Medsider: Learn from Medtech and Healthtech Founders and CEOs - Validating Demand in Medtech: Interview with Pristine Surgical CEO Bryan Lord

Episode Date: August 28, 2024

In this episode of Medsider Radio, we had a fun chat with Bryan Lord, President and CEO of Pristine Surgical. Pristine's flagship product, Summit, is a 4K, single-use digital arthroscope that streamlines arthroscopic procedures. Bryan started his career as a “deal guy” – originally a tech lawyer in Boston, and always involved in startups. He has a wealth of experience across various technology sectors including semiconductors, enterprise software, and medtech, and spanning roles in corporate finance, technology licensing, and M&A. Before Pristine, Bryan also founded three venture organizations: New Venture Advisors, Orthopedic Venture Partners, and Innovation Alliance.In this interview, Bryan shares the story of how he evolved his career to become a medtech entrepreneur and the lessons he learned along the way—about how to protect your competitive advantage, how to achieve market pull vs. market push, and the importance of collaborating with experienced mentors. Before we dive into the discussion, I wanted to mention a few things:First, if you’re into learning from medical device and health technology founders and CEOs, and want to know when new interviews are live, head over to Medsider.com and sign up for our free newsletter.Second, if you want to peek behind the curtain of the world's most successful startups, you should consider a Medsider premium membership. You’ll learn the strategies and tactics that founders and CEOs use to build and grow companies like Silk Road Medical, AliveCor, Shockwave Medical, and hundreds more!We recently introduced some fantastic additions exclusively for Medsider premium members, including playbooks, which are curated collections of our top Medsider interviews on key topics like capital fundraising and risk mitigation, and a curated investor database to help you discover your next medical device or health technology investor!In addition to the entire back catalog of Medsider interviews over the past decade, premium members also get a copy of every volume of Medsider Mentors at no additional cost, including the latest Medsider Mentors Volume VI. If you’re interested, go to medsider.com/subscribe to learn more.Lastly, if you'd rather read than listen, here's a link to the full interview with Bryan Lord.

One of the fundamental things is really being rigorous and making sure that you're being objective about whether or not this is a market pull or whether it's a technology push. But that doesn't always mean that the market is interested in the application of the technology that you're enamored with. And it's very easy to fall in love with the concept, the promise, the specialness, the uniqueness. Welcome to MedSider, where you can learn from the brightest foul. and CEOs in medical devices and health technology. Join tens of thousands of ambitious doers as we unpack the insights, tactics, and secrets behind the most successful life science startups in the world.

Now here's your host, Scott Nelson. Hey everyone, it's Scott. In this episode of MedSider, I sat down with Brian Lord, CEO of Christine Surgical. Brian started his career as a quote unquote deal guy, originally a tech lawyer in Boston and always involved in startups, with a wealth of experience across various technology sectors, including semiconductors, enterprise software, and med tech, and spanning roles in corporate

finance technology licensing and M&A. He now serves as president's CEO of Pristine. Before that, Brian also founded three venture organizations, new venture advisors, orthopedic venture partners, and innovation alliance. Brian earned his JD from Notre Dame Law School and MBA from Wharton School at the University of Pennsylvania. Here are few of the key things that we discussed in this conversation. First, building a strong competitive moat goes beyond securing patents. True differentiation lies in the unforeseen details, your trade secrets, software code, and unique manufacturing processes. While patents are valuable, it's the proprietary knowledge and execution that truly fortify your position in the market and give you a significant competitive advantage.

Second, validate market demand before falling in love with your technology. Engage with potential stakeholders, including physicians, ASCs, administrators, and technicians to refine your value proposition. Train your site on simplifying complex processes to offer substantial operational benefits. Third, to survive the MedTech Mindfield as a startup, one of your most important tasks as a CEO is to surround yourself with good advisors and mentors who will help you refine the company's story. It's also imperative to own your own circumstances and make the best of them, moving your venture forward by always maintaining momentum. Before we jump into this episode, I wanted to let you know that the latest edition of MedSider Mentors is now live. We just published Volume 6, which summarizes the key learnings from the most popular interviews over the last several months with incredible entrepreneurs like Dan Rose, former CEO of Limflow, Dr. Stephen Michelson, founder of Ferapulse and current CEO of field medical and other leaders of some of the hottest startups in the space.

Look, it's tough to listen or read every Medsider interview that comes out, even the best ones. But there are so many valuable lessons you can pick up from the founders and CEOs that join our program. So that's why we decided to create Medsider Mentors. It's the easiest way for you to learn from the world's best medical device and health technology entrepreneurs in one central place. To check out the latest volume, head over to MedsiderRadio.com forward slash mentors. premium members get free access to all past and future volumes. And if you're not a premium member yet, you should definitely consider signing up. In addition to every volume of MedSider mentors, you'll get full access to the entire library of interviews dating back to 2010.

You'll also be able to see all of our playbooks, which are thematically handpicked collections of the most insightful interviews covering topics like capital fundraising, early stage development, regulatory challenges, reimbursement, M&A, and much more. And last, considering that fundraising could be one of the most daunting tasks for any startup, we curated a, database of over 700 VC funds, private equity firms, angel groups, and more, all eager to invest in medical device and health technology startups. Access to this database is a premium member exclusive, so don't miss out. Learn more about Medsider mentors and our premium memberships by visiting MedsiderRadio.com forward slash mentors. All right, without further ado, let's jump right into the interview. All right, Brian, welcome to Medsider Radio. This has been a long time coming,

so I appreciate you coming on the program. Really looking forward to the chat ahead. Thank you, Scott. Really looking forward to it as well. Thanks for the invite. Yeah, this should be a fun discussion. I'm sure you'll come with some juice, right? A lot of lessons learned over your career. With that said, I reported a very short bio at the outset of this episode, but I typically like to start here. You've got a fairly extensive med tech background for a while, but if you can summarize that into maybe one or two minute elevator pitch leading up to your role as CEO of Pristine, let's maybe start there. Yeah, you bet. Look, I appreciate the credit for the med tech background because some folks have also characterized me as being a conspicuous outsider in MedTech. So I'll take that badge of honor to a certain extent as well. If you can carry both mantles, maybe you've done something right. But I came into my professional

career actually as a lawyer, which is interesting. I was a corporate finance, venture capital fund formation lawyer. But when I got into that, because it was most interested in getting into the tech world. And so it happened to be, and you can create narratives that make sense in the rearview mirror. But it was just a stepping stone that was an availability of me for me to get into the tech world, I lived in Boston and got deep into that and more, right at the peak of sort of the first internet bubble. We joke about being given assignments that we probably should have never been given at a very young age. And so it was a baptism by fire. But that led to an opportunity to go join a semiconductor company, advanced materials

company in the semiconductor space, which is where I really got first kind of domain expertise. It was an MIT spinout, great company, great technology, arguably a little bit before it's time. what is sometimes in startup worlds. That was a neat opportunity. The second kind of step of my career, I ended up doing a lot of different work and a lot of different domains doing what I called outsource corporate development and venture services. So I worked in a variety of different areas, including software and consumer and advanced materials continued in that space. And then the opportunity came along with Pristine. And that was my entree into the MedTech space. I got I initially and did some investing, coordinated some investment in getting this company off the ground,

and eventually moved over and took over the reins in the management suite. And so a lot of ways it's been baptism by fire, as they say, learning on the go, but also complimented with, I think, an outsider's perspective, as I mentioned at the outset. And where I sit today, frankly, I don't know that I would wish that learning curve on folks, but it's served me well, I think having a sort of compliment to both. I feel like I'm the old guy now when I go to the LSI conferences and see some of the different folks that are coming through smart, bright, motivated folks. And that's a little different vantage point because I was the new kid on the block for a number of years.

And it looks at least based on your LinkedIn profile, which we'll link to in the full article on MedSider for this particular interview. You've been at Christine for since fall of 15. We're reporting this in mid-24, so almost a decade into the company at this point. Does that sound about right? Almost a decade. Yes. So the early days were fractional. It was really about making sure that the work on the development side was progressing. That also means fundraising and making sure that we're developing the shareholder base to make sure that the development work is continuing and the bills are being paid. So I won't take credit for full amount of that tenure in the early days. But look, on the other side of the coin, it's been a good six to six years or so of really leaning in. time, certainly in the chair, as the organization evolved and matured and the product developed and

we started the scale organizationally, that also meant that was time to lean in fully into the organizations. Yeah, look, it's, as we all know, the listeners and Scott, MedTech is not for the faint of heart. There's long development pathways. One of my board members used to say it takes twice as much time and twice as much money, and I think that's certainly borne out for us. But also the rewards on the flip side of that, which is why the space remains robust are also present as well. And the neat thing about where we are, I know we'll talk about it here soon is that when you cross that chasm onto the commercial side of it, you see a good moat. You see a long development pathway that means that what you've done is hard. And that actually on this side of it is a real strength and a positive

for what we've done. Oh, yeah, no doubt, especially with, I would say, novel, more complicated systems, right, what you're developing at summit doing and being on the leading edge of kind of a a newer trend, right, in that world. The moat, and I'm talking to a former attorney here, right, but the moats is not necessarily always on the IP side, right? It can be just a sheer amount of grits and resources that it takes to get to this point where you're effectively commercializing. Yeah, said, what's the moat is a number of different things. I don't know that this would be something taught in business school, but when I think about moats, I also think about things like prioritization within enterprise, right? This is a price.

and a type of technology that docs have wanted for a long time that the market has been very interested in in some large enterprises. They've tried and then they shut down those efforts. I think the technology was too nascent at the time. In other cases, you've got incumbents that are very comfortable with the status quo and you just don't have the sort of classic Clayton Christensen dynamic where that disruptor is motivated to come to the table. Even with motivation, that motivation needs to be complemented with capital. And even with capital, that motivation and capital needs to be complemented with talent that can actually execute and deliver on those things. There is a sort of enterprise level execution moat that it takes people to do stuff

and it takes capital to do stuff and it takes opportunity that's a cost that's applied and prioritization to do those things. I think that sometimes gets overlooked, right? In the marketplace. We look at formal aspects, certainly of IP and other types of stuff. We've been very proactive in filing patents as you would expect and did some work in that space. But I also think that another overlooked places trade secrets and software code. With a single-use device, you can bet that folks are going to be curious and they're going to get their hands on it and they're going to look at the things that they can look at and you rely upon intellectual property to be that aspect of the moat. There's also a lot of things about the manufacturing, the device that you

would never be able to understand by looking at the device itself. Those are part of your moat as well. And then code, right? This is an electromechanical device, but it's a digital enabled, cloud-connected, and sophisticated digital instrument that has a lot of code that helps generate the type of image that you can see now that 4K image that you see on the screen. So there's a lot of software also involved in it. And as everybody knows, software is a pretty fundamental aspect of your intellectual property stack as well. Yeah, no doubt. I like, I oftentimes see this analogy when we're talking about modes and with respect to IP is, look, a lot of patents, granted patents are in a public domain, relatively straightforward. You're kind of, your base level understanding of like,

how big and wide is this moat. But then when you deal with trade secrets, it's murky water and you don't know how really deep the mode is and you don't, does it look different once you start going in that water? So it's, I think you hit the nail on the head, right? That can often be equally as significant of a mode, just the know-how, right, that's protected internally. With that said, Let's talk a little bit about Summit because I do want to leave 20, 30 minutes to go back in time and get your take on a variety of sort of cross-functional initiatives, right? And layering in kind of your experiences of Pristine as well as even before Pristine or some of the startups that you've been involved with. But with respect to Summit, that's the flagship product. Kind of similar to, I guess,

maybe the first question is, give us an elevator pitch on kind of what Summit is for those that aren't familiar with what your team has been building at Pristine for the better part of a decade now. That's right. Look, Summit is our flagship product. It's a single use digital endoscope. And in particular, it's a single-use digital arthroscope. So our first indication is in sports medicine, commonly referred to as arthroscopy. When in sports medicine, you're looking into the body and doing minimally invasive visualization. Our summit platform, though, anticipates. In fact, we already have our second product underway under development.

We just had a fantastic test of that last week in Minnesota. That's our next product line, and that's for general surgery a lairoscopy. And beyond that, we have functional prototypes that also got a beautiful image that's generated, functional capabilities from the mechanical side of things in flexible endoscopy, and that will follow on as a third level. That's much more at the advanced prototype stage. And as you can imagine, there's a lot of work on the DFM that's necessary in order to bring that last piece to market.

So we really think sequentially. It's about sports medicine where we were founded and initially did our product development, then laparoscopy from there. and then beyond that into flexible endoscopy. And we really think a little differently than I think a lot of companies do about the space. And there was a lot of silos that really organize themselves around indications. We think of ourselves really serving the doctors, obviously, who use the device, but also the facilities who are responsible for having that device in the right place at the right time

and in working order and clean and procured. And so we solve issues on the process side of things for the facilities. and will also improve visualization for the doctors. And so we really think about it, cutting across indications, but with the commonality of also serving the facilities as much as the physicians in our offering. And that's part of the reason why we think more broadly

from a platform perspective. I think two other things to mention to highlight about the product and the offering. As I mentioned, this is a digital scope. And so we have, there's two elements to that. One is there's a chip and a tip on all of our product designs, as well as a high brightness LED located on the tip. So we call that fully integrated to really distinguish between some solutions that might be,

you know, partial have components that might be a single use, but really our entire visualization capability is wrapped up together in one. So obviously, as I mentioned, there's a digital aspect. Sometimes people have colloquially referred to these devices, particularly in the laparoscopy spaces, video scopes to give that sense of chip-on-a-tip and integrated camera and lighting functionality. The other part of the digital footprint is in the cloud. So this is a connected device.

We connect our image processing unit, which is the box that the single-use device plugs into, that connects into the cloud and gives us a whole suite of functionality that we can bring then also in the digital health realm, as well as, frankly, some very basic blocking and tackling functionality, which is also fundamental. and we think quite unique, which is managing inventory. So when you think about the business model of switching from durable, high maintenance, expensive piece of capital equipment into a single use modality, one of the first things you think about is, all right, we've got to be world-class

of inventory control. You're going to make sure that when physicians are ready to do surgeries on a Monday morning with a full schedule of surgeries, that there's a ready inventory of those consumables available for the surgeon and for the surgery center. And so we de-risked all of that by building this end-to-end inventory management platform that's also managed for the cloud. So those two aspects are complementary. One is an operational, functional capability that's enabled in the cloud. And then we also have the capability to expand on that and do a whole host, as I said, of digital health services through that platform as well. Yeah, that's super helpful overview. And the website's pristinecergical.com.

Just as it sounds, P-R-I-S-T-I-N-E, Surgical, the Compristine Surgical, we'll link to it in the full article on MedSiter. Highly encourage everyone to check out the site to learn a little bit more about the technology as well as the company and the brand that Brian and the team have built is a really great site too. So before we go back in time, in terms of life cycle, you already touched on this a little bit, but you're fully commercializing this at this point in the sports medicine vertical to start out with at this point.

That's right. We already have paying customers on tap. we are in the process literally as we speak of transitioning from limited market release where really our sales team was focused on direct sales and figuring out aspects of the device post 510K approval that we wanted to find too, that we want to get feedback on that we wanted to refine and also frankly figuring out some of the unique selling attributes of it in our very first procedure in fact value proposition which I'll talk about it a bit came to light that we frankly didn't appreciate. And it's been a good period for our sales team to not only get feedback in the

field about the device itself, but also, frankly, learn how to sell a device that's different and unique and has a very differentiated value proposition and really hone that. And so as we flip the switch here, we now have an independent sales rep force that's been recruited, retained, trained and ready to go. And so in a matter of days, we'll be opening up the deployment of that team for broader outreach. And so we're excited to shift from that direct to that scaled independent rep 1099 force that will be helping us scale and get this device into even more people's hands. Yeah, that's great. That's cool. Exciting times for sure with where you're at, especially as you look at scaling kind of the footprint. With that said, I want to step inside the

old MedSiter time machine, if you will, and learn a little bit more about, or get your take. right on a couple different key topical areas. First one being early stage development. You touched on this a little bit, even in the early days of pristine, where, you know, your role was fractional nature, right? A lot of the resources were being allocated towards getting to the next iteration of the product and the system at the time. From my perspective, this is like startup for always hard, right?

But this is especially hard when you're trying to iterate quickly with very limited resources, right? And in most cases, not a lot of full-time focus, right? Because, again, all of your dollars were sort of going towards development. So when you think about either your experience directly at Pristine or maybe some of the other startups that you're involved with, where do you think most founders or CEOs go wrong or you can flip that and say, what do you think you really need to do right at those early stages of a startup? Yeah, you can come at that from a number of ways, more specifically generalize it. I think the sort of general level, I'm certainly not the first and won't be the last to highlight this. But I think one of the fundamental things is really being rigorous and making sure that.

you're being objective about whether or not this is a market or whether it's a technology push. I think there are a lot of things that in the fast developing world of technology that if you come at this from a technologist's perspective and God bless them, the amount of things that we're able to do today are mind-boggling, whether it be the recent emergence and fantasticness of AI or anything that goes in history that we can talk to. But that doesn't always mean that the market is interested in the application of the technology that you're enamored with. And it's very easy to fall in love with the concept, the promise, the specialness, the uniqueness. As a founder, it's your baby.

And we really do think about it the same way we think about our children. And just like we cheer the loudest for our children on the sidelines for their games, it's very easy to fall into that trap and lose objectivity and to believe that the whole world gets up in the morning and goes to bed at night, thinking in the same way that you do about the universe that you've developed around you. I think that myopia is common. And it's enticing. It's understandable. But that's probably the biggest thing is to really be as objective as possible with the market, talk with physicians, understand whether or not there is a true need for the technology. And in our case, look, we also needed to talk with facilities and understand really whether,

as I talked about this dual value proposition of the high quality image with the cost reduction and the simplicity on the operational side of things, really understand whether that truly is a pinch point. You get a pretty good sense that was present. This was not technology push. This was need driven from that attribute. The flip side of the equation, though, it took a while to actually figure out the operational aspect of the value proposition.

When I took over this rule, it was right about the time when the Olympus class action lawsuits were taking place around the flexible scopes. And there was a lot of focus on pre-COVID, albeit, a lot of focus on infection and ways to limit that as well as ways that they weren't properly limiting that, which was some of the subject matter of the legal action, in ways that the instruction sets needed to be more robust and that the things needed to be, the instructions need to be followed more clearly and, you know, I'll leave it to the record to cover all that. But my original belief was, just to give an, for instance, and where you can go down dead ends, was that surgery centers

were going to be driven by infection control on the rigid endoscopy side of things in the same way that they were driven by, understandably, infection control on the flexible endoscopy side of things. And it just turned out not to be the case. I think the prevalence of infection, the rigid endoscopy side of things is there. But there's other risks associated with surgery as well. And so it wasn't the kind of thing that bubbled up to the top of the list. It's less in rigid endoscopy that it is inflexible. And what we learned really over time is that the means of sterilizing a scope, it's really not about the efficacy or not of the sterilization of the existing modality, the existing what folks refer to as a Rodland stoke. It's really about the

burden that it takes to comply with those steps in order to accomplish it. So for the most part, look, I have come to believe and understand that ambulatory surgery centers are one of the real unsung heroes of the healthcare space. They have incentives to be thinking rigorously about process improvement, about cost reduction, still about patient safety, obviously, and efficacy of the procedures. I was just at the Becker's ASC conference last week, and it's really very admirable, robust component of the health care delivery market. What they have to do is bear the burden of, particularly with the multi-specialty facilities, a wide array of different equipment sets, each of which have specific instructions for use. In the case of an arthroscope, there's

35 instructions for use on a typical arthroscope, all of which not only need to be complied with for patient safety, also need to be complied with from a regulatory perspective. And if they're handled correctly, you still have instances where bad things happen. But for the most part, the processes run the way they're supposed to run. The challenge is those 35 steps are really burdensome. They're really expensive. And they require a lot of training with staff that's difficult to recruit and retain and perform all those steps properly. And so we adjusted really from it being a risk mitigation value proposition. But we still address that. People are interested in that. But really at the top of the list on the operational side of things really is about cost and efficiency.

And so our mantra at Pristine is that our job is to simplify endoscopy. It's to take those 35 steps and turn them into two, right? You grab the box, you open the package, and you plug it in. I guess there's three steps to that process. If what we're doing then is delivering the same, if not higher quality image, but also in a lower cost and with a simpler process flow, now what we've delivered is something that's truly disruptive to the marketplace. Yeah. I would imagine, and I don't want to put words in your mouth, but I would imagine getting

to that value prop, the messaging around that value prop, took some iteration. And it never sees it to amaze me. The problems that we think we're solving up front, right, which in your case might have been largely about risk, right? Of course, it makes sense. Disposable scope. See it, there's need for that to reduce risk. But in reality, the bigger value was actually in the simplicity, right, in order to comply with the sort of requirements, as you point out. So that's super interesting. It reminds me of this graph that I was circling back around your point around but I try to find market pool. I think it was, if I remember correctly, my days are getting mashed up,

but I think it was maybe even just this morning on LinkedIn. I saw this graph of these Pure Play Tech companies. And on the X axis was time to product market fit. And the brands that were, where there was a really tight kind of window upon launch and finding true product market fit, like they stood out amongst the others. And I think it speaks to like your comment earlier.

We should be very mindful of those earlier stages is not allocating too many resources towards something that truly doesn't have market pull. We're having to push people onto this. And I always like to think about, and I'm talking with other early-stage founders, it's harder to do this in MedTech, because we're working on typically hardware-based systems.

There's a huge hardware component, so it's not like software where you can just ship an MVP. But look for, when you're talking with various stakeholders, whether it's docs, ASC, administrators, payers, investors, even, for that matter. If by and large, people are leaning back and it's just hard to get their attention on something, I don't know.

You might want a question whether this is truly a push, I can try to look for some of those signals as early in the process as possible. 100%. Look, I'm self-aware enough to know that my ability to identify a disruptive medical technology at the early stage of its incubation, probably not going to be super high. If you take that level of humility into the marketplace, your job is to look for those market external responses and to think soberly about them and to pay attention to them, you're exactly right. Are people leaning out or are they leaning in? In our case, look, as you talked about,

it's been a long march. But along that march, those are circumstances I look for at every turn, right? I got a family to take care of and opportunity costs abound and other things that you could be leaning into. But what really kept the fire burning was the growing cadre of people who said, yeah, this is unique. And it's not every day. You see something that can not only deliver, but also have an opportunity to join and be a part of that process. So just as a example for that, I had a chance to be introduced to who's now our chief medical officer, Dr. Steve Snyder. And he's generally considered to be amongst the real luminaries in the arthroscopy space. He's a wonderful man, as taught, I don't know, I think he's had 125 people go through his very

revered Scoey shoulder fellowship and mentor to many and a teacher to many more. So I had a chance to meet him and I thought, okay, I'm going to look, I'm an entrepreneur. What's the angle here with this superstar in the field? And so I thought, look, I think new devices and a device like ours could be used from an educational perspective, right? It's a good training device. And we all know the sort of marketing angle where if you can product in the training that those trainees are going to eventually grew up to be full-time users. So sat down and made a little small talk with Dr. Snyder and turned the conversation towards perhaps an opportunity where I could get a little relationship built with him and fished for his interest in whether he might help us think about how we could

use it in an educational environment. And he said, in his very gentle way, Brian, that's a really interesting thought. And he paused and I was ready to be let down gently by this wonderful, gentle luminary. And instead he pivoted and he said, but what? what you think about having a chief medical officer, stopped, grabbed myself a little bit, and said, yes, Dr. Snyder, I think we should talk about that a little bit more. And underneath my breath, I'm thinking, did I just hear what I thought I heard? It's a fun little anecdote, right, of pleasant surprises. But when you see folks like Dr. Snyder lean in and say, yeah, this is something that would

make a difference in his practice, that he would be willing even more so to put his name and his reputation associated with, those are the things that sort of build that momentum towards a concept that gets you to the next phase. And ultimately, I believe that the job of the entrepreneur is to continue to build a collection of people who are contributing to the mission of the organization. And so that becomes a momentum builder and other people take note of that. And that's what's really quite rewarding about the exercise of entrepreneurship. Because, look, our job is to create a vision and to sell that vision.

And it's not to twist people's arms, but it's really to enjoy. joy, their sharing of that vision, and then they're contributing to that. Been unbelievable, a member of our team. And those are the things you look for, Scott, amongst many. We've had many of those instances as we've grown over the years. Such a great example. I think it also speaks to the brand that you and your team have built. And maybe I see this mostly on LinkedIn as an example, but just being in the mix and being active in the community, I see it from afar, but I got to think that's helpful. And obviously, the example that you just shared, approaching a pretty esteemed physician with one idea. He's circling back and interested. You're looking for the

those signals interested so much that he threw out that the old CML title. So yeah, that's good stuff. Yeah, a good position to be in. Hey there, it's Scott. And thanks for listening in so far. The rest of this conversation is only available via our private podcast for MedSider Premium Members. If you're not a premium member yet, you should definitely consider signing up. You'll get full access to the entire library of interviews dating back to 2010. This includes conversations with experts like Renee Ryan, CEO of Calah Health, Nadine Miarid, CEO of CVRX. and so many others. As a premium member, you'll get to join live interviews with these incredible

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