Brian
Webster,
founder
and
CEO
of
Kestra
Medical
Technologies.
Brian
has
spent
over
30
years
in
MedTech,
much
of
which
has
been
in
the
cardiac
fibrillation
space.
And
so
I
look
forward
to
diving
in
with
you,
Brian,
into
your
career
arc
as
well
as
the
journey
of
Kestra.
Welcome
to
the
podcast.
Brian Webster
Well,
thank
you,
Swaril.
I'm
really
pleased
to
be
here.
And
it'd
be
fun
to
kind
of
share
some
some
of
the
journey
over
the
last
few
decades,
believe
it
or
not.
So,
I'm
happy
to
be
here.
Swaril Mathur
Wonderful,
awesome.
Well,
I
always
like
to
start
whenever
I'm
speaking
with
a
leader
in
our
industry
right
from
the
beginning
of
kind
of
your
career
arc
and
understand
how
did
you
get
into
med
tech
and
what
has
your
journey
been
like
throughout
your
career
arc
within
med
tech
to
get
to
where
you
are
today?
Brian Webster
Yeah,
it's
a
it's
a
little
bit
of
a
winding
road,
but
by
origins
in
medtech
were
at
a
at
a
company
called
Physio
Control
Corporation,
which
Physio
for
many
years
has
been
the
world
leader
in
external
defibrillation
space.
I
joined
the
company
in
1992.
At
that
time,
physio
was
an
operating
division
of
Eli
Lilly
and
company.
And
Physio,
among
some
other
med
tech
companies,
were
kind
of
the
device
division
within
Eli
Lilly.
That
was
when
they
had
a
medical
device
division.
And
I
joined
Brian’s Winding MedTech Start
Brian Webster
the
company.
I
was
actually
in
the
supply
chain
area,
was
my
field
of
expertise
at
that
time,
and
joined
the
company
in,
as
I
mentioned,
in
1992.
And
then
after
a
couple
of
years,
Eli
Lilly
decided
to
divest
the
company
along
with
their
other
medical
device
companies,
and
we
were
sold
to
Bain
Capital,
which
was
a
private
equity
company.
That
was
in
about
1994,
I
think.
And
Bain
Capital
ran
the
company
as
a
standalone
private
company
for
a
couple
of
years,
took
it
public
in
probably
about
96,
and
then
in
1998,
the
company
was
acquired
by
Medtronic.
So
that
was
that
was
turnover.
Yeah,
lots
of
lots
of
turnover,
but
also
lots
of
lots
of
opportunities
to
learn
around,
you
know,
because
as
a
company
within
Eli
Lilly,
we
had
to
really
reconstitute
ourselves
as
a
standalone
private
company.
Some
of
the
some
of
the
infrastructure
and
all
the
things,
you
know,
outside
the
US,
we
had
to
rebuild.
And
then
once
we
to
get
to
the
the
the
private
to
public
transition.
And
then,
you
know,
once
we
got
acquired
by
Medtronic
in '98,
then
it
sort
of
went
the
other
direction
again.
And,
you
know,
we
we
integrated
into
Medtronic
to
to
some
degree,
mostly
outside
the
US.
And
my
career
track
was
sort
of
I
was
at
that
point
moving
from
the
supply
chain
area
up
into
running
the
manufacturing
facility
at
Physio.
And
we
were
a
part
of
Medtronic
for
about
12
years,
2098
until
2012,
I
guess.
So
I
guess
that's
a
little
over
12
years.
And
my
career
track
went
from
the
supply
chain
area
to
running
the
manufacturing
plant.
Then
we
were
beginning
to
launch
our
AD
business,
which
was
really
a
whole
new
category
at
that
time
where
you
know,
instead
of
selling
to
hospitals
and
clinics,
you
were
selling
to
the
general
public
and
public
institutions
and
things
like
that.
And
so
that
was
a
whole
different
ballgame.
And
I
was
moved
into
the
general
management
role
of
that
AED
business
and
did
that
for
a
number
of
years.
I
was
that
was
kind
of
a,
I
would
say,
a
pretty
pivotal
change
for
me
in
my
career,
moving
from
you
know
operations
into
now
doing
the
sales
and
marketing
and
and
that
general
management
role.
Swaril Mathur
And
if
we
had
rewound
the
clock
and
spoken
to
the
version
of
Brian
that
started
at
physio
control
back
in
1992,
was
that
your
ambition
at
the
time?
Like
what
what
did
you
what
career
path
did
you
think
you
were
on
at
that
point?
Brian Webster
I
think
the
the
honest
truth
is
I
didn't
know
what
path
I
was
gonna
take.
I
just
I
trusted,
you
know,
at
that
stage
of
my
career,
I
trusted
that
if
I,
whatever
job
I
was
in,
if
I
did
a
great
job
at
it,
then
you
know,
other
opportunities
would
present
themselves
and
I
would
continue
to
grow.
And
I
kind
of
told
myself,
I'm
gonna
stay
as
long
as
I'm
growing,
and
as
long
as
I
feel
like
I'm,
you
know,
I'm
learning
and
I'm
excited
to
get
up
and
go
to
work
every
day,
and
I'm
working
for
a
company
that
has
a
meaningful
mission
and
purpose.
And
that
was
my
I
there
was
no
big
roadmap.
You
know,
I
always
joke,
I
sometimes
I
interview
candidates
and
you
know,
people
younger
in
their
careers,
and
I
always
ask
them,
you
know,
if
you
open
the
inside
of
your
medicine
cabinet,
you
know,
is
there
a
is
there
a
roadmap
of
your
career
on
the
inside
of
that?
And
I
Learning To Thrive In Change
Brian Webster
I
just
never
I
just
never
went
that
way.
I
just
kind
of
just
kind
of
went
from
one
opportunity
to
another
and
you
know
kind
of
kept
growing.
Swaril Mathur
Yeah,
yeah.
It's
funny
you
say
that
because
I
was
absolutely
the
type
of
individual
that
had
a
roadmap
at
some
point
or
you
know,
a
decade
ago,
right?
And
maybe
that's
just
a
habit
that
gets
built,
you
know,
when
you're
when
you're
in
school,
it's
like
you
have
to
build
your
four-year
plan
of
which
courses
you're
gonna
take.
And
things
things
can
be
very
linear
and
pre-planned,
and
then
and
then
coming
out
into
the
workforce,
I
thought
that's
how
career
project
progression
was
gonna
work
too.
And
companies,
you
know,
have
things
like
career
ladders
and
things
like
that
that
that
some
sometimes
make
you
feel
like
that
is
kind
of
how
things
will
work.
But
I
had
to
learn
the
thing
you
just
articulated,
which
is
you
know,
letting
go
of
letting
go
of
this
like
predefined
career
arc
and
instead
just
chasing,
where
am
I
learning?
Where
do
I
feel
like
I
have
an
impact?
What
leaders
do
I
want
to
work
with
that
are
mentoring
me
and
coaching
me,
turned
out
to
be
a
more
fruitful,
rewarding,
and
you
know,
exciting
career
path.
But
but
that
was
not
something
I
set
out
to
do.
It
was
I
was
in
the
opposite
boat.
I
fell
into
that.
Brian Webster
I
think
I
was
definitely
influenced
heavily
by
the
organizational
changes
that
went
on
with
the
company
being
spun
out,
being
bought
by
a
taken
public,
you
know,
acquired
by
another
big
company.
And
that
kind
of
pattern
repeated
itself
again
later.
But
the
common
theme
throughout
all
that
is
change,
you
know.
So
and
what
you
know,
what
I
found
is
that
the
the
the
leaders
who
were
maybe
younger
in
their
careers,
but
going
through
all
that
change,
the
ones
who
adapted
to
that
change
and
sort
of
leaned
into
it
the
best
and
saw
the
opportunity
and
change,
those
are
the
ones
that
really,
you
know,
were
successful.
Swaril Mathur
Yeah,
yeah.
Can
you
unpack
that
a
little
bit
more?
Like
what
what
were
some
of
the
differences
between
leaders
who
were
able
to
adapt
to
the
change
successfully
versus
leaders
who
maybe
didn't
and
therefore
either
exited
the
organization
either
of
their
own
will
or
not
of
their
own
will
or
just
had
a
harder
time?
Brian Webster
Well,
in
my
example,
you
know,
you
we
kind
of
went
from,
you
know,
this
sort
of
when
we
were
a
standalone
after
the
spin-up
from
Eli
Lilly,
we
were,
you
know,
we
were
a
medium-sized
company,
small
to
medium-sized
company,
and
we
had
the
culture
around
that,
right?
And
and
you
know,
a
little
more
fast
moving
and
everything
else.
Well,
when
you
get
acquired
by
a
big
company
at
that
time
by
Medtronic,
things
start
to
change
and
you
get
you
get
sort
of
folded
into
their
culture
and
everything.
And
and
I
think
whether
it
was
the
cultural
part
of
it,
you
know,
being
able
to
let
go
of
some
of
the
the
cultural
norms,
the
way
you,
you
know,
certain
things
happen,
being
able
to
let
go
of
that
or
not
is
is
really
important.
But
it's
also
just
it's
also
being
willing
to
say,
hey,
there's
different
ways
of
doing
things.
And
just
because
we've
done
it
a
certain
way
here
doesn't
mean
that
we
shouldn't,
you
know,
be
open
to
the
idea
that
maybe
these
processes
that
we've
been
used
to
can
be
done,
you
know,
in
a
different
way.
And
a
lot
of
people,
as
you
know,
I
mean,
a
lot
of
people
are
just
really
resistant
to
that
because
maybe
they
participated
in
developing
the
process
and
so
they
have
some
real
ownership
over
it
and
they
feel
challenged
when
somebody
else
comes
in.
There's
just
a
lot
of
that
kind
of
stuff
that
goes
on.
And
I
just
always
found
you
you
have
to
be
able
to
react
to
that
and
you
have
to
be
able
to
adapt
to
it.
And
those
who
adapt
the
fastest
are
the
ones
who
win.
Swaril Mathur
Yeah,
yeah.
Well,
it's
really
helpful
to
hear,
and
I
think
you
know,
it
it's
a
lesson
that
probably
applies
to
every
leader
in
our
industry,
whether
they're
at
a
small
company
or
a
big
company,
because
it
goes
both
ways
in
the
acquisition,
that
both
parties
have
to,
you
know,
be
able
to
adapt
across
the
aisle.
And
and
even
for
folks
who
are
at
small
companies
and
stay
with
a
small
company,
a
small
company
changes
a
lot
as
it
grows.
Right.
And
and
there's
always
this
notion
of,
you
know,
a
phrase
I
find
myself
using
a
lot
is
like
everyone
is
doing
the
thing
they
think
is
best
at
that
point
in
time,
right?
And
everyone
has
that
belief
for
a
reason.
It
doesn't
mean
that's
the
only
right
way
to
do
it,
right?
But
that
can
be
a
very
difficult,
it
can
it
can
feel
very,
you
know,
very
personal
to
each
individual
because
they
they
are
doing
things
that
way
for
a
reason.
And
seeing
someone
try
to
convince
them
to
do
it
differently
can
be
really
hard.
Yeah.
What
what
kept
you
at
the
company
through
all
of
this
turnover?
Did
was
there
ever
a
moment
where
you
thought
about
leaving
and
doing
something
else?
And
I
keep
saying
turnover,
but
I
really
just
mean
these
different
stages
of
the
company
getting
acquired,
going
public,
etc.
Brian Webster
Yeah,
the
the
the
main
thing
that
kept
me
there,
oddly
enough,
was
change.
Because
I
kept
you
know
taking
all
these
different
new
jobs
over
the
over
the
course
of
my
time.
You
know,
I
went
from
supply
chain
to
heading
up
operations
to
doing
the
the
general
manager
role
to
doing
global
marketing
and
eventually
into
the
president
of
the
company
role.
And
so,
you
know,
I
was
I
was
getting
to
see
the
company
from
every
angle.
And
it
it
really
was
a
great
training
ground
for
me
because
I
was
always
being
tested
on
how
how
do
I
learn
this
new
part
of
the
company
that
you
know
I
haven't
done
before.
And
so
I
was
growing
all
the
time.
And
I
think
when
you're
doing
that
and
you're
moving
every
couple
of
years
and
you're
growing
like
that,
then
you're
not
really
thinking
about
leaving
because
why
would
I
leave?
I'm
growing,
I'm
learning,
and
you
know,
obviously
you
have
to
be,
you
have
to
like
the
environment
and
the
people
you're
working
with
and
all
that
kind
of
stuff.
But
for
me,
it
was
just
a
a
really,
a
really
nice
opportunity
to
grow
as
a
leader,
to
grow
as
a
professional.
And
and
I
had
lots
of
people
that
I
could
sort
of
see
and
and
you
know,
see
how
they
handled
situations
and
and
really
strong
leaders
that
that
helped
to
shape
the
way
I,
you
know,
ultimately
ended
up
being
in
my
leadership
tool
Career Growth Without A Roadmap
Brian Webster
toolkit.
Swaril Mathur
Mm-hmm.
Mm-hmm.
And
you
mentioned
a
moment
ago
you
kind
of
evolved
from
supply
chain,
obviously,
into
a
broader
operations
role
and
then
more
into
the
marketing
commercial
side
of
the
house
before
ultimately
becoming
president
of
the
organization.
What
was
the
company
at
that
point
that
you
became
president?
Was
it
out
of
out
outside
of
Medtronic?
Brian Webster
Yeah.
So
we
were
a
part
of
in
a
pretty
steady
state
for
about
10
years
or
so
as
an
operating
division
of
Medtronic.
And
we
had
you
know
our
own
factory
and
everything.
So
we
hadn't
integrated
any
of
the
factory
operations
and
and
things
like
that,
or
quality
systems
and
things
like
that
into
Medtronic.
So
it
was
kind
of
a
physio
control,
it
was
a
standalone
division
for
the
most
part,
except
outside
the
US.
And
so
I
progressed
into
that
general
manager
role.
Then
we
had
a
new
president
come
in
and
and
instead
of
being
kind
of
commercially
structured,
he
wanted
to
be
more
functionally
structured.
So
I
moved
into
so
there
was
no
more
GM
of
the
AED
business,
it
was
just
a
head
of
sales
and
ahead
of
marketing.
So
I
moved
into
the
head
of
marketing
role,
and
then
and
then
in
2006,
that
president
left
the
company
to
go
to
a
different
division
within
Medtronic.
And
so
then
they
moved
me
into
the
president
of
Physio,
but
a
part
of
the
Medtronic
family.
FDA Shutdown And Consent Decree
Brian Webster
And
so
I
was
in
that,
and
and
about
30
days
later,
we
we
ran
into
a
big
problem
with
the
FDA
and
and
basically
got
shut
down
by
the
FDA
for
quality
system
issues,
and
eventually
ended
up
entering
into
a
consent
decree
with
the
agency.
So
yeah,
you
talk
about
formative
experiences.
Having
to
take
that
on
right
after
I
just
come
out
of
the
marketing
function
and
and
try
and
figure
out
how
to
how
to
navigate
through
a
really
complicated,
really
difficult
situation.
That
that
was
that
was
really
tough.
And
at
the
same
time
that
that
was
happening,
Medtronic
had
decided
and
publicly
announced
that
they
were
going
to
divest
of
physio
control.
So
it
was
sequence
was
they
said
we're
gonna
we've
decided
to
you
know
to
divest
the
company
and
and
then
within
30
days
FDA
came
in
and
and
wow
shut
the
company
down.
And
so
Medtronic
had
to
pull
up
and
say,
okay,
we're
gonna
we've
got
to
hold
on
to
them
for
a
bit
to
get
through
this
thing.
And
you
know,
three
years
later
that
we
finally
got
through
that.
Swaril Mathur
Oh
my
gosh.
Well,
what
did
it
look
like
to
get
through
that?
Because
I
think
most
you
know,
most
of
us
would
probably
assume
that
is
the
end
of
the
story
right
there.
Brian Webster
Yeah,
it
was
those
were
some
those
were
some
soul
searching
days,
I
have
to,
I
have
to
admit.
Because
we
were,
you
know,
we
we
were
number
one
in
our
industry.
We
were
globally
and
and
you
know,
as
a
global
company,
and
and
to
all
of
a
sudden
not
be
able
to
ship
your
product
is
really
difficult.
So
we
had
to
negotiate
with
the
FDA
to
find
some
terms
that
we
could,
you
know,
that
we
could
we
could
get
to
with
them
that
would
allow
us
to
not
kill
the
company,
but
at
the
same
time,
they
wanted
to
they
wanted
to
have
complete
control
of
their
enforcement
action
against
the
company.
So
so
we
had
a
you
know,
obviously
a
lot
of
work
to
do
to
basically
redo
all
of
the
quality
systems,
a
lot
of
a
lot
of
things
around
how
the
company
approached
quality
in
that
in
that
environment.
We,
you
know,
we
had
to
do
a
a
pretty
big
layoff
because
we
had
we
had
a
big
factory
of
people
that
we
didn't,
you
know,
they
didn't
have
anything
to
build
anymore.
So
we
had
to
do
that.
And
that
was,
you
know,
that
was
something
that
I'll
you
know
you
never
forget
when
you
have
to
lay
off,
you
know,
a
few
hundred
people
all
at
one
time.
So,
you
know,
the
the
leadership
lessons
around
that
kind
of
thing
and
how
to
navigate
through
that,
I
think
definitely
shaped
the
way
I
think
about
leadership
in
the
over
the
years.
And
then,
you
know,
we
we
eventually
got
through
it
and
came
out
the
other
side
of
it
and
brought
a
lot
of
the
people
back
into
the
company
and
and
ended
up
so
that
was
about
2010,
and
then
after
we
operated
the
company
sort
of
post
sanctions
for
about
a
year,
then
Medtronic
came
back
and
said,
Okay,
we're
we're
gonna
follow
through
on
you
know
the
spin
out
of
the
company
and
kind
of
put
the
company
up
for
sale.
And
in
early
2012,
Bain
Capital
came
back
and
bought
the
company
again.
So
that
was
that
was
really
interesting.
And
and
they
came
back,
bought
the
company,
and
we
and
I
was
the
CEO
of
the
company
now
is
a
private
company
again
under
Bain
Capital
again,
and
we
we
ran
the
company
for
I
guess
four
years,
and
then
in
2016
we
sold
the
company
to
Stryker.
So
it's
a
really
really
interesting
journey
in,
you
know,
before
we
sold
the
company
to
Stryker,
we
carved
out
an
RD
project
that
we
were
in
the
early
stages
of.
That
was
to
develop
a
wearable
defibrillator.
And
that
we
carved
that
out
of
the
striker
deal
because
it
was
just
too
early
stage,
we
weren't
gonna
get
any
value
for
it.
And
we
negotiated
with
the
Bain
team
so
that
after
we
closed
the
striker
transaction,
that
they
would
then
finance
what's
now
Kestra.
So
that's
how
we
started
up
Kestra.
Oh
my
goodness.
Swaril Mathur
The
spin
out,
the
sales
lived
multiple
lifetimes
of
MA
just
in
your
in
three
decades
of
med
tech.
That
is
wild.
I
want
to
just
go
back
and
ask
one
final
question
about
the
about
the
physio
control
days,
you
know,
during
that
kind
of
FDA
consent
decree
period.
Three
years
is
a
long
time
to
grind
through
something
that,
you
know,
feels
like
a
a
massive
setback.
How
did
you
keep
morale
up
in
the
company?
Because
it's
one
of
these
interesting
things
where
it's
the
the
moment
the
company
is
going
Keeping Morale Through The Grind
Swaril Mathur
through
a
real
struggle
is
also
the
moment
where
it
needs
top
talent
the
most.
So,
how
did
you
retain
people?
What
kept
people
there
when
I'm,
you
know,
I'm
sure
any
person
who
is
talented
had
other
opportunities
to
go
join
a
rocket
ship.
How
did
you
keep
morale
up
and
and
talent?
Brian Webster
I
think
I
think
just
a
couple
of
basic
principles.
One
is
that
really
transparent
communication.
You
know,
we
we
had
a
lot
of
I
spent
a
lot
of
time
up
in
front
of
the
team
telling
them
exactly
what's
going
on.
Like,
here's
what
we're
doing
next
week,
you
know,
and
and
why
we're
doing
it.
And,
you
know,
I
think
that
was
really
core
to
the
whole
thing
because
people
didn't
have
to
sort
of
hang
around
the
water
cooler
and
and
make
up
stuff,
you
know,
here's
what's
going
on,
and
we're
we're
worried
about
this
or
that,
because
we
just
told
them,
you
know,
and
told
them
the
truth.
And
you
know,
so
I
think
that
was
really
important
and
and
just
a
consistency
in
the
communication,
transparency
in
the
communication.
And
and
I
think
the
other
thing
is
just,
you
know,
it
was
personal.
Like
we
were
eyeball
to
eyeball
with
people.
We
were
talking
to
people
a
lot,
you
know,
and
just
trying
to
make
sure
people
could
see
that
look,
there
is
a
there
is
a
a
future
here,
you
know.
Yeah,
we're
gonna
have
to
stick
together
and
grind
through
this.
It's
tough.
We'll
never
forget
it,
but
but
there
is
a
future
here.
And
if
we
all
kind
of
work
together
as
a
team,
we
tried
to
paint
the
picture
of
what
that
future
could
look
like.
And
so
I
think
just
a
lot
of
that
kind
of
communication.
And
you
know,
when
you
do
that
consistently
enough,
then
people,
it's
amazing
how
loyal
people
are
because
they
they
come
to
count
on
that
and
they
know
you're
gonna
straight
shoot
them
and
they
know
you're
gonna
share
the
truth,
and
no
matter
how
hard
it
is
to
talk
about.
Swaril Mathur
Yeah,
yeah.
No,
I
think
those
are,
I
mean,
those
are
incredible
lessons
to
have
learned
early
on.
And
and
again,
truly,
I
think
for
any
different
leadership
team,
it
that
could
very
well
have
been
the
end
of
the
journey.
But
to
be
able
to
not
just
turn
it
around,
but
then
have
another
successful
stint
as
a
private
company
and
then
another
successful
exit
is
is
really
something
to
be
proud
of.
Brian Webster
I
think
one
of
the,
you
know,
Sora,
one
of
the
other
big
lessons
from
that
unfortunate
situation
was
that
when
we
had
to
lay
people
off,
we
had
to
we
had
to
lay,
think
it
if
my
recollection
is
it
was
it
was
several
hundred
people.
And
one
of
the
things
that
we
did
is
we
we
said
that,
you
know,
this
is
not
HR's
job
to
do
this
layoff.
This
is
I'm
gonna
be
sitting
in
there,
and
every
one
of
them
with
the
functional
manager
and
the
HR
person,
and
we're
all
gonna
look
this
person
in
the
eye
and
have
a
one-on-one
you
know,
three
conversation
with
him
and
explain
what's
going
on
and
why
and
everything.
And
you
know,
that
was
that
was
a
really
emotional
process
to
go
through
for
me
and
and
really
difficult.
But
I
really,
really
felt
strongly
that
our
leadership
team
needed
to
needed
to
remember
what
that
felt
like
and
needed
to
remember
the
kind
of
commitment
that
we
have
to
make
to
our
team
to
to
never
be
back
in
that
position
again.
You
know,
never
never
put
them
at
risk
again.
And
we
I
really
wanted
it
to
be,
I
wanted
it
to
hurt,
right?
And
it
did.
And
I
think
that
I
think
part
of
that
really
kind
of
helped
to
fortify
the
leadership
team
as
a
team.
Swaril Mathur
Yeah,
yeah.
You
know,
what
what
I
love
about
that,
I'm
so
grateful
that
you
shared
that,
is
I
think
sometimes,
you
know,
so
I
went
to
graduate
school
in
the
Bay
Area
where
there's
a
lot
of
talk
about
young
people
wanting
to
be
startup
CEOs.
And
I
think
a
thing
that
doesn't
get
talked
about
enough
in
those
conversations
is
that,
you
know,
becoming
a
CEO
of
a
company
or
deciding
to
even
start
a
company
is
not
just
about
a
company
and
a
product.
It
is
deciding
to
be
accountable
for
people's
livelihoods.
And
that's
that's
the
weight
of
the
responsibility
that
I
think
gets
overlooked
sometimes.
And
obviously,
you
know,
you
had
the
opposite
approach
of
focusing
on
that
very
intentionally
and
taking
that
responsibility
extremely
seriously
from
the
beginning
in
the
early
days
of
your
career.
And
so
wow.
Brian Webster
Well,
it's
in
it's
interesting,
even
right
now,
you
know,
as
we're
running
Kestra
and
we're
you
know
we're
going
through
like
our
normal
annual
planning
process
and
everything.
And
you
know,
that's
always
like
a
big
horse
trading
activity,
gives
you
know.
And
and
we
even
now
we
have
conversations
about,
hey,
let's
don't
get
too
heavy
on
the
team
build-out.
And
don't
let's
don't
get
ahead
of
ourselves
so
much
that
we're
gonna
be
put
in
a
position
down
the
road
where
we
have
to
go
back
and
have
those
conversations
again
and
we
have
to
trim
the
the
team.
Well,
you
know,
that's
our
responsibility
as
a
leadership
team,
and
I
just
feel
incredibly
strongly
about
that.
And
every
time
a
company
does
a
a
layoff,
I
always
view
it
as
a
failure
in
leadership,
period.
And
I
just
think
it's
that
that
whole
thought
process
really
was
has
sort
of
stuck
with
me
through
over
the
years
because
it's
one
that
I
still
think
about
a
lot.
Swaril Mathur
Mm-hmm.
Mm-hmm.
Absolutely.
And
I
can
see
why.
It's
a
pretty
formative
one.
Brian Webster
Yep.
Spinning Out Kestra The Smart Way
Swaril Mathur
Shifting
gears
a
little
bit
to
Kestra.
So
you
mentioned
a
moment
ago
physio
control
was
ultimately
sold
as
Stryker,
but
there
was
this
little
RD
initiative
that
was
carved
out
separately.
So
d
tell
me
more
about
that.
Why
why
was
this
RD
initiative
carved
out
separately?
What
was
the
thinking
back
then?
And
then
structurally,
what
did
that
mean?
Brian Webster
Yeah,
it
was
a
pretty
creative
approach.
And
basically,
when
as
soon
as
we
were
spun
out
from
Medtronic
and
Bane
Capital
bought
us,
this
is
early
2012.
We
had
been
watching
our
competitor,
a
company
called
Zole
Medical.
They
were
a
competitor
to
physio
all
over
the
globe.
We
were
sort
of
number
one,
they
were
number
two,
and
they
had
acquired
the
assets
of
a
company
called
Life
Corps,
which
had
developed
a
product
called
the
Life
Vest,
which
is
the
was
the
first
wearable
defibrillator.
And
and
so
we
had
seen
them
starting
to
make
progress
with
that
and
market
development,
and
they're
growing
that
business
and
everything.
And
it's
it's
essentially
taking
the
technology
in
an
AD
and
building
it
into
a
wearable
platform.
It's
a
very,
very
difficult
product
from
a
design
perspective.
But
we
had
seen
them
making
progress.
So
we
had,
as
soon
as
the
the
new
partners
at
Bane
Capital
came
in,
we
we
went
to
them
like
within
a
couple
of
months
and
we
said,
hey,
we
think
we
can
do
that,
and
we
think
we
can
do
it
better
than
they
can.
Brian Webster
And
we
want
to
kick
off
a
project
to
do
it.
And
they
were
they
were
really
supportive.
They
said,
okay,
let's
go
take
a
look
at
it.
So
we
so
we
spent
about
two
years
doing
doing
some
of
the
early
work
to,
you
know,
feasibility
work
to
make
sure
that
we
knew
what
we
were
doing.
Then
we
also
had
to
to
you
know
just
be
mindful
of
of
just
the
overall
project
and
how
much
time
and
money
it
was
gonna
take
and
really
really
form
up
the
framework
for
it.
And
we
got
a
couple
of
years
into
it,
we
realized
we
can
do
it,
we
have
the
know-how
to
do
it,
we're
gonna
have
to
learn
a
lot
and
along
the
way,
but
we
can
do
it.
It's
gonna
take
a
lot
of
time
and
a
lot
of
money.
And
so
we
we
sort
of
said,
okay,
that's
gonna
be
a
challenge
for
the
for
the
physio
PL
because
we're
trying
to
rebuild
this
business
after
all
this
big
shock
to
the
to
that
company.
And
so
we
we
had
this
idea
that,
hey,
why
don't
we
why
don't
we
carve
it
out
from
a
legal
and
financial
perspective
and
take
some
of
the
investment
from
our
partners
at
Bane
Capital,
at
Bain
Capital,
and
invest
it
into
this
carve
out.
And
we
we
basically
structured
it
as
a
you
might
think
of
it
as
a
skokeworks,
maybe
a
term
that
people
might
you
know
be
familiar
with.
Brian Webster
So
we
left
it
embedded
within
the
company
at
Physio
and
had
access
to
all
the
labs
and
all
the
manufacturing
and
supplier
partners
and
quality
system
and
people
to
support
it,
but
it
was
its
own
entity.
And
and
so
we
basically
at
that
point
had
two
different
companies,
physio,
and
then
now
this
other
we
called
it
the
Physio
Control
Development
Corp.
And
so
we
we
did
that
and
just
ran
it
as
an
RD
project
for
a
couple
more
years,
then
the
then
the
striker
acquisition
occurred.
We
were
early
enough
on
in
the
project
where
we
just
weren't
gonna
get
what
we
thought
the
real
value
of
what's
now
Kestra
would
be.
And
so
we
negotiated
as
part
of
the
striker
package
that
we
would
leave,
we
would
keep
it
out
of
the
deal.
All
the
people
that
were
embedded
within
Stryker
working
on
the
project,
we
would
enter
into
a
services
agreement
with
Stryker
whereby
for
the
next
couple
of
years
they
would
stay
embedded
within
the
physio
now
striker
environment.
And
and
so
basically
they
were
they
were
striker
employees
at
that
point
in
time,
but
we
were
paying
for
them
on
the
project
100%.
Swaril Mathur
Y
eah.
Brian Webster
So
that
gave
us
the
benefit
of
you
know
developing
the
product
in
in
a
in
a
highly
regulated
environment,
you
know,
with
suppliers
and
manufacturing
capability
and
a
newly
a
newly
improved
quality
system
and
and
design
control
capability,
all
that
kind
of
stuff.
So
it
was
a
it
was
a
mature
product,
you
know,
from
that
perspective.
And
that
was
I
think
that
was
one
of
the
reasons
why
we
have
such
a
really
outstanding
product
now,
is
because
it
was
designed
in
a
in
a
really
mature
quality
system.
Swaril Mathur
I
mean,
it
sounds,
it
sounds
like
such
an
idyllic
structure,
right?
In
so
many
ways,
you
get
to
have
your
cake
and
eat
it
too.
It
was
it
was
separate,
so
you
got
to
capture
the
value
of
it
separately,
which
is
obviously
playing
out
in
the
Kestra
story
today,
but
it
was
embedded
enough
that
you
got
to
leverage
the
existing
talent
and
leverage
all
of
the
resources
of
both
physiocontrol
and
then
ultimately
striker.
What
is
there
anything
that
was
a
downside
or
a
risk?
Were
there
any
kind
of
risks
to
structuring
it
that
way
in
the
early
days
of
development?
Brian Webster
Well,
the
big
the
biggest
risk
was
was
the
people
side
of
it
because
the
the
transition
services
agreement
was
only
designed
to
last
through
the
end
of
2018.
So
it
was
a
little
less
than
two
years.
And
at
that
point
in
time,
we
had
a
you
know,
we
had
about
I
think
36
people
that
were
that
we
were
paying
for,
you
know,
that
were
on
the
striker
payroll.
And
we
had
to
figure
out,
okay,
the
the
agreement's
over,
they're
kicking
us
out.
I
don't
mean
that
in
a
negative
way,
I
mean
that
was
the
agreement.
We
would
leave
the
premises
at
that
point.
And
so
what
are
we
gonna
do?
And
because
they
were
striker
employees,
so
we
agreed
with
striker
that
we
would
offer
those
36
people
the
option
of
either
they
stay
striker
employee
and
look
for
other
projects
to
work
on,
or
they
would
come
with
Kestra.
And
35
of
the
36
came
with
Kestra.
Swaril Mathur
Yeah.
And
and
why
were
your
incentives
and
strikers
aligned
at
that
point?
Because
again,
it's
it's
so
hard
for
me
to
imagine
any
other
situation
where
those
incentives
would
would
be
aligned.
You
have
this
group
of
talent,
Stryker
paid
for
the
acquisition,
they
they
paid
to
acquire
that
talent.
Why
would
they
say
yes
to
sure,
Brian,
go
ahead
and
and
try
to
poach
36
of
these
people?
Brian Webster
I
think
the
alignment,
if
you
will,
on
incentives
between
us
and
striker
at
that
point,
they
were
influenced
by
the
fact
that
many
of
the
of
the
team
members
that
we
had
embedded
within
Stryker
were
actually
we
hired
them
specifically
for
the
the
WCD
project.
And
so
they
didn't
really
have
other
projects
to
go
to.
And
and
so
it
made
sense
from
that
perspective.
And
I
think
the
striker,
there
was
also
a
desire
by
the
striker
team,
to
their
credit,
to
to
just
do
the
right
thing
by
people
and
give
them
choice
and
not
force
them
down
one
path
or
another.
And
so,
you
know,
we
we
came
to
an
agreement
on
that
and
ultimately
ended
up
treating
the
people
right
and
giving
them
the
choice,
and
and
they
made
the
choice,
and
and
most
of
them
came
over,
and
35
out
of
36
came
over
and
and
joined
Kestra.
And
and
then
from
then
on,
we
had
to
sort
of
build
up
everything
ourselves.
So
now
we
had
to
build
a
quality
system
and
we
had
to
build,
you
know,
we
had
to
get
facilities
and
we
had
to
do
all
that
stuff.
So
it
was
a
really
interesting
journey,
but
it
allowed
us
to
do
the
the
hardcore
early
RD
within
that
environment.
And
then
once
we
got
out
of
that
environment,
we
were
far
enough
along
on
the
project
that
we,
you
know,
we
were
we
could
see
the
end
of
it,
and
we
could
see,
okay,
we're
on
our
path
towards,
you
know,
doing
clinical
trials
and
things
like
that.
So
the
timing
worked
out
great,
but
it
was
it
was
not
your
normal
pathway.
The
one
other
thing
I
would
just
say
is
that
all
along
that
path,
we
had
just,
you
know,
incredible
financial
support
and
sponsorship
from
one
financial
sponsor,
and
that
was
Bain
Capital.
Swaril Mathur
Mm-hmm.
Mm-hmm.
Why Bain Backed The Bet
Swaril Mathur
And
it's
funny,
you
know,
I
was
gonna
mention
this
at
some
point
in
our
story
that
that
Bain
has
come
up
over
and
over
in
the
life
cycle
of
physio
control
and
now
Kestra.
And
I'm
just
curious
if
you
can
speak
a
little
bit
to
the
importance
of
having
the
right
financial
partner
at
the
table.
And
what
what
made
Bain
the
right
financial
partner?
How
did
you,
and
the,
you
know,
Bain
is
obviously
the
organization,
but
there
are,
I'm
sure,
just
a
couple
of
people
that
you
were
always
working
with,
right?
Brian Webster
Yeah.
Swaril Mathur
How
did
you
build
that
mutual
trust
and
what
was
that
dynamic
like
that
made
this
so
productive?
Brian Webster
It's
just
one
of
those
stories
that
probably
should
be
a
HBR
article,
you
know,
at
some
point.
But
back
in
the
in
the
you
know,
mid-90s,
when
when
Bain
bought
Physio
from
Eli
Lilly,
they
had
a
great
exit,
you
know,
when
they
when
they
took
the
company
public
and
eventually
sold
to
Medtronic.
So
they
had
a
really,
really
attractive
exit.
And
and
so
when
it
when
physio
came
back
on
the
on
the
market
again,
you
know,
when
Medtronic
decided
to
spin
it
out,
the
Bain
folks
said,
Hey,
we
really
like
that
business
and
we
want
to
go
take
another
look
at
it.
And
it
was
some
of
the
same
people,
you
know,
12
or
13
years
later,
and
and
they
came
in,
they
saw
the
another
really
nice
opportunity,
and
they
really
just
always
loved
the
the
the
company,
the
brand,
the
mission,
you
know,
just
the
people.
And
and
so
they
then
with
the
striker
exit,
they
had
another
great
exit.
And
so
then
at
that
point
in
time,
I
think
it
came
down
to
more
betting
on
the
people.
Yeah,
they
said,
Hey,
these,
you
know,
these
guys
just
delivered
a
really
nice
exit
for
us,
and
we
liked
working
with
them,
so
why
don't
we
bet
on
them
to
go
build
a
company
from
scratch?
Yeah.
And
this
what
was
really
interesting
about
it
was
it
was
predominantly
in
the
ear
those
early
years,
it
was
the
private
equity
side
of
Bain.
Brian Webster
You
know,
it
wasn't
the
the
venture
side,
it
was
it
was
the
pure
private
equity
side.
And
Chris
Gordon
and
the
and
the
team
on
the
private
equity
side,
they
they
just
they
believed
in
what
we
were
doing,
and
they
we
had
some
you
know
tumultuous
times
trying
to
get
the
product
developed,
and
they
stuck
with
us
through
the
whole
thing
and
you
know
believed
in
what
we
were
doing.
And
that
that
was
I
think
the
ability
to
not
have
to
go
out
and
do
the
you
know,
the
all
the
series
A,
series
B,
series
C,
all
that
stuff
constantly
not
having
to
do
that
allowed
us
to
really
focus
on
trying
to
build
a
great
company.
And
we
had
the
benefit
of
of
that
just
consistent
partnership.
Swaril Mathur
Wow.
Wow.
It's
such
a
great
case
study
of
that.
And
there
are
there
are
so
few
examples
of
that
in
our
industry,
right?
There
are
so
few
examples
of
a
company
that
had
a
big
bolus
of
the
right
amount
of
cash
from
the
right
partner
without
having
to
every
18
months
figure
out
okay,
what's
the
milestone
that
we've
hit
so
that
we
could
justify
a
higher
valuation
and
go
find
some
more
people
to
join
the
cap
table.
And
it's
hard
to
underestimate
the,
you
know,
or
understate
the
the
level
of
distraction
that
that
can
cause
for
a
business.
But
it's
also
hard
to
understand
how
much
of
an
impact
it
would
have
on
a
company
because
there's
not
that
many
of
the
counterfactual
examples
and
Kestra
is
one
of
one
of
very
few.
Brian Webster
Well,
I
think
when
you,
you
know,
when
you
when
you
have
the
normal
environment
where
there's
there
is
that,
you
know,
every
18
month
or
whatever,
every
time
somebody
else
comes
into
the
mix,
you're
you're
having
to
make
some
compromise
for
them.
You
know,
and
whether
it's
the
the
timeline
or
the
amount
amount
of
investment
and
the
in
into
the
plan
or
whatever
it
is,
there's
always
some
compromise
that
happens.
And
we
had
the
the
very
good
fortune
of
being
able
to
just
have
somebody
consistently
there
who
saw
what
we
you
know
what
our
plan
was
and
and
bought
into
it
and
then
just
was
a
hundred
percent
focused
on
supporting
us
through
it.
Swaril Mathur
Yeah,
yeah.
Wow.
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review.
Swaril Mathur
And
tell
us
about
the
timeline
of
the
company
at
that
point.
So
from
from
when
it
spun
out
of,
you
know,
as
a
result
of
a
striker
acquisition
to
when
you
got
FDA
approval,
what
how
long
was
that
Clinical Timeline And FDA Approval
Swaril Mathur
roughly?
Brian Webster
So
we
spun
out
from
well,
we
so
we
sold
the
physio
to
the
Stryker
in
2016.
And
we
I
guess
we
started
our
clinical
trials,
our
first
of
two
clinical
trials
in
2019.
Okay.
And
we
did
our
first
trial,
which
is
a
detection
trial,
and
then
our
second
trial
was
our
therapy
trial,
which
we
were
in
the
middle
of
when
COVID
hit.
So
that
created
a
whole
other
challenge.
And
then
we
we
ended
up
getting
the
FDA
approval
in
late
summer
of
2021.
Swaril Mathur
Okay.
So
there
was
still
some
there
was
still
some
real
development
work
and
and
early
clinical
work
being
done
at
the
time
that
you
were
you
were
starting
a
company.
And
so
I
have
some
questions
about
kind
of
the
product
development
process.
I
mean,
one
of
the
things
that's
really
unique
about
Kestra
product,
and
actually,
before
we
even
before
I
even
ask
the
question,
for
listeners
who
might
not
know,
can
you
just
articulate
what
Kestra
product
is?
Brian Webster
Absolutely.
So
our
first
product,
which
is
the
a
sure
wearable
cardioover
defibrillator,
WCD.
The
the
purpose
of
the
of
a
defibrillator
in
today's
world
is
is
really
to
act
as
a
bridge.
It
it
truly
is
a
wearable.
So
think
of
it
if
you're
if
you're
a
female
patient,
you're
wearing
a
sports
bra
with
embedded
ECG
electrodes
that
are
that
are
then
connected
to
a
miniaturized
AED.
Those
electrodes
monitor
your
heart
rhythm.
And
if
you
go
into
a
ventricular
arrhythmia,
and
the
the
device
will
detect
that,
make
a
autonomous
decision
to
deliver
therapy
via
electronic
shock
and
convert
that
arrhythmia.
So
patients
generally
wear
it
for
about
90
days.
They're
either
gonna
go
on
to
get
an
implanted
ICD
or
they're
going
to
just
get
better
with
drugs,
drug
treatments.
And
so
our
devices
really
act
as
a
bridge
to
either
a
long-term
chronic
therapy
or
a
just
getting
better
with
the
drug.
Brian Webster
So
the
the
wearable
space
is
really
interesting
because
it's
an
ambulatory
patient.
The
patient's
home,
they're
living
in
their
work
normal
environment,
and
you
have
to
be
able
to
develop
a
product
that
has
the
sensitivity
to
you
know
understand
what
rhythms
are
going
on,
has
to
deal
with
electronic
noise
in
a
in
an
ambulatory
environment,
and
then
be
able
to
deliver
really
nail
the
shock
at
the
right
time.
That's
really
difficult
to
do.
So
we
built
three
platforms.
We
built
a
WCD
platform,
the
actual
wearable
itself
platform,
and
then
a
digital
platform
that
kind
of
surrounds
it
all.
So
those
are
the
pieces
to
the
to
the
pie.
Swaril Mathur
Yeah,
yeah.
No,
thank
you
for
sharing
that.
And
it's
a
I
mean,
a
really
interesting
technology
to
fill
such
an
important
need.
I
mean,
you
describe
it
as
a
bridge,
but
it's
a
truly
life-saving
bridge,
right?
It
is,
it
is
that
metaphor
really
holds.
And
so
what
I
was
gonna
ask
is
what's
unique
about
this
product
is
that
it
straddles
this
line
between
kind
of
consumer-facing
technology
and
and
really
hardcore
med
tech,
What A Wearable Defibrillator Does
Swaril Mathur
right?
There
are
there
are
devices
that
are,
you
know,
hardcore
med
tech
devices
that
sit
in
operating
rooms
that
a
patient
never
has
to
interact
with,
but
might
very
well
save
their
life.
But
then
there's
consumer
technology
that
we
all
wear
all
the
time,
all
day
long.
And
those,
there's
usually
completely
different
constraints
for
those
two
different
environments.
And
Kestra
had
to
manage
both
sets
of
constraints.
So,
how
did
that
how
did
that
show
up
in
your
product
development
process?
Brian Webster
Yeah,
I
think
it's
a
really
good
observation.
The
the
you
know,
what
we
had
to
do
because
we
knew
that
the
competitive
device,
one
of
the
reasons
that
it
had
challenges
was
patient
compliance.
And
so
you
have
to
you
have
to
think
about
okay,
the
your
typical
cardiac
patient,
average
age
about
65
years
old,
they
have
each
patient
has
at
least
two
or
three
other
comorbidities.
So
they're
sick
people
generally.
So
you
have
to
design
a
product
that
is
really
easy
to
use,
that
in
in
a
an
emergency
environment,
like
when
the
device
is
telling
them
it's
about
to
shock
them,
the
patient
needs
to
know
how
to
interface
with
the
device.
And
it
has
to
be
comfortable
enough
where
the
patient
will
wear
it,
because
if
they're
not
wearing
it,
it's
not
going
to
help
them.
And
so
the
way
we
did
that
was
we
we
were
just
meticulous
about
getting
user
feedback.
We
just
did
round
after
round
of
prototyping,
user
studies,
user
groups,
and
just
continued
to
get
feedback.
You
know,
one
of
the
early
areas
of
feedback,
you
you'll
probably
laugh
at
this,
but
was
you
know,
our
first
iteration
of
the
product
was
a
a
unisex
product.
And
we
had
our
all
of
our
female
engineers,
which
we
have
a
lot
of,
they
put
the
product
on
and
they
came
back
and
they
just
said,
This
is
unacceptable.
You
know,
we
need
a
we
need
a
woman's
version
of
this.
Brian Webster
And
so
we
ended
up
saying,
yeah,
that
makes
sense.
So
we
ended
up
designing
two
different
ones.
Well,
and
you
know,
but
we
didn't
know
anything
about
sewing,
we
didn't
know
anything
about
garment
technologies
or
you
know,
any
of
that
stuff.
So
we
went
out
and
found
people.
We,
you
know,
we
just
found
experts
out
in
in
the
field
and
and
just
kept
learning.
But
I
think
the
iterative
design
was
the
key.
Yeah,
you
know,
just
keep
building
prototypes,
keep
learning,
testing
them
with
user
groups,
come
back,
do
another
one,
do
another
one.
And
the
team
just
did
a
great
job
with
that.
And,
you
know,
over
time
we
just
kept
dialing
it
in,
you
know,
and
finally
got
there.
Swaril Mathur
Yeah.
You
know,
I
love
that
that
example
of
of
one
of
the
insights.
And
I
love
that
the
company
decided
to
actually
act
on
that
insight
as
well.
And
I
think
every
every
company
that
sets
out
to
develop
a
technology
does
some
form
of
user
research
or
thinks
it
does,
right?
But
what
I
see
a
lot
of
variability
in
is
the
the
level
of
depth
of
that
research
and
the
the
level
of
intensity
of
it.
And
I
understand
why
there's
attention,
right?
That's
a
lot
of
time
and
a
lot
of
money
spent
reacting
to
feedback
from
a
handful
or
maybe
several
handfuls
of
people.
And
so
how
did
you
know,
how
did
you
know
where
to
draw
the
line,
right?
How
did
you
know
once
enough
was
enough
and
you
had
gotten
enough
user
feedback
to
be
confident
you
were
building
the
right
it?
Brian Webster
Yeah,
that
is
a
really
that's
a
really
good
question.
It
the
the
truth
is
that
there's
tension
all
along
the
way,
you
know,
because
you
can
you
can
just
kind
of
keep
iterating
and
iterating
and
iterating
and
you
never
get
there.
And
and
so,
you
know,
what
you
we
had
to
really
be
really
good
at
defining
what
the
specs
were,
you
know,
what
we
were
trying
to
accomplish
and
why,
and
then
making
sure
that
we
could
measure
how
those
iterations
were
were
stacking
up
against
those,
you
know,
the
performance
against
those
specs.
And
so,
you
know,
it
would
be
things
like
we
have
an
alert
button
on
our
device
where
it's
right
at
kind
of
right
over
the
clavicle
where
if
a
patient
wants
to
interact
with
the
device,
all
they
do
is
got
a
little
haptic
motor
in
it,
and
it
they
just
push
a
button
and
the
device
will
start
to
record.
Brian Webster
Yeah,
or
if
the
device
is
saying
it's
preparing
to
shock
you
and
you
don't
need
a
shock,
you
can
divert
the
shock
by
pushing
that
button.
But
we
had
to,
you
know,
an
example
is
we
had
to
go,
we
had
to
have
people
wear
the
device
and
go
to
like
rock
concerts
and
go
to
be
on
a
train
and
all
that,
all
different
kinds
of
things
to
see
if
they
could
hear
it
and
see
if
they
could
still
interact
with
it.
You
know,
we
had
people
up
skiing
on
the
mountain,
coming
down
the
mountain,
trying
to
figure
out
if
they
could
push
the
button.
So
just
a
lot
of
that,
a
lot
of
that
kind
of
thing.
And
I
think
I
think
that
was
just
it
was
just
a
really
strong
commitment
by
our
clinical
and
engineering
teams
to
get
it
right.
And
the
user
the
user
feedback
was
really
essential.
Swaril Mathur
Yeah,
yeah.
I'm
so
glad
you
mentioned
those
examples
because
I
think
when
people
hear
user
feedback,
it
means
something
different
to
everybody.
And
often
when
we
hear
user
groups,
we're
picturing
you
take
10,
65-year-olds
and
you
invite
them
into
your
office
and
they
sit
in
your
conference
room
and
they
try
it
on
and
you
observe
how
they
try
it
on,
and
then
you
ask
them
a
bunch
of
questions
that,
of
course,
you
don't
mean
for
them
to
be
leading
questions,
but
they
might
accidentally
be,
right?
And
that's
the
kind
of
user
feedback
that
I
think
many
companies
are
engaging
in.
But
this
this
makes
it
very
clear
the
the
level
of
you
know
real-world
utilization
and
true
user
design
research
that
you
all
engaged
in
that
ultimately
resulted
in
what
you
know
what
is
clearly
a
highly
innovative
and
highly
effective
product.
Brian Webster
Yeah,
another
just
quick
example
of
that,
which
I
think
is
neat,
is
is
we
have
voice
prompts
in
the
device.
So
if
you're
if
a
patient
you
know
goes
into
cardiac
arrest
and
the
device
is
preparing
to
shock
them,
it
will
it
will
tell,
it
will
give
voice
prompts
saying,
do
not
touch
the
patient,
because
it's
going
to
deliver
a
bunch
of
energy
into
it.
And
so
we
had
to
make
sure
that
the
voice
prompts
could
be
followed
in
a
in
a
chaotic
environment
by
the
family
or
you
know,
people
that
were
with
the
patient.
But
we
also
had
to
make
sure
that,
well,
what
if
what
if
EMS
showed
up
and
the
paramedics
come
rolling
in
there?
Do
we
really
want
them
to
just
cut
the
thing
off
or
do
we
want
to
let
the
device
do
its
job?
And
so
we
had
to
have
voice
prompts
that
were
tailored
to
that.
So
we
had
user
groups
of
paramedics
and
user
groups
of
you
know,
typical
kind
of
family
people.
And,
we
just
did
a
lot
of
that.
And
and
that's
how
we
that's
how
we
iterated
our
way
to
a
really
effective
product.
Swaril Mathur
Wow.
Wow,
what
a
unique
set
of
circumstances
to
have
to
innovate
within.
I
mean,
truly
thinking
through,
you
know,
so
many
different
scenarios,
so
many
different
types
of
people,
so
many
different
stages
of
life
and
and
kind
of
usage
scenarios.
Wow.
So
after
commercialization,
you
know,
the
next
big
chapter
of
the
company
obviously
was
going
public.
And
and
maybe
you
want
to
talk
us
through
a
little
bit
of
what
was
the
early
commercialization
journey
for
Kestra?
What
were
some
of
the
highs
and
some
of
the
learnings
from
that?
And
then
I
want
to
talk
a
little
bit
about
the
decision
to
become
a
public
company
and
what
that
transition
has
looked
like.
Brian Webster
Yeah.
Commercial Launch Supply And Payers
Brian Webster
So
once
we
once
we
got
the
FDA
approval
in
late
2021,
we
you
know,
we
started
to
ramp
up
our
supply
chain.
We
we
made
decisions
early
on
in
the
project
to
have
an
outsourced
supply
chain.
So
we
used
contract
manufacturings.
We
didn't
we
didn't
believe
there
was
anything
in
the
electronics
manufacturing
that
was
magic.
So
we
could
we
could
partner
with
people
who
could
do
it
at
scale.
And
so
we
had
to
ramp
up
the
supply
chain
to
start
to
build
up
the
fleet
of
devices.
This
is
a
rental
model,
so
you
have
to
have
a
a
fleet
because
the
devices
come
back
when
they're
done.
We
refurb
them
and
then
they
go
back
out
to
the
next
the
next
patient.
So
we
started
to
do
that
and
then
and
started
to
hire
our
first
you
know
handful
of
reps.
I
think
we
hired
nine
sales
reps
and
kind
of
got
them
all
ramped
up,
got
them
product,
got
going,
and
then
all
of
a
sudden
we
had
a
we
had
a
component
problem,
a
supply
problem
with
one
of
our
components
that
right
as
we
were
starting
to
launch
the
product,
it
it
just
stopped
us
in
our
tracks.
And
that
lasted
for
about
I
think
about
three
or
four
months.
So
it
was
a
little
bit
of
a
reset,
and
we
had
to
we
had
to
overcome
that,
you
know,
and
we
did.
Brian Webster
And
and
then
so
now
we
got
to
about
August
of
22,
and
that's
where
we
said,
okay,
now
we're
ready
to
go.
We've
got
the
fleet
going,
we've
got,
you
know,
25
or
30
reps
at
that
point,
and
we're
ready
to
now
go.
So
then
we
we
really
started
to
the
full
commercial
launch
and
started
on
that
on
that
journey
that
we're
still
on.
And,
you
know,
really
started
to
pick
up
momentum.
We
started
to
figure
out
the
business
model.
We
started
to
figure
out,
you
know,
because
this
is
a
complicated
product.
It's
we
use
a
DME
code
for
it.
And
so
we're
a
provider
ourselves.
So
we're
billing
the
insurance
companies,
we're
billing
the
patient,
and
we're
billing
Medicare.
And
so
we
had
to
we
had
to
develop
all
those
revenue
cycle
management
capabilities,
all
of
those
things.
We
had
to
build
alongside
the
commercial
team
and
the
supply
chain
ramp
up.
So
all
those
things
were
key
drivers
for
us.
Swaril Mathur
And
even
though
you
had
spent
your
entire
career
in
the
defibrillation
space,
all
of
those
elements
were
new
to
this
product,
right?
Yeah.
Brian Webster
Yeah.
There's
a
lot
of
learning
that
went
on
for
sure.
We're
still
learning.
But,
you
know,
the
other
the
other
piece
that
in
that
sort
of
that
that
the
four
legs
of
that
stool,
you
have
the
supply
chain
ramp,
you
have
the
commercial
team
build
out,
you
have
the
RCM
revenue
cycle
management
build-out.
But
the
fourth
was
we
had
to
get
the
payer
contracts.
And,
you
know,
that's
that's
where
a
lot
of
ed
tech
companies
go
to
die
is
on
that
journey
because
it's
really,
really
hard.
It
takes
a
long
time,
and
you're
doing
nothing
but
burning
cash.
And
because
you're
you're
basically
you
have
to
take
these
patients,
many
of
which,
most
of
which
you
don't
have
a
a
payer
contract
for.
So
you're
out
of
network,
and
if
you're
lucky
enough
to
get
any
payment
for
it,
it's
going
to
be
a
low
payment.
And
so
that's
that's
just
a
huge
investment
that
is
really
tough.
And
we
had
to
navigate
that
as
well.
So
that
that
sort
of
brought
us
all
the
way
up
to,
I
guess,
the
summer
of
2024.
We
we
had
kind
of
gotten
to
a
point
where
we
got
enough
of
the
payer
contracts
done
and
all
these
pieces
started
to
come
together.
So
then
we
went
and
did
a
in
I
think
it
was
July
or
August,
we
did
a
crossover
round,
brought
in
some
some
new
investors.
It
was
really
the
first
time
we
brought
in
a
a
true
syndicate
of
investors
in
alongside
Bain
Capital.
Swaril Mathur
And
your
cap
table
became
more
than
two
lines.
Brian Webster
Yeah,
it
was
it
got
a
little
more
complicated.
But
so
that
was
a
you
know,
let's
say
August
or
September,
I
guess,
of
2024,
or
then
and
then
you
know,
six
months
later,
we
were
doing
an
IPO.
So
it
was
like
it
was
really
quick.
Swaril Mathur
Yeah,
well,
I
guess
I
a
couple
questions
before
we
dig
into
the
IPO.
One
is
what
was
happening
in
the
commercial
org
as
you
were
figuring
out
the
you
know,
the
the
kind
of
early
days
of
growing
through
building
your
Rev
Cycle
team
and
establishing
pair
contracts.
Did
you
just
keep
the
commercial
team
relatively
small
so
that
you
were
giving
yourself
time
or
was
commercial
team
ramping
significantly
during
that
stage?
Brian Webster
Yeah,
that
I
think
we
kept
it
purposely
small
because
we
were
trying
to
manage
our
cash
until
we
got
to
a
point
where
we
weren't
simply
operating
as
a
as
a
large
nonprofit
because
of
the
payer
contract
stuff.
You
know,
so
we
we
kind
of
kept,
you
know,
from
the
original
nine
reps
that
we
hired,
we
kept
it
to
maybe
30
reps
or
32
or
something
like
that,
and
and
just
kind
of
kept
it
there
until
until
these
other
pieces
came
together.
They
came
together,
we
did
the
crossover
round,
so
now
we
have
a
big
slug
of
you
know
capital,
and
and
then
we
start
going.
And
we
we
went
pretty
quickly
from
you
know
32
to
48.
I
think
at
the
IPO,
we
had
about
70
sales
reps.
So
that
happened
pretty
rapidly.
And
you
know,
as
I'm
sure
you
can
appreciate
it's
hard
for
a
small
company
to
consume
that
many
people
and
get
them
trained
and
supported
and
all
the
surrounding
infrastructure
around
them
and
everything
else.
So
that
was
that
was
quite
a
busy
time
for
us.
Swaril Mathur
Yeah,
what
were
what
were
some
of
the
learnings
from
that
that
experience?
Brian Webster
Well,
what
I
think
one
of
the
biggest
learnings
was
we
had
to
dial
in
on
what
the
real
profile
of
these
of
these
territory
managers
was
going
to
be.
You
know,
we
the
call
point
is
general
cardiology,
electrophysiology,
but
you
also
have
a
lot
of
other
people
in
the
ecosystem
in
a
in
a
cardiology
clinic
that
that
are
prescribing
a
WCD.
And
so
you
have
to
call
on
a
bunch
of
different
people.
And
so
finding
finding
the
right
background
and
the
right
type
of
personality,
that
was
probably
the
most
significant
thing
we
had
to
figure
out.
Yeah,
you
know,
and
and
we,
you
know,
we
we
we
missed
on
some
people
and
and
got
some
great
people
that
are
still
with
us
that
are
just
like
the
core
of
our
company.
But
we
learned
a
lot
through
that
process.
We
also
learned
that
we
needed
to,
you
know,
probably
invest
even
more
heavily
in
training,
sales
training
and
onboarding
and
all
those
kind
of
activities.
We
we
had
process
for
all
that,
but
I
think
we
probably
didn't
invest
as
as
much
in
it,
certainly
not
as
much
as
we
are
now.
Swaril Mathur
Mm-hmm.
Mm-hmm.
No,
that
that
absolutely
resonates.
That
absolutely
resonates.
And
it's
you
know,
it's
the
reason
I
ask
is
because
it's
it's
one
thing
for
folks
from
the
outside
looking
in
to
see
large
revenue
growth
or
large
growth
in
terms
of
size
of
the
team,
but
operationalize
like
each
individual
is
a
human
that
needs
to
that
needs
to
fit
properly
in
the
organization.
And
then
the
culture
is
changing
as
the
size
of
the
team
is
changing
and
processes
are
changing.
It
is
it
is
so
much
more
complex
than
it
ever
appears
to
be
from
the
outside.
Brian Webster
Well,
I
think
one
of
the
one
of
the
things
that
you
have
in
this
particular
business,
you
have
to
overlay
it
over
on
top
of
all
of
that
normal
complexity
is
the
fact
that
we
had
to
we
had
to
figure
out
this
whole
business
model
of
how
we
get
paid.
We
had
to
figure
that
out
on
the
fly.
And
so
it
was
constant
process
change,
policy
change
as
we
learned.
And
that
really
created
some
challenges,
you
know,
because
it's
not
just
like
a
known,
hey,
this
is
it's
just
buy
sell,
and
you
know,
you
get
an
invoice
and
30
days
later
and
it's
in
backlog
and
you
ship
it.
We
had
to
deliver
a
service
model
where
we
get
a
prescription
today,
we
have
to
get
the
patient
out
the
door
by
two
o'clock
tomorrow.
And
we
had
to
do
that
at
scale,
and
so
that's
what
we've
been
building.
And
it's
it's
settled
down
more
now.
We
we
have
a
little
bit
more
clue
of
what
we're
doing,
but
we're
still
learning.
Swaril Mathur
Yeah,
absolutely,
absolutely.
And
that's
the
right
mentality.
So,
so
talk
to
us
about
IPO Decision And Public Company Life
Swaril Mathur
the
IPO.
What
was,
I
mean,
going
public
is
obviously
a
massive
milestone
for
a
company.
It
opens
up
a
lot
of
opportunities,
but
also
exposes
the
company
to
new
types
of
risks.
So,
what
was
some
of
the
decision
making
around
why
to
IPO
in
the
first
place
and
then
when
the
right
timing
was
for
the
company?
Brian Webster
I
think
what
we
the
the
big
drivers
behind
the
decision,
you
know,
we
had
we'd
gotten
enough
traction
commercially
where
we
we
really
had
high
conviction
that
number
one,
there's
a
really
big
TAM,
a
really
big
market
opportunity
out
there
for
us,
and
that
we
have
a
clearly
superior
product.
And
so
the
the
only
remaining
thing
is
can
we
build
a
commercial
engine,
you
know,
to
go
after
that?
And
that's
where
the
capital
comes
into
play.
And
we
knew
that
getting
access
to
capital
in
a
in
a
public
arena
was
going
to
be
a
healthier
way
to
rapidly
grow
the
company
than
to
try
and
do
additional
private
rounds
because
we
knew
it
really
was
going
to
need
investment.
And
the
business
model
itself
is
one
that
is
maybe
takes
a
little
bit
longer
to
get
to,
you
know,
get
to
the
real
profitability.
But
once
you
get
to
that
stage,
it's
a
really
nice
business
model
and
will
deliver
really
nice
profitability.
So
so
it
really
came
down
to
we
had
to
we
had
to
check
the
boxes
that
we
felt
like
we
were
mature
enough
in
in
those
four
legs
of
the
table,
you
know,
the
the
payer
contracting
and
all
the
other
things,
where
we
had
confidence
that
we
could
be
consistently
delivering
as
a
public
company
because
nobody
wants
to
go
public
and
then
and
then
start
missing
your
numbers.
So
we
had
to
have
enough
confidence
that
we
were
at
that
point,
and
then
and
then
we
just
knew
that
the
capital
that
we
could
get
access
to
was
gonna
help
you
know
turn
us
into
the
fastest
med
tech,
fastest
growing
med
tech
company
in
the
in
the
country.
Yeah.
And
we
that's
where
we
think
we're
gonna
be
for
the
for
the
foreseeable
future.
Swaril Mathur
Yeah,
yeah.
And
and
clearly
you've
had
a
a
really
successful
and
effective,
you
know,
stint
as
a
public
company
so
far.
What
what
felt
to
you
like
the
biggest
changes,
both
for
yourself
as
the
CEO,
going
from
CEO
of
a
privately
held
PE
backed
company
to
CEO
of
a
public
company,
and
then
for
kind
of
the
rest
of
the
Kestra
team
and
for
the
organization
as
a
whole?
Brian Webster
Well,
I
think
the
I
think
there's
a
lot
of
governance,
compliance,
those
kind
of
things
that
you,
of
course,
you
have
to
layer
in.
We
had
made
decisions
several
years
earlier,
before
we
ever
went
public,
that
we
were
going
to
lay
some
of
the
construction
that
would
would
get
us
ready
for
that.
So
we
started,
we
started
using,
you
know,
auditors
that
that
were
going
to
audit
us
to
the
for
the
most
part
to
the
public
standards
of
of
accounting.
We
put
in
compliance
programs
once
we
started
building
a
commercial
team.
We
put
in
appropriate,
you
know,
sort
of
ABMED
kind
of
compliance
programs.
And
you
know,
so
I
think
I
think
a
lot
of
that
was
was
just
maybe
tightening
those
up
a
little
bit.
It
wasn't
a
full
reconstruct
when
it
came
to
those.
I
for
me
the
biggest
change
has
been
the
two
things.
One
is
just
working
with
the
board
now
is
just
more
complex.
You
know,
we
have
more
more
board
members
and
there's
just
more
process
to
it.
Brian Webster
You
know,
it
used
to
be
if
there
was
a
decision
to
be
made,
I
could
pick
up
the
phone
and
call
my
one
of
my
colleagues
at
Bain
and
say,
This
is
the
idea.
What
do
you
think?
Yeah,
love
it.
Okay,
we're
going.
And
now
we've
got
a
committee
that
has
to,
you
know,
talk
about
it.
And
and
it
it's
it's
all
to
the
good,
but
it's
just
it
just
takes
more
time
and
it's
it's
more
process
oriented
and
more
governance
oriented.
So
I
think
that
that
part
of
it
is
has
been
just
a
change.
It's
not
a,
you
know,
for
for
the
worse
for
sure.
It's
a
good
change.
The
other
is
just
I
spend
more
time
now,
you
know,
with
investors.
So
that
that
is
just
that
means
that
you
know
our
leadership
team
has
all
had
to
kind
of
step
up
and
assume
broader
responsibilities
because
I'm
you
know,
I'm
spending
a
good
chunk
of
my
time
now
doing
roachos
and
things
like
that
and
interacting
with
you
know
the
the
buy
side
and
the
sell
side
to
talk
about
Kestra.
Swaril Mathur
Yep,
yep,
absolutely.
And
this
is
your
first
time
being
the
CEO
of
a
public
company.
I
mean,
in
all
the
evolutions
of
the
companies,
you've
you've
been
president
of
an
organization
within
a
big
organization,
you've
been
CEO
of
a
standalone,
but
this
is
the
your
first
kind
of
public
company
CEO
experience.
And
and
just
to
you
know,
put
it
bluntly
for
what
things
are,
the
the
markets
are
a
little
volatile
these
days,
and
you're
you're
living
through
the
day-to-day
of
that
as
a
small
cap,
you
know,
company.
How
do
you
handle
the
volatility
of
that?
How
do
you,
you
know,
how
do
you
handle
the
the
the
stress,
the
burden,
what
whatever
it
feels
like
to
you
of
of
having
to
exist
in
in
these
sorts
of
uncontrollable
circumstances?
Handling Market Volatility With Fundamentals
Brian Webster
Well,
I
think
our
mindset
has
been,
you
know,
let's
really
focus
on
fundamentals.
You
know,
we
had
an
opportunity
in
in
December
on
the
heels
of
our
our
large
post-approval
study
being
presented
at
AHA.
We
had
the
opportunity
to
go
out
and
do
a
secondary
offering.
And
you
know,
we
didn't
we
didn't
really
on
our
balance
sheet
needed
at
that
point
in
time,
but
we
said,
you
know,
this
is
this
is
news
that
we
we
think
we
can
sell
into.
We
think
it
would
be
a
good
idea
to
really
fortify
the
balance
sheet.
And
now,
you
know,
frankly,
a
few
months
later
with
kind
of
a
crazy
global,
you
know,
political
geopolitical
environment,
we're
pretty
glad
we
did
that.
We
went
and
did
that.
So
the
fundamental
there
was,
you
know,
whenever
you
can
fortify
and
strengthen
your
balance
sheet,
take
advantage
of
that
and
do
that.
Brian Webster
I
think
the
other
fundamental
is
we
really,
really
have
focused
on
execution,
you
know,
and
our
team
has
done
a
great
job
of
of
really
nailing
the
the
key
indicators
for
this
business
and
just
executing
quarter
over
quarter,
month
over
month.
It's
a
run
rate
business.
Every
day
we
get
new
patients,
and
so
every
day
we
can
kind
of
see
how
we're
tracking,
and
and
you
have
to
be
just
really
strong
execution-wise.
So
so
those
two
things,
and
then
the
third
thing
is
just,
you
know,
I
feel
like
if
we
do
our
job
and
we
execute
and
and
we
become
really
predictably
a
great
execution
story,
then
that
allows
us
to
go
out
and
just
keep
telling
our
story.
And
that's
what
we've
been
doing
a
lot
of,
you
know,
we've
been
just
out
there
talking
to
investors,
reinforcing
the
simplicity
of
the
story
and
why
why
the
story
keeps
getting
better
as
we
get
more
experience
out
of
the
market.
And
I
think
I
think
it's
those
three
things,
you
know,
get
the
balance
sheet
fortified,
execute
really
consistently,
and
then
keep
telling
your
story.
Swaril Mathur
Yeah,
yeah.
Simple
as
that,
huh?
Simple
or
as
complex.
Brian Webster
Well,
we
can't
control
the
other
things.
Swaril Mathur
So
yeah,
yep,
absolutely,
absolutely.
Pride In People And What’s Next
Swaril Mathur
Well,
thank
you
so
much,
Brian,
for
sharing
all
of
that
about
kind
of
your
career
history,
the
Kestra
story.
As
as
we
start
to
wrap
up,
you
know,
I'm
thinking
through
everything
that
you've
shared
and
and
just
the
and
I'm
struck
by
a
couple
of
things,
right?
One
is
it's
one
thing
to
be
a
leader
during
times
of
success.
It's
one
thing
to
be
at
the
helm
when,
you
know,
when
you
get
to
celebrate
a
big
exit
or
a
successful
fundraiser,
a
successful
product
launch,
but
it's
something
else
entirely
to
be
able
to
lead
a
team
through
massive
setbacks
and
come
out
on
the
other
side.
And
it's
really,
it's
really,
you
know,
profound
to
hear
how
that
has
shaped
your
leadership
experience
and
and
obviously
has
helped
you
get
to
the
success
you're
at
today.
You
know,
some
other,
some
other
elements
of
of
your
journey
that
stick
out
to
me
is
your
your
proactive
willingness
to
acknowledge
and
adapt
to
changing
environments.
You
have
you
have
led
through
a
lot
of
different
changing
environments.
Swaril Mathur
And
I
think
there's,
you
know,
that's
that's
again
probably
the
reason
you
were
in
the
successful
seat
you
were
in
today
is
because
you've
done
that
well.
That's
not
an
easy
thing
to
do.
And
then,
you
know,
your
commitment
to
always
kind
of
doing
right
by
people
and
putting
those
first.
So
really
appreciated
you
kind
of
sharing
all
of
all
of
these
details
about
your
story.
As
we
close
out,
I
would
love
to
ask,
looking
back,
what
are
you
most
proud
of
in
your
career
history?
Whether,
whether
that's
part
of
the
Kestra
story
or
just
more
broadly.
And
then
looking
ahead,
what
are
you
most
excited
about?
Brian Webster
I
think
looking
back,
you
know,
I
think
I
would
say
I'm
the
most
proud
about
the
the
individual
decisions
all
along
the
way
that
we
made
around
people.
You
know,
whether
it
was
treating
them
right
during
a
tough
time
or
just
the
the
things
that
happen
every
day,
we
we
always
tried
to,
you
know,
we
always
tried
to
make
the
decision,
the
default
is
on
the
on
the
people
side.
And
we
really
believe
in
our
team.
I
this
is
not
a
story
about
me.
This
is
a
story
about
a
great
team
that
I
was
fortunate
enough
to
be
a
part
of
building,
but
but
I
think
that's
the
biggest
thing.
It's
just
as
I
think
back
and
think
about
all
the
decisions
that
have
had
to
happen
over
the
years
that
had
to
do
with
people
and
their
careers
or
or
whatever
was
going
on,
we
always
try
to
do
the
right
thing
by
the
people.
Brian Webster
And
I
will
always,
you
know,
anchor
myself
in
that.
I
think
in
in
terms
of
looking
forward,
I
couldn't
be
more
excited
about
where
we're
where
we're
at
today.
You
know,
we
we
have
we
have
an
incredible
group
of
people
that
are
that
are
uniformly
passionate
about
the
mission
that
we
have.
And
every
every
person
that
we
hire
that
comes
into
the
company,
I'm
the
final
interview
on
every
single
person.
I
get
to
see
that
the
the
thing
that
draws
people
to
our
company
is
the
fact
that
we're
impacting
people,
we're
impacting
patients
and
their
families,
and
we're
saving
lives.
And
and
these
are
all
purpose
driven
people,
and
and
the
market
opportunity
looks
even
better
today
than
it
did
12
months
ago.
The
product,
you
know,
strategy
that
we
have
looks
better
today
than
it
did
12
months
ago.
We're
putting
some
amazing
territory
managers
out
there
that
are
just
absolutely
ripping
it.
And
And
we
just
have
a
a
really
great
team
that
I
think
is
gonna
do
some
some
really
cool
things.
And
but
at
the
heart
of
that
is
the
fact
that
every
single
day
in
my
inbox
I
get
new
reports
of
real
people
that
have
been
saved
by
our
product.
Swaril Mathur
Wow.
Brian Webster
And
I
get 'em
every
day.
It
shows
up
and
and
it
says
exactly
what
the
situation
was
and
and
it's
just
a
constant
reminder
that,
you
know,
we're
doing
some
good
out
there.
And
I'm
really
proud
of
the
Kestra
team.
It's
a
it's
a
really
good
group
of
people,
and
we're
surrounded
by
financial
sponsors
and
all
the
the
whole
all
the
people
in
our
ecosystem
are
fit
to
be
a
part
of
this
journey,
and
and
we're
very
lucky
for
that.
Final Thanks And Closing
Swaril Mathur
Yeah,
yeah.
Wow.
Well,
Brian,
congratulations
on
all
the
success
today.
Thank
you
for
taking
the
time
to
come
share
your
story,
and
I
will
look
forward
to
watching
Kestra
and
the
entire
team
continue
to
continue
to
thrive
and
change
and
save
lives.
Thank
you
so
much
for
being
on
Med
Tech
Talk.
Brian Webster
Thank
you
for
having
me.
Take
good
care.