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21 composite nanocoatings

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  • 1. Composite Nanocoatings Eric Loth Principal InvestigatorTeam 21 Adam Steele Entrepreneurial Lead Bob Hergenrother I-Corps MentorNanocomposite Coatings for MedicalDevices with more lubricity for less money Joram Slager # of new customer/contact Mentor & Coating Expert Total meetings 102 25
  • 2. Composite Nanocoatings The framework we suggest is: • Slide 1 – Team Name, with a few lines of what your initial idea was and the size of the opportunity • Slide 2 – Team members – name, background, expertise and your role for the team • Slide 3 - Business Model Canvas Version 1. Here was our original idea. • Slide 4 - So here’s what we did (explain how you got out of the building) • Slide 5 – So here’s what we found (what was reality) so then, … • Slide 6 - Business Model Canvas Version 2. We iterated or pivoted… explain why and what you found. • Slide 7 - So here’s what we did (explain how you got out of the building) • Slide 8 – So here’s what we found (what was reality) so then… • Slide 9 – Business Model Canvas Version 3. We iterated or pivoted… explain why and what you found. • Slide 10 – etc etc etc... • Somewhere in your slide deck, you need to touch on the following.. • Market Size diagram • Customer Archetypes diagram - fig 4.3, all the key things about the customer • Customer Workflow diagram • Distribution Channel Diagram • Competitive Players • Revenue Model diagram
  • 3. Composite NanocoatingsCustomer Discovery Rolls Royce :: icing turbine bladesAnti-icing AREVA :: icing wind turbine blades Gates :: fluid power linesLess ΔP Nitta :: fluid transfer tubes Boeing :: insect foulingFouling Navy :: salt water bio-fouling Lightsail :: preventing liquid films on heat transfer elements Starkey :: hearing aid wax buildup SIPS :: moisture on structurally integrated panels Sauer-Danfoss :: fluid pumpsLubricity Surmodics :: lubricious medical devices
  • 4. Composite NanocoatingsCustomer Discovery ✘ Rolls Royce :: icing turbine bladesAnti-icing ✘ AREVA :: icing wind turbine blades ✘ Gates :: fluid power linesLess ΔP ✘ Nitta :: fluid transfer tubes ✘ Boeing :: insect foulingFouling ✘ Navy :: salt water bio-fouling ✘ Lightsail :: preventing liquid films on heat transfer elements ✘✘ Starkey :: hearing aid wax buildup SIPS :: moisture on structurally integrated panelsLubricity ✘ Sauer-Danfoss :: fluid pumps Surmodics :: lubricious medical devices
  • 5. Day Mont No.Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?SurmodicsWho are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform? Consolidate the Our Distribution Channels? Customer Relationships? Revenue streams? Added dry lubricity to Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Collaborative Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? Medical catheter Who are our most important customers? university IP and inner lumen of relationship companies How costly are they?UVA Medical Center determine strength catheters for easy device deployment Possible training for Medical stentUVA Patent Solidify know-how coating application companiesFoundation of applying coating Added wet lubricity to outer surface of Laparoscopic catheters for smooth device introduction companies What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Coating engineers Our Distribution Channels? Customer Relationships? Revenue Streams? Improved Conferences and want to be reached? How are we reaching them now? How are our Channels integrated? Satellite expos Which ones work best? hemocompatibility for Which ones are most cost-efficient? How are we integrating them with customer routines? companies PI with university extended duration of tech transfer depts. devices Professional Artistic effects network Simplified university Exterior paint license companiesWhat are the most important costs inherent in our business model? For what value are our customers really willing to pay?Most important current cost is time and salaryWhich Key Resources are most expensive?Which Key Activities are most expensive? A licensing model based on a combination of IP and For what do they currently pay? How are they currently paying? How would they prefer to pay? know-how How much does each Revenue Stream contribute to overall revenues?R&D to obtain know-how Additional materials and coating equipment saleLicensing fees from IP consolidation This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 6. Day Mont No. ✘Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?SurmodicsWho are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform? Consolidate the Our Distribution Channels? Customer Relationships? Revenue streams? Added dry lubricity to Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Collaborative Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? Medical catheter Who are our most important customers? university IP and inner lumen of relationship companies How costly are they?UVA Medical Center determine strength catheters for easy device deployment Possible training for Medical stent ✘UVA Patent Solidify know-how coating application companiesFoundation of applying coating Added wet lubricity to outer surface of Learned we don’t Laparoscopic catheters for smooth need super device introduction performance companies ✘ What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Coating engineers Our Distribution Channels? Customer Relationships? Revenue Streams? Improved Conferences and want to be reached? How are we reaching them now? How are our Channels integrated? expos Which ones work best? hemocompatibility for Which ones are most cost-efficient? How are we integrating them with customer routines? PI with university extended duration of ✘ tech transfer depts. devices Professional network Simplified university licenseWhat are the most important costs inherent in our business model? For what value are our customers really willing to pay?Most important current cost is time and salaryWhich Key Resources are most expensive?Which Key Activities are most expensive? A licensing model based on a combination of IP and For what do they currently pay? How are they currently paying? How would they prefer to pay? know-how How much does each Revenue Stream contribute to overall revenues?R&D to obtain know-how Additional materials and coating equipment saleLicensing fees from IP consolidation This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 7. Day Mont No. Need to focus due ✘ to varying needsWho are our Key Partners? Consolidate univ. IP & What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer Medicalvalue? Who are our most important catheter For whom are we creatingSurmodicsWho are our key suppliers? Our Distribution Channels? Teflon liners are Which one of our customer’s problems are we helping to solve? Collaborative Segments expect us to establish and maintain with them? customers? determine strength -Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? expensive and How are they integrated with the rest of our business model? companies relationship How costly are they? no license deal monopolized. We have aUVA Medical Center possible without better alternative: Endoscopic Possible training for crystal clear IP inexpensive, easier-to- catheterUVA Patent coating application use, same-or-better companiesFoundation Solidify know-how of performance applying coating Pacemaker-lead Endoscopic catheters catheter cause pain for patients companies What Key Resources do our Value Propositions require? and require an extra Through which Channels do our Customer Segments Coating engineers Our Distribution Channels? Customer Relationships? Revenue Streams? doctor to lubricate; we Conferences and want to be reached? How are we reaching them now? How are our Channels integrated? expos Which ones work best? Non-stick can simplify the Which ones are most cost-efficient? How are we integrating them with customer routines? PI with university procedure. cookware companies ✘ tech transfer depts. Professional No license deal possible network without crystal clean IP... Medical stent & Not a value prop Composite Nanocoatings laparoscopic will provide licensable IP device companiesWhat are the most important costs inherent in our business model? For what value are our customers really willing to pay?Most important current cost is time and salaryWhich Key Resources are most expensive?Which Key Activities are most expensive? A licensing model based on a combination of IP and For what do they currently pay? How are they currently paying? How would they prefer to pay? know-how How much does each Revenue Stream contribute to overall revenues?R&D to obtain know-how Additional materials and coating equipment saleLicensing fees from IP consolidation This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 8. Day Mont No.Who are our Key Partners? Consolidate univ. IP & What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer Endoscopic For whom are we creating value? ✘SurmodicsWho are our key suppliers? Our Distribution Channels? Teflon liners are Which one of our customer’s problems are we helping to solve? Collaborative Segments expect us to establish and maintain with them? Who are our most important customers? determine strength -Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? expensive and How are they integrated with the rest of our business model? catheter relationship How costly are they? no license deal monopolized. We have a companiesUVA Medical Center possible without better alternative: Possible training for crystal clear IP inexpensive, easier-to- Pacemaker-leadUVA Patent coating application use, same-or-better catheterFoundation Solidify know-how of performance companies applying coating ✘ ✘ Endoscopic catheters cause pain for patients What Key Resources do our Value Propositions require? and require an extra Through which Channels do our Customer Segments Coating engineers Our Distribution Channels? Customer Relationships? Revenue Streams? doctor to lubricate; we Conferences and want to be reached? How are we reaching them now? How are our Channels integrated? Expos Which ones work best? can simplify the Which ones are most cost-efficient? How are we integrating them with customer routines? PI with university procedure. tech transfer depts. Professional network Not channels Not value propsWhat are the most important costs inherent in our business model?Most important current cost is time and salaryWhich Key Resources are most expensive?Which Key Activities are most expensive? ✘ For what value are our customers really willing to pay? A licensing model based on a combination of IP and For what do they currently pay? How are they currently paying? ✘ How would they prefer to pay? know-how How much does each Revenue Stream contribute to overall revenues?R&D to obtain know-how Additional materials and coating equipment saleLicensing fees from IP consolidation This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 9. Day Mont No.Who are our Key Partners? Consolidate univ. IP & What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer Medicalvalue? Who are our most important catheter For whom are we creatingSurmodicsWho are our key suppliers? Our Distribution Channels? A Composite Which one of our customer’s problems are we helping to solve? Collaborative Segments expect us to establish and maintain with them? customers? determine strength -Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? Nanocoating is a cheaper How are they integrated with the rest of our business model? companies using relationship How costly are they? no license deal and easier-to-use Teflon inner linersUVA Medical Center ✘ possible without alternative to Teflon Possible training for crystal clear IP catheter liners GI endoscopicUVA Patent coating application catheterFoundation ✘ Solidify know-how of A Composite Learned not a big companies applying coating Nanocoating reduces cost and improves enough problem Pacemaker-lead patient comfort in GI catheter What Key Resources do our Value Propositions require? endoscopic procedures Licensenow?Customer Segments Through which Channels do our to coating Coating engineers Our Distribution Channels? Customer Relationships? want to be reached? companies using catheters Revenue Streams? How are we reaching them companies and How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? device companies How are we integrating them with customer routines? PI with university A Composite Implant tech transfer depts. directly companies lead Nanocoating can make implant lead extraction extraction much less dangerous Direct sales: materials & equipmentWhat are the most important costs inherent in our business model? For what value are our customers really willing to pay?Most important current cost is time and salaryWhich Key Resources are most expensive?Which Key Activities are most expensive? Materials and coating equipment sales for immediate For what do they currently pay? How are they currently paying? How would they prefer to pay? revenue during build-test stage How much does each Revenue Stream contribute to overall revenues?R&D to obtain know-how A licensing model based on a combination of IP andLicensing fees from IP consolidation know-how for sustainable revenue This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 10. Day Mont No.Surmodics ✘ ✘Who are our Key Partners?Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?UVA Medical Center Consolidate univ. IP & What Key Activities do our Value Propositions require? Our Distribution Channels? determine strength - Customer Relationships? Revenue streams? no license deal possible without What value do we deliver to the customer? A Composite Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Nanocoating is a cheaper and easier-to-use alternative to Teflon What type of relationship does each of our Customer Collaborative Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? relationship How costly are they? Medicalvalue? Who are our most important catheter For whom are we creating companies using Teflon inner liners customers? ✘ Possible training for crystal clear IP catheter liners Pacemaker-leadUVA Patent coating application catheterFoundation Build prototype! A Composite Nanocoating companies can make implant leadShould be long- extraction much less Medical implantterm activities dangerous companies What Key Resources do our Value Propositions require? Coating engineers Our Distribution Channels? Customer Relationships? Revenue Streams? Licensenow?Customer Segments Through which Channels do our want to be reached? How are we reaching them to coating companies and How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? device companies How are we integrating them with customer routines? PI with university tech transfer depts. directly Biomed labs at Direct sales: materials Surmodics & equipmentWhat are the most important costs inherent in our business model? For what value are our customers really willing to pay?Most important current cost is time and salaryWhich Key Resources are most expensive?Which Key Activities are most expensive? Materials and coating equipment sales for immediate For what do they currently pay? How are they currently paying? How would they prefer to pay? revenue during build-test stage How much does each Revenue Stream contribute to overall revenues?R&D to obtain know-how A licensing model based on a combination of IP andLicensing fees from IP consolidation know-how for sustainable revenue This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 11. Day Month Ye No.Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?Surmodics Supplying know-how A Composite CollaborativeWho are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? Medical catheter & other pre-license Nanocoating is a cheaper relationship How costly are they? and easier-to-use companies usingUVA Patent implementation help ✘ alternative to Teflon Teflon inner linersFoundation Possible training for catheter liners Providing a simple coating application ✘ Active medicalUI Office of Tech. and efficient license implant companies A Composite NanocoatingManagement ✘ can make implant lead extraction much less Pacemaker-lead dangerous catheter What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Through which Channels do our Customer Segments Licensenow? coating How are we reaching them to want to be reached? companies Coating engineers Revenue Streams? This is a big How are our Channels integrated? companies and Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? PI with university problem but tech device companies directly tech transfer depts. years away Direct sales: materials Biomed labs at & equipment SurmodicsMost important current cost is time and salary Materials and coating equipment sales for immediateWhat are the most important costs inherent in our business model? For what value are our customers really willing to pay?Which Key Resources are most expensive? For what do they currently pay?Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? revenue during customers’ build-test stage How much does each Revenue Stream contribute to overall revenues?R&D to obtain know-how A licensing model based on a combination of IP andLicensing fees from IP consolidation know-how for sustainable revenue This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 12. Day Month Ye No.Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?Surmodics Supplying know-how A Composite CollaborativeWho are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? Medical catheter & other pre-license Nanocoating is a cheaper relationship How costly are they? and easier-to-use companies usingUVA Patent implementation help alternative to Teflon Teflon inner linersFoundation Possible training for catheter liners Providing a simple coating applicationUI Office of Tech. and efficient licenseManagement What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? Licensenow? coating How are we reaching them to want to be reached? Coating engineers Revenue Streams? How are our Channels integrated? companies and Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? device companies PI with university directly tech transfer depts. Direct sales: materials Biomed labs at & equipment SurmodicsMost important current cost is time and salary Materials and coating equipment sales for immediateWhat are the most important costs inherent in our business model? For what value are our customers really willing to pay?Which Key Resources are most expensive? For what do they currently pay?Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? revenue during customers’ build-test stage How much does each Revenue Stream contribute to overall revenues?R&D to obtain know-how A licensing model based on a combination of IP andLicensing fees from IP consolidation know-how for sustainable revenue This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 13. Composite Nanocoatings Hypothesis A Composite Nanocoating is a cheaper and easier-to-use alternative to Teflon catheter inner liners Experiment Catheter companies must consistently tell us that this is one of their top issues and they are eager to use an alternative right away Results Four companies have identified this as a major issue, and two described it as nice- to-have. Iterate Complete new coating formulation to replace Teflon liners
  • 14. Composite Nanocoatings Customer Archetype Diagram Care about profit margin, ease of fabrication, using cool new tech to differentiate themselves, etc
  • 15. Composite Nanocoatings $21.2B Total Market Catheters (Global) $9.6B Market Cardiovascular Catheters (Global) $600M Addressable Market Cardiovascular catheter inner liners
  • 16. IP @ U. of Illinois IP @ U. of Virginia Composite Nanocoatings Medical Device Medical Coatings Company CompanyHealth InsuranceCompany Hospital Medical Doctor
  • 17. Exclusive Partnerships Medical Devices Wind Turbines Corpus Medical AREVAAdvanced Cath Stryker GE VestasTechnologies Neurovascular $ Surmodics PPG $ $ $ Composite Nanocoatings $ $ Sherwin Advantages existing expertise to leverage established channels $ more room to grow if technology improvesHorizon Lines Crowley less relationships to maintain Maritime Matson Navigation Company Disadvantages more distant from end customer/user Marine Vehicles middle men take an extra cut
  • 18. Composite NanocoatingsKey PartnersWe need expertise in We need to license the IP We need to license themedical device coatings with reasonable terms, IP with reasonable terms,and established preferably with a tiered preferably consolidatingchannels structure IP into UVAThey need new revenue They need to see the They need new revenuesources to grow details of the business sources to grow model and plan in order toThe cost is an extra determine specific terms The cost is the royaltymiddle-man taking a cut rate (3-8%) and the time The cost is the royalty rate to inform them (3-8%) and the time to inform them
  • 19. Composite NanocoatingsCompetition...or potential partnersWe need established We need established We need establishedchannel to most medical channel to some medical channel to some medicalcompanies that need companies that need teflon companies that haveteflon liners liners teflon liners etchedThey need new revenue They need new revenue They need new revenuesources to grow sources to grow sources to growThe cost is the cut they The cost is the cut they The cost is the cut theytake to be the middle- take to be the middle-man take to be the middle-man man Need prototype to gaugeSeem unaware of price the potential of partnering Etch only and do not selland ease of use issue the liners themselves
  • 20. Composite Nanocoatings Push a rod through a tube in a tortuous pathDemo
  • 21. Composite Nanocoatings
  • 22. Backup
  • 23. Non-Exclusive Composite Nanocoatings $ $ $ $Advanced Cath Stryker Corpus MedicalTechnologies Neurovascular Advantages no middle-man to take an extra cut closer relationship to end customer Disadvantages can’t leverage established channels loss of existing expertise from an established coating company more relationships to maintain
  • 24. Composite Nanocoatings Customer acquisition cost 10 feasibility studies per 1 license $10K per feasibility study $100K cost per customer Customer lifetime value $1M per year per customer
  • 25. Composite Nanocoatings Most important metric for business model is the cost to produce alternative coating Pricing tests Catheter companies currently pay $8-12 per device for PTFE liners and will buy an alternative coating if cheaper Pricing tactics If coating is easier to use, maybe we can charge more? Iterate Develop prototype
  • 26. Composite Nanocoatings Hypothesis Need to supply equipment, materials, and know-how + training in addition to licensing Experiment Coating and surface modification company interviews Results Both Hoowaki Inc and Surmodics Inc. have described that this is a critical part of a licensing model because the licensees do not have the know-how or desire to implement the tech from scratch Iterate No
  • 27. Composite Nanocoatings Hypothesis Medical device coatings may take too long to deploy and earn revenue, which could make it extremely difficult to start a new business Experiment Talk to medical coating and device companies and understand the ecosystem and the different options Results Discovered that the time to revenue varies widely depending on the medical device and the country Iterate Once market niche selected, must select the appropriate options from the following diagram
  • 28. Composite Nanocoatings Class I - common low risk devices, e.g. bandages, gloves, surgical instrumentsDetermine device Class II - higher risk devices, e.g. wheelchairs, infusion pumps, surgical drapesclass Class III - highest risk devices, e.g. implants, pulse generators, HIV diagnostics Class I - most exempt from pre-market submissionClassification selects Class II - special controls, pre-market notification (510k)marketing process Class III - comprehensive data needed, pre-market application (PMA) Seek approval in the U.S. first - long FDA approvalSelect regulatory Seek approval overseas first - fast CE Mark in E.U.strategy Start approval process in the U.S. and overseas in tandem - most resourcesDevelop data for Materials and equipment salesrequired applications for build-test stage
  • 29. PTFE Extrusion Supplier $ Medical Catheter Company $Payment flows diagram Hospital $ Health Insurance Company $ Patients
  • 30. PTFE Extrusion Composite Nanocoatings Supplier $ Medical Catheter Company $Payment flows diagram Hospital $ Health Insurance Company $ Patients
  • 31. Composite Nanocoatings SAM Medical Device Coatings - $5B Total Market Coatings (Global) - $87B Addressable Market Dry+Wet Lubricious Medical Device Coatings - $170M (Based on a multiple of Surmodics’ current estimated market share)
  • 32. Composite Nanocoatings Teflon liners