Business Development & Investors | The MedTech Conference

Business development is a key focus for many attendees of The Virtual MedTech Conference. Top industry decision makers and medtech investors will find the following opportunities to connect, learn from and interact with key audiences.

We are proud to offer an environment that enables corporate business development teams and investors to discover the most promising medical technology innovation and small and emerging medical technology companies, while also having time to engage with executive management teams and each other.

Partnering

Set up one-on-one meetings with SMEs and other potential partners at The Virtual MedTech Conference, which offers partnering and attendee-to-attendee communication when the system launches September 8, 2020 through October 23, 2020. Meetings will be conveniently hosted on a video conference that launches directly from your calendar within the system. We understand the importance of helping you develop and maintain relationships in this virtual environment, and encourage you to attend The Virtual MedTech Conference to secure meetings with current and prospective partners.

Program

The Virtual MedTech Conference program includes over 100 sessions and presentations that provide the latest updates on trends and the future of the industry. View the 2020 conference agenda here.

MedTech Innovator Showcase

Check out 50 transformative early to mid-stage device, diagnostic and digital health companies as part of the virtual MedTech Innovator Showcase presentations. And vote for one of five finalist companies in the MedTech Innovator Competition Finals. More information on AdvaMed’s and The MedTech Conference’s partnership with MedTech Innovator is available here.

“Part of our mission at HealthQuest Capital is to be open, connected, and catalytic, which captures our interest in partnering with the most innovative, disruptive, and thoughtful entrepreneurs and leaders in the health care industry — we attend The MedTech conference annually as it provides one of the most unique, and productive opportunities to help fulfill this mission.”
Trit Garg, M.D., HealthQuest Capital

2019 Business Strategies Sessions

The following sessions were featured at The MedTech Conference 2019. The 2020 sessions will be available this summer.

EY Pulse of the Industry 2019

A decade since the financial crisis, the medtech industry has re-established steady growth rates and record levels of venture capital investment. However, medtech has yet to fully realize the potential of new digital technologies to transform the industry. Connected devices will capture and analyze data to deliver personalized care and improved outcomes, while presenting new challenges in customer engagement, data management and cybersecurity. EY’s 13th annual Pulse of the Industry Medical Technology report examines each of these topics and will be the foundation for the panel conversation where we’ll explore how medtech companies can best seize the opportunities and avoid the dangers ahead.

Health 2040: MedTech’s Role in a Transformed Future

Twenty years from now, the health care system we know today will look completely different. There will be a fundamental shift from “health care” to “health.” And while disease will never be completely eliminated, through science, data, and technology, we will be able to identify it earlier, intervene proactively, and better understand its progression. Greater data connectivity and interoperability, open, secure platforms, and increasing consumer engagement will lead to a future focused on wellness and managed by companies that assume new roles to create value. Ten stakeholder archetypes — grouped into three distinct, but interconnected, categories — are likely to emerge and replace and redefine traditional industry roles.

Today, no segment of health care ecosystem is immune to these transformative changes. Industry leaders need to make choices now about which core capabilities they will need to lead on, and which they will need to partner with others on, over the next 5, 10 and 20 years. This session will challenge MedTech executives to think differently about the future — both in the shorter-term and longer-term — and the business model choices they need to make to survive in this type of health ecosystem.

What Do Hospital Administrators Really Want?

Hospital mergers and acquisitions, group purchasing organizations (GPOs), integrated delivery networks (IDNs), accountable care organizations (ACOs) and Value-Added Committees (VACs) have high expectations that their hospital administrators (HA) skill sets are growing in sophistication. The impact on traditional medical device/diagnostic sales and marketing strategies is profound and keeping up with HA learning curves and expectations can be difficult. What are the most recent trends in HA decision-making processes and how can we integrate those into our own sales and marketing programs? How can medical device companies appeal to the economic buyer and:

Create meaningful value propositions for disruptive medtech products?
Integrate advances in technology and analytics and leapfrog the competition?
Identify buyer segments that will respond to a strong clinical value proposition?
Arm a clinical champion with the tools needed to grow HA interest?

This panel will consist of a moderator and three or four HA leaders. Why is this session appealing to attendees at The MedTech Conference?

Although the pace of consolidation has slowed, hospitals continue to evolve into larger health systems, including payers, outpatient clinics, specialty services, long-term care and physician owned practices. Especially significant is the joining of payers and providers, which will present a challenge to device makers in the future. Economic pressures will continue to grow in hospitals and will be passed down the chain to the medical device community. Collaborating with our HA customers to improve patient outcomes and reduce costs will become an essential part of our medtech strategies.

How Major New Players Are Challenging the Current Health Care Ecosystem

Major non-health care players such as Apple, Google, Best Buy, Amazon, Berkshire Hathaway and JPMorgan Chase are launching key initiatives in various health care segments, driving disruptive change. The insiders of the health care ecosystem are monitoring these new players activities and trying to assess the impact on their product and service innovations. Some of these new players are already changing the way health care is managed and delivered, and they are bringing a fresh perspective to a segment that has historically been inward-focused.

This session will discuss the landscape and impact of these new players, and will discuss:

What these players are hoping to achieve, and what strategies are they employing to meet their goals?
As players in the health care ecosystem, should we embrace and welcome their new ideas?
How can MedTech players collaborate with these corporations and form new partnerships to disrupt the dynamics of the ecosystem further?
Will these new entrants leverage the experience of life sciences-focused players?

The panel will feature speakers from major new entrants in the health care ecosystem.

The New World of Medtech M&A Valuation: Strategies to Adapt and Thrive

Continued strong sector fundamentals, improving end markets and new product launches and healthy pipelines has led to a significant run up in valuations of private and public medtech assets. As a result, organizations have been forced to adopt new and more advanced valuation techniques to appropriately evaluate acquisition targets.

Officials from some of the most successful medtech organizations will share insights and best practices for capturing and analyzing the most relevant aspects in designing a comprehensive valuation for M&A and what challenges remain, including the following:

How are companies succeeding in competitive situations for attractive targets?
What are the right analytical tools for evaluating complex economics globally, including payer dynamics and commercial risks?
What levels of strategic and operational diligence are required to properly value deal targets?
How is the capital markets environment — cheap credit, activist shareholders — affecting resource allocation for transformative M&A?