Q2 2025 CVRx Inc Earnings Call
Operator: Please stand by. We're about to begin. Good afternoon, ladies and gentlemen. Welcome to today's CVRx Q2 2025 earnings call. At this time, all participants are in a listen-only mode. Later, you will have the opportunity to ask questions during our question and answer session. You may register to ask a question at any time by pressing star one on your telephone. Also, today's call is being recorded. If you should need any operator assistance during the call today, please press star zero at any time. At this time, I'd like to turn things over to Mr. Mike Vallie with ICR. Mr. Vallie, please go ahead, sir.
Please stand by. We're about to begin.
Good afternoon, ladies and gentlemen. Welcome to today's CVRx Q2 2025 earnings call. At this time, all participants are in a listen-only mode. Later, you will have the opportunity to ask questions during our question and answer session. You may register to ask a question at any time by pressing *1 on your telephone. Also, today's call is being recorded, and if you should need any operator assistance during the call today, please press *0 at any time. Now, at this time, I'd like to turn things over to Mr. Mike Vallie with ICR. Mr. Vallie, please go ahead, sir.
Mike Vallie: Good afternoon. Thank you for joining us today for CVRx's second quarter 2025 earnings conference call. Joining me on today's call are the company's President and Chief Executive Officer, Kevin Hykes, and Chief Financial Officer, Jared Oasheim. The remarks today will contain forward-looking statements, including statements about financial guidance. These statements are based on plans and expectations as of today, which may change over time. In addition, actual results could differ materially due to a number of risks and uncertainties, including those identified in the earnings release issued prior to this call and in the company's SEC filings. I would now like to turn the call over to CVRx's President and Chief Executive Officer, Kevin Hykes.
Good afternoon, thank you for joining us today for the CVRx, Inc. Q2 2025 earnings conference call.
Joining me on today's call are the company's president and chief executive officer, Kevin hikes, and Chief Financial Officer Jared oshin.
The remarks today will contain forward-looking statements, including statements about financial guidance.
These statements are based on plans and expectations as of today, which may change over time.
In addition, actual results could differ materially due to a number of risks and uncertainties including those identified in the earnings release issued prior to this call. And in the company's SEC filings
Kevin Hykes: Thanks, Mike. Good afternoon, and thank you for joining us for our second quarter earnings call. We delivered total revenue of $13.6 million in the second quarter, a 15% increase over the same quarter last year. U.S. heart failure revenue was $12.2 million. We ended the quarter with 240 active implanting centers in the United States, up from 227 at the end of Q1 2025 and 189 at the end of Q2 2024. We also expanded to 47 U.S. sales territories, up from 45 at the end of Q1. Our salesforce transformation is proceeding according to plan. We are largely through the necessary transitions in the sales team that we initiated in Q4, and turnover is returning to normal. Importantly, we have aggressively hired since January to fill the open roles with strong talent.
I would now like to turn the call over to CVRx, President and Chief Executive Officer, Kevin Hykes.
Thanks, Mike. Good afternoon, and thank you for joining us for our second quarter earnings call.
We delivered total revenue of $13.6 million in the second quarter, a 15% increase over the same quarter last year.
Us, heart failure. Revenue was 12.2 million. We ended the quarter with 240. Active, implanting centers in the United States up from 227. At the end of q1 2025 and 189. At the end of Q2 2024,
We also expanded to 47 U.S. sales territories, up from 45 at the end of Q1.
Our sales force transformation is proceeding according to plan. We are largely through the necessary transitions in the sales team that we initiated in Q4, and turnover is returning to normal.
Kevin Hykes: While we are enthusiastic about the team in the field, they are still early in their tenure, with more than 35% of territory managers hired since January 1. In addition, over half of our area sales directors have joined in the last 12 months, and all of them bring a significant level of management experience to this team. Overall, the quality of the talent that we've attracted has been exceptional, and these new reps and sales leaders are developing their expertise in our technology and clinical data and becoming increasingly comfortable in their regions and territories. As we near the end of the salesforce transformation and as turnover returns to normal, we are shifting our focus from hiring to further optimizing our onboarding and training as we seek to increase the productivity of these new territory managers.
Importantly, we have aggressively hired since January to fill the open roles with strong Talent.
While we are enthusiastic about the team in the field, they are still early in their tenure with more than 35% of territory managers hired. Since January 1.
In addition, over half of our area sales directors have joined in the last 12 months, and all of them bring a significant level of management experience to this team.
Overall, the quality of the talent that we've attracted has been exceptional, and these new reps and sales leaders are developing their expertise in our technology and clinical data and becoming increasingly comfortable in their regions and territories.
Kevin Hykes: We expect territory expansion to resume as territory managers hired early this year become increasingly productive. In parallel, we're seeing encouraging results from our refined approach to developing sustainable Barostim programs. Our strategy of targeting centers based on indicators of potential and applying best practices is showing positive signs of traction and is evolving as we gain deeper insights into what makes accounts successful. We've observed that in some instances, the right combination of clinical champion and administrative support may matter as much as heart failure patient volume or new technology adoption history alone. While we are still primarily focused on adding tier one and two accounts, some of our most promising recent successes have been with centers that don't qualify as tier one or two centers under our current segmentation model.
As we near the end of the sales force transformation, and as turnover returns to normal, we are shifting our focus from hiring to further optimizing our onboarding and training, as we seek to increase the productivity of these new territory managers.
We expect territory expansion to resume as territory managers hired early this year become more productive.
Our strategy of targeting centers based on indicators of potential and applying best practices is showing positive signs of traction and is evolving as we gain deeper insights into. What makes accounts successful.
We've observed that in some instances, the right combination of clinical champion and administrative support may matter as much as heart failure, patient volume, or new technology adoption history alone.
While we are still primarily focused on adding Tier 1 and Tier 2 accounts.
Kevin Hykes: For example, some centers in lower tiers act as satellite centers beneath a tier one flagship and can serve as a future path into the flagship account. In addition, some centers that were excluded from our segmentation because they were not cardiomembranous adopters in the past can, in fact, be good opportunities for Barostim with the right clinical champion and administrative support in place. While our initial segmentation approach will continue to serve as a valuable guide, we will opportunistically add tier three and four accounts where we are convinced that they can develop a successful Barostim program. We are identifying the right combination of clinical champions and administrative partners within these accounts and expanding our network to include multiple prescribers per center, as well as relationships with referring physicians and advanced practice providers in the surrounding community.
Some of our most promising recent successes have been with centers that don't qualify as Tier 1 or 2 centers under our current segmentation model.
For example, some centers in lower tiers act as satellite centers beneath a Tier 1 flagship and can serve as a future path into the flagship account.
In addition, some centers that were excluded from our segmentation because they were not CardioMEMS adopters in the past can, in fact, be good opportunities for Barostim with the right clinical champion and administrative support in place.
While our initial segmentation approach will continue to serve as a valuable guide, we will opportunistically add Tier 3 and Tier 4 accounts where we are convinced that they can develop a successful Berylstone program.
Kevin Hykes: The compensation plan that we implemented earlier this year encourages these program building behaviors and is effectively driving the desired results across the team. The early results of our go-to-market strategy are encouraging. An increasing number of centers are meeting multiple, if not all, four criteria for qualifying as a sustainable Barostim program. Our approach to dabble accounts remains unchanged. We are making strategic decisions about where to invest resources, either working with underperforming accounts that have the potential to become sustainable programs or stepping back where the opportunity is limited. This account cleanup helps our utilization and lets our team focus their efforts on accounts where they can have the greatest impact. Our reimbursement strategy continues to advance, reducing one of the main barriers to adoption for this therapy.
We're identifying the right combination of clinical Champions and administrative Partners Within These accounts and expanding our Network to include multiple prescribers per Center, as well, as relationships with referring Physicians and advanced practice providers in the surrounding community.
The compensation plan that we implemented earlier this year encourages these program-building behaviors and is effectively driving the desired results across the team.
The early results of our go to market, strategy are encouraging and increase in number of centers are meeting multiple. If not all 4 criteria for qualifying, as a sustainable Barrel Sim program,
our approach to dabler accounts remains unchanged or making strategic decisions about where to invest resources. Either working with underperforming accounts that have the potential to become sustainable programs or stepping back where the opportunity is limited
This account cleanup helps our utilization and lets our team focus their efforts on accounts where they can have the greatest impact.
Kevin Hykes: First, CMS has proposed maintaining the assignment of the Barostim implant procedure to new technology APC 1580, with its associated payment of approximately $45,000 for procedures performed in the outpatient setting. For the second year in a row, CMS is soliciting comments about the need for a level six neurostimulator APC. We expect CMS will publish the 2026 Medicare outpatient payment system final rule in November, and it will take effect on January 1, 2026. Second, the transition to category one CPT codes in January of 2026 represents a significant milestone that will directly benefit our commercial efforts. The proposed Medicare physician fee schedule, released July 15th, specified 11 work RVUs for the Barostim implant procedure, translating to a national average physician payment of approximately $550, consistent with our expectations.
Our reimbursement, strategy continues to advance reducing 1 of the main barriers to adoption for this therapy.
First CMS has proposed, maintaining the assignment of the barostim implant procedure to new technology. APC 1580 with its Associated payment of approximately 45,000 for procedures, performed in the outpatient setting.
For the second year in a row. CMS is soliciting comments about the need for a level 6 neuro stimulator APC.
We expect CMS will publish the 2026 Medicare outpatient payment system. Final rule in November and it will take effect on January 1 2026.
Second the transition to category 1 CPT codes, in January of 2026 represents a significant Milestone that will directly benefit our commercial efforts.
Kevin Hykes: Overall, the transition to a category one code will eliminate the experimental and investigational denials regularly seen with category three codes, improve prior authorization predictability, and ensure that physicians are paid fairly and consistently for the procedure. These reimbursement updates follow the positive development of October 1, 2024, when Barostim was assigned to a higher paying MSDRG for inpatient procedures. Together, these three reimbursement improvements over the past nine months underscore the value of Barostim and reinforce its role in the heart failure care continuum. Moving to our clinical strategy, our clinical evidence generation efforts are gaining momentum on multiple fronts as we continue building the robust data foundation necessary to support Barostim's adoption as a standard of care. Our discussions with FDA on a category B IDE randomized controlled trial design are progressing.
The proposed Medicare physician fee schedule, released on July 15th, specifies 11 work RVUs for the Barostim implant procedure, translating to a national average physician payment of approximately $550, consistent with our expectations.
Overall the transition to a category 1 code, will eliminate the experimental and investigational denials regularly seen with Category 3 codes. Improved prior authorization, predictability and ensure that Physicians are paid fairly and consistently for the procedure.
These reimbursement updates, follow the positive development of October 1 2024 when barostim was assigned to a higher paying msdr for inpatient procedures.
Together. These 3, reimbursement improvements over the past 9 months, underscore the value Bureau Sim and reinforce its role in the heart failure care. Continuum.
Moving to our clinical strategy, our clinical evidence generation efforts are gaining momentum on multiple fronts as we can.
Continue building the robust data foundation necessary to support Barrow Stims' adoption as a standard of care.
Kevin Hykes: The proposed trial would include patients with an ejection fraction of up to 50% and an NT-proBNP up to 5,000. Assuming we reach agreement with FDA on a trial design, we will then approach CMS to seek coverage for the procedures performed in the trial on Medicare patients, as this coverage is a prerequisite for moving forward with the trial. As appropriate, we will provide additional updates. Beyond the randomized controlled trial, we continue to develop additional clinical evidence through investigator-sponsored research, multicenter trials, and real-world data. This directly supports our commercial efforts by strengthening the foundation of evidence to support physician adoption of the therapy. This further demonstrates our continued commitment to advancing the science behind baroreceptor neuromodulation. As a reminder, our final area of focus is on building awareness of Barostim.
Our discussions with the FDA on a category, bid randomized control trial design are progressing.
The proposed trial would include patients with an ejection fraction of up to 50% and an NT probnp up to 5,000.
Assuming we reach agreement with the FDA on a trial design, we will then approach CMS to seek coverage for the procedures performed in the trial on Medicare patients, as this coverage is a prerequisite for moving forward with the trial.
As appropriate, we will provide additional updates.
Research, multi-center trials, and real-world data.
This directly supports our commercial efforts by strengthening the foundation of evidence to support physician adoption of the therapy.
This further demonstrates our continued commitment to advancing the science behind baroreceptor neuromodulation.
Kevin Hykes: We continue to implement these efforts through a variety of educational programs at the local, regional, and national level with physicians and advanced practice providers, or APPs. We increase our focus on APPs starting in Q1, with over 100 educational programs being completed year to date. These events are driving strong interest in awareness and Barostim therapy from community-based APPs who manage most of our indicated heart failure patients on a day-to-day basis. We believe these efforts are meaningful in moving Barostim towards standard of care, given that these providers are instrumental in managing potential Barostim patients in the community. We are looking forward to attending the Heart Failure Society of America meeting this September, one of the most important heart failure meetings of the year, which gives us a great opportunity to connect with key opinion leaders and physicians and to continue to raise awareness of Barostim therapy.
as a reminder, our final area of focus is on building awareness of barostim. We continue to implement these efforts through a variety of educational programs at the local Regional and National level with Physicians and advanced practice providers or APS.
We increase our focus on APS, starting in q1 with over 100 educational programs being completed year to date.
These events are driving strong interest and awareness in Barrios and therapy from community-based apps that manage most of our indicated heart failure patients on a day-to-day basis.
We believe these efforts are meaningful in moving barrels to him towards the standard of care. Given that these providers are instrumental in managing potential Burrows and patients in the community.
Kevin Hykes: To wrap up, we delivered a solid Q2 with revenue growth in line with our guidance and expectations. Our work to transform the salesforce is progressing well, and we're building momentum in the development of sustainable Barostim programs. The positive developments in reimbursement and clinical evidence set us up well for continued growth in the future. I'd like to turn the call over to Jared Oasheim for a financial review.
We are looking forward to attending the heart failure. Society of America meeting this September 1 of the most important heart failure, meetings of the year, which gives us a great opportunity to connect with key opinion, leaders and Physicians, and to continue to raise awareness of burrows, and therapy.
To wrap up. We delivered a solid second quarter with Revenue growth in line with our guidance and expectations.
Our work to transform the sales force is progressing well, and we're building momentum in the development of sustainable barrels and programs.
The positive developments in reimbursement and clinical evidence set us up well for continued growth in the future.
Now, I'd like to turn the call over to Jared for a financial review.
Jared Oasheim: Thank you, Kevin. Let me walk through our Q2 financial results. Revenue was $13.6 million for the three months ended June 30, 2025, an increase of $1.8 million, or 15% over the prior year period. Revenue generated in the U.S. was $12.2 million for the three months ended June 30, 2025, an increase of $1.6 million, or 15% over the prior year period. Heart failure revenue in the U.S. totaled $12.1 million and $10.5 million for the three months ended June 30, 2025 and 2024, respectively. Heart failure revenue units in the U.S. totaled 387 and 339 for the three months ended June 30, 2025 and 2024, respectively. The increases were primarily driven by continued growth in the U.S. heart failure business as a result of the expansion into new sales territories, new accounts, and increased physician and patient awareness of Barostim. As of June 30, 2025, CVRx, Inc.
Thank you, Kevin. Let me walk through our second quarter financial results. Revenue was $13.6 million for the three months ended June 30, 2025, an increase of $1.8 million, or 15%, over the prior year. Period revenue generated in the U.S. was $12.2 million for the three months ended June 30, 2025, an increase of $1.6 million, or 15%, over the prior year period.
Heart failure Revenue in the US total 12.1 million and 10.5 million. For the 3 months, ended June 30th 2025 and 2024 respectively. Heart failure Revenue units in the US total 387 and 339 for the 3 months, ended June 30th 2025 and 2024 respectively.
Jared Oasheim: had a total of 240 active implanting centers in the U.S., as compared to 227 as of March 31, 2025. Active implanting centers are customers that have completed at least one commercial heart failure implant in the last 12 months. The number of sales territories in the U.S. increased by two to a total of 47 during the three months ended June 30, 2025. Revenue generated in Europe was $1.3 million for the three months ended June 30, 2025, an increase of $0.2 million, or 19% over the prior year period. Total revenue units in Europe decreased to 61 for the three months ended June 30, 2025, compared to 63 in the prior year period. The number of sales territories in Europe remained consistent at five for the three months ended June 30, 2025.
The increases were primarily driven by continued growth in the U.S. heart failure business as a result of the expansion into new sales territories, new accounts, and increased physician and patient awareness of the brand. As of June 30, 2025, the company had a total of 240 active implanting centers in the U.S., compared to 227 as of March 31, 2025. Active implanting centers are customers that have completed at least one commercial heart failure implant in the last 12 months.
The number of sales territories in the US increased by 2 to a total of 47. During the 3 months ended June 30th 2025
Revenue generated in Europe was 1.3 million for the 3 months, ended June 30th 2025 and increase of 0.2 million or 19% over the prior year period.
Jared Oasheim: Gross profit was $11.5 million for the three months ended June 30, 2025, an increase of $1.5 million, or 16% over the prior year period. Gross margin was 84% for each of the three months ended June 30, 2025 and 2024. R&D expenses decreased $0.3 million, or 11%, to $2.5 million for the three months ended June 30, 2025, compared to the prior year period. This change was driven by a $0.3 million decrease in compensation expenses. SG&A expenses increased $2.2 million, or 11%, to $23.4 million for the three months ended June 30, 2025, compared to the prior year period. This change was primarily driven by a $1.4 million increase in compensation expenses, a $0.8 million increase in travel expenses, and a $0.4 million increase in non-cash stock-based compensation expense, partially offset by a $0.5 million decrease in advertising expenses.
Total revenue units in Europe decreased to 61 for the three months ended June 30, 2025, compared to 63 in the prior year period. The number of sales territories in Europe remained consistent at 5 for the three months ended June 30, 2025.
Gross profit was $11.5 million for the three months ended June 30, 2025, an increase of $1.5 million, or 16%, over the prior year period. Gross margin was 84% for each of the three months ended June 30, 2025, and 2024.
R&D expenses decreased, 0.3 million or 11% to 2.5 million for the 3 months. Ended June 30th 2025 compared to the prior year. Period. This change was driven by a 0.3 million decrease in compensation expenses.
Jared Oasheim: Interest expense increased $0.5 million for the three months ended June 30, 2025, compared to the prior year period. This increase was driven by the interest expense on higher levels of borrowings under the term loan agreement. Other income net increased $0.2 million for the three months ended June 30, 2025, compared to the prior year period. This increase was primarily driven by more interest income on our interest-bearing accounts. Net loss was $14.7 million, or $0.57 per share for the three months ended June 30, 2025, compared to a net loss of $14 million, or $0.65 per share for the prior year period. Net loss per share was based on 26.1 million weighted average shares outstanding for the three months ended June 30, 2025, and 21.6 million weighted average shares outstanding for the prior year period. As of June 30, 2025, cash and cash equivalents were $95 million.
Sgna expenses, increased 2.2 million or 11% to 23.4 million for the 3 months. Ended June 30th 2025 compared to the prior year period. This change was primarily driven by a 1.4 million increase in compensation expenses. A 0.8 million increase in travel expenses and a 0.4 million increase in non-cash. Stock-based compensation expense. Partially offset, by a 0.5 million, decrease in advertising expenses.
By the interest expense on higher levels of borrowings under the term loan agreement.
Other income net increased 0.2 million for the 3 months ended June 30th 2025 compared to the prior year period. This increase was primarily driven by more interest income on our interest-bearing accounts.
Net loss was $14.7 million, or 57 cents per share, for the 3 months ended June 30, 2025, compared to a net loss of $14 million, or 65 cents per share, for the prior year period. Net loss per share was based on 26.1 million weighted average shares outstanding for the 3 months ended June 30, 2025, and 21.6 million weighted average shares outstanding for the prior year period.
Jared Oasheim: Net cash used in operating and investing activities was $8 million for the three months ended June 30, 2025, as compared to $10.2 million for the prior year period. Now, turning to guidance. For the full year of 2025, we narrowed our revenue and operating expense guidance. We now expect total revenue between $55 million and $57 million. We continue to expect full-year gross margin between 83% and 84%, and we now expect operating expenses between $96 million and $98 million. For the third quarter of 2025, we expect to report total revenue between $13.7 million and $14.7 million. With that, I'll turn the call back to Kevin Hykes for closing remarks.
As of June 30th, 2025 cash and cash equivalents were 95 million net cash used in operating and investing activities was $8 million for the 3 months. Ended June 30th 2025 as compared to 10.2 million for the prior year period.
Now turning the guidance for the full year of 2025, we narrowed, our revenue and operating expense guidance. We now expect total revenue between 55 million and 57 million. We continue to expect full year gross, margin between 83% and 84%. And we now expect operating expenses between 96 million and 98 million for the third quarter of 2025, we expect to report total revenue between 13.7
Kevin Hykes: Thank you, Jared. Looking ahead, I'm confident about the direction of our business and the momentum that we are building. Our salesforce stabilization efforts are paying off. Our strategic focus on sustainable Barostim programs is gaining traction, and we're making solid progress on clinical evidence, therapy awareness, and reimbursement. With strong fundamentals and a remarkably predictable and effective therapy, we're steadily moving towards making Barostim a standard of care for the treatment of heart failure. Before we open the line for questions, I'm excited to announce that Brent Pinkowski was appointed to our newly created Chief Operating Officer role and will be joining CVRx, Inc. in August. He will be responsible for research and development, operations, regulatory affairs, and quality at CVRx, Inc. Brent brings over 20 years of leadership experience in medical devices, with expertise in implantable devices covering interventional cardiology, radiology, and urology.
And 14.7 million with that, I'll turn the call back to Kevin for closing remarks.
Thank you. Jared looking ahead. I'm confident about the direction of our business and the momentum that we are building.
Our Salesforce stabilization efforts are paying off our strategic, focus on sustainable, barrels and programs, as gaining traction, and we're making solid progress on clinical evidence therapy awareness and reimbursement.
With strong fundamentals and a remarkably predictable and effective therapy. We're steadily moving towards making barostim a standard of care for the treatment of heart failure.
Before we open the line for questions, I'm excited to announce that Brent Pankowski was appointed to our newly created Chief Operating Officer role and will be joining CVRx in August.
He will be responsible for researching development, operations, Regulatory Affairs and quality of TBR
Kevin Hykes: His experience building world-class teams and scaling businesses will be of great value to the company. Now, I'd like to open the line for questions. Operator.
Brett brings over 20 years of leadership experience in medical devices with expertise in implantable devices, covering interventional cardiology, radiology, and urology.
His experience building world-class teams and scaling businesses will be of great value to the company.
Operator: Thank you, Mr. Hykes. Ladies and gentlemen, at this time, if you do have any questions or comments, please press star one, and you can always remove yourself from the queue if your questions have been addressed by pressing star two. Once again, star one for questions. We go first this afternoon to John Young of Canaccord.
Now, I'd like to open the line for questions, operator.
Thank you, Mr. Hykes. Ladies and gentlemen, at this time, if you do have any questions or comments, please press star 1. You can always remove yourself from the queue by pressing star 2 if your questions have been addressed. Once again, star 1 for questions. We go first this afternoon to John Young of Canaccord.
Multiple Analysts: Kevin and Jared, thanks for taking the question. I just want to go over the narrow guidance, and maybe you could walk us through how the narrow guidance contemplates the ramp of 35% of the new territory managers that you highlighted in the call commentary. Thank you.
And Jared. Uh, thanks for taking the question. I just want to go over the, the narrow guidance, maybe. Um, and, and just maybe could, um, walk us through how the narrow got into contemplates, the branch of the 35% of the new territory managers that are new that you highlighted in the call commentary. Thank you.
Jared Oasheim: I appreciate the question, John. With narrowing the top end to be $55 million to $57 million, it really only moves the midpoint by about $500,000. It is not too dissimilar to our approach in prior years where we start to bring that range of $3 million down to a range of $2 million as we go from Q2 to Q3. It really just does come back to how quickly we are getting this new team up to speed and getting them productive. We continue to believe we have the right team and strategy in place, and now it is simply focusing on getting those reps up that productivity curve as quickly as possible.
Yeah. Appreciate the, the question John. Yeah, I mean with narrowing the top top end, um, to be 55 to 57 million. It really only moves the midpoint by about 500,000 dollars. It's, it's not too dissimilar to our approach in Prior years where we start to bring that range of 3 million down to a range of $2 million as we go from Q2 to Q3. And you know it really just does come back to, you know, how quickly we're getting this new team up to speed and and getting them productive. You know, we continue to believe we have the right team and strategy in place and now it's simply focusing on getting those reps. Uh, up that productivity curve as quickly as possible.
Multiple Analysts: Jared, maybe the follow-up there for that one. The commentary you guys gave on tier three and four accounts where you have a clinical champion and then admin support as well. How do you guys measure that? I understand tier one and tier two, you guys have a lot of data for targeting and all that too, but for these tier three and four accounts that have this characteristic, does the rep need to go in and find this out for themselves? Could this further slow the commercial process? Thanks again for taking the questions.
I'm sorry, maybe it's a follow-up to their for that 1. Um you know the the commentary you guys gave on tier 3 and 4 accounts where you have this you know clinical champion and an admin support as well.
Jared Oasheim: Yeah, I appreciate that question too, John. No, it is not something that we put onto the reps themselves. It is all data that we are tracking internally and providing to the reps as part of that playbook that we have talked about. Since Kevin Hykes joined, we talked about implementing these go-to-market playbooks that we are giving to these reps, and in there, it includes all the data on heart failure diagnoses, number of cardiomembranous procedures done, MitraClips, Watchman, all of that data to help rank the accounts between tiers one, two, three, and four. It is based on that data that we are giving them a guide as to which accounts we want them to open, but it also helps them understand which accounts may be more receptive to our therapy than others.
How do you guys measure that? I understand, you know, Tier 1 and Tier 2. You guys have a lot of data for targeting and all that too. But for these Tier 3 and 4 accounts that have this characteristic, does the rep need to go in and find this out for themselves, and could this further slow the commercial process? Thanks again for taking the questions.
Tell your diagnosis number of cardio. Ms procedures, done, mitro clubs Watchmen. All all of that data to help rank the accounts between tiers 1, 2, 3 and 4. And it's based on that data that we're giving them a guide as to which accounts we want them to open. Um, but it also helps them understand which accounts may be more receptive to our therapy than others.
Multiple Analysts: Got it. Thanks again.
Got it. Thanks again.
Operator: Thank you. We go next now to Robbie Marcus of JPMorgan.
Thank you. We go next now to Robbie Marcus of J.P. Morgan.
Multiple Analysts: Hi, this is actually Rohin Patel on for Robbie. Thanks for taking our question. I just want to follow up on the prior question regarding the salesforce reorg and the progress that you've made in Q2 and what's contemplated for the balance of the year. Obviously, bringing the midpoint down off of a conservative range, I just want to get a sense first, how you're thinking about the ramp and the cadence and what sort of assumptions you're making around improvement.
Hi. Uh, this is Rohan on for Robbie. Thanks for taking our question.
I just want to follow up on, on the prior question, regarding the sales force for your and, and kind of the progress that you've made and the in the second quarter and, and what's contemplated for the balance of the Year. Obviously, bringing the midpoint down off of a conservative range, just want to get a sense for, like, how you're thinking about the ramp and the Cadence and what sort of assumptions you're making around um Improvement.
Jared Oasheim: I can maybe touch on the guidance piece, and then maybe Kevin can talk a little bit more about the salesforce updates, Rohin. Within the guidance, we are still assuming that we are going to be able to activate more territories on a quarterly basis. In Q2, we activated two new territories going from 45 to 47. We are anticipating with the reps that we hired in the first half of the year that we can start to get back on track to adding three territories per quarter. Also within there, starting to see productivity within our accounts start to ramp up as we go into Q3 and Q4. A large part of that guidance and the range that exists, the top end assumes that we are going to see more of those reps get productive and maybe at a higher level.
Yeah, I I can maybe touch on the guidance piece and then maybe Kevin can talk a little bit more about the sales force, uh, uh, uh, updates rolling. So, with within the guidance, we're still assuming that we're going to be able to activate more territories on a quarterly basis. So in Q2 we activated 2, new territories going from 45 to 47. We are anticipating with the Reps that we hired in the first half of the year that we can start to get back on track to adding
Jared Oasheim: The lower end assumes that maybe you see a couple of those reps get productive and maybe at not quite the same level. It really just comes down to all of these new people that we brought on board, how quickly we can get them up to speed and productive in the back half of the year.
Kevin Hykes: Yeah, and Rohin, Kevin here. I will take the second part of the question. I would say the terminations have returned to normal through the course of the second quarter. The hiring continues as that obviously follows the terminations, but that is also close to being complete as well. We would expect our rate of turnover to be very close to sort of typical industry averages, 10% to 20% on an annual basis as we go through the back half of the year. We are pleased again, thrilled with the talent we have been able to attract that has continued unabated. We are starting to see the first of those hires back in early 2025 begin to contribute to the revenue line. We will be watching closely as we get into the back half of the year.
3 territories per quarter, and then also within their starting to see productivity, within our accounts start to ramp up as we go into Q3 and Q4. A large part of that guidance, and the range that exists, you know, the top end assumes that we're going to see more of those reps get productive and maybe at a higher level, and the lower end assumes that maybe you see a couple of those reps get productive and maybe not quite at the same level. But it really just comes down to all of these new people that we brought on board, how quickly we can get them up to speed and productive in the back half of the year.
Yeah, and Rohan. Kevin here. I'll take the second part of the question, so I, you know, I would say the terminations, uh, have have have returned to normal, um, through the course of the second quarter, the hiring continues as that obviously is, uh, it follows the terminations, but that is also close to being complete as well. So we would expect our rate of turnover to be very close to sort of typical industry averages, 10 to 20% on an annual basis as we go through the back half of the year.
Kevin Hykes: Obviously, it is a lot of time and energy spent onboarding that new talent and getting them as productive as possible as quickly as possible.
Multiple Analysts: Got it. Thanks for that. I had a follow-up on gross margin. Based on our estimates, you came a little bit ahead in the quarter at 84.3%. I just want to understand why you chose to keep the guidance consistent. Is there anything that implies kind of a decline from here in the back half? Just things to keep in mind as we model that. Thanks.
So we're pleased again thrilled with the, the talent we've been able to attract that has, uh, has continued unabated. Uh, and we're starting to see the first of those hires, uh, back in early, uh, uh, 2025 begin to contribute to the revenue line. And so, we'll be watching closely as we get into the back half of the year. Uh, obviously it's a lot of time and energy spent on boarding that new talent and getting them as productive as possible as quickly as possible.
Got it. Um, thanks for that. And and I had a follow-up on gross margin. Um, based on our our estimates, you came a little bit ahead in the quarter, um, at 84.3% just want to understand.
Jared Oasheim: Yeah, not much of a story here, Rohin. So I think we've been consistently in that 83% to 84% range. I think we beat in the second quarter by a little bit, probably due more to price than to cost. But as we continue to produce more and more units, we could see that cost number come down as well. I don't think we moved the number enough in the second quarter to adjust the full-year guide of 83% to 84%. But still feeling pretty good about being able to continue similar numbers in Q3 and Q4.
Why you chose to keep the guidance consistent? Is there anything that implies kind of a decline from here in the back? Half just things to keep in mind as we model that. Thanks.
Yeah, no. Not much of a story here Rowan, so I I think we've been consistently in that 83 to 84% range. I think we beat in the second quarter by a little bit. Probably do more to price than to cost, but as we continue to produce more and more units, we could see that cost number come down as well. I don't think we moved to the number enough in the second quarter to adjust the full year, guide of the 83 to 84%, but still feeling pretty good. About being able to continue a similar numbers in Q3, and Q4,
Multiple Analysts: Thank you.
Jared Oasheim: Thank you.
Thank you.
Operator: Thank you. We go next now to Matthew O'Brien of Piper Sandler.
Thank you. Thank you.
Thank you, we go next. Now, to Matthew O'Brien of Piper Sandler.
Samantha Munoz: This is Samantha on for Matt. Thanks so much for taking our question. We want to continue the conversation on the salesforce and the adjustments and how they are trending. I know you mentioned that the first hires begin to contribute to the revenue line. Was that more of a Q2 or was that more recently in July? How quickly do you anticipate the rest can get up to productivity as well?
I made it. This is Samantha on for Matt thanks so much for taking our question. Um I guess. Yeah we want to continue the the conversation on the sales force and kind of
um,
You know, the adjustments and how they're trending. I know you mentioned that the first hires, um, begin to contribute to the revenue line. You know, was that more of a Q2 or is that more recently in July? And it's how quickly do you anticipate the rest can, um,
Kevin Hykes: Yeah, sure. Thank you. I appreciate the question. So I think we have pretty consistently said it takes between 6 and 12 months for a territory manager to get up to speed. Those that have a background in cardiovascular medicine or heart failure do so more quickly. Those that have a background in program building, new therapy introductions get up to speed more quickly. And those that inherit a territory that has a quality mix of accounts are able, again, to contribute more quickly. Conversely, those that have none of those three things are going to take closer to 12 months to begin to contribute.
Get up to productivity as well.
Kevin Hykes: So I think we are starting to see the first of those well-positioned reps with highly relevant backgrounds start to contribute here in the tail end of the second quarter. We would expect them to sort of continue in the back half of the year to ramp up as some of the other new hires who have less experience or who have more work to do in a territory that does not have the same quality of accounts. It will take them longer, as you can imagine.
New therapy, introductions get up to speed more quickly and those that inherit a territory that has, um, a quality mix of accounts, are able again, to contribute more quickly, conversely, those that have none of those 3, things are going to take closer to 12 months to begin to contribute. So, I think we're starting to see the first of those, well, positioned reps with highly relevant, backgrounds start to contribute here in the tail, end of the, the second quarter. We'd expect them to sort of continue in the back half of the year to ramp up as some of the other new hires who have less experience or who have more work to do in a, a territory that doesn't have the same quality of accounts. It'll take them longer as you can imagine.
Samantha Munoz: Thank you. We had just one more on operating expenses, specifically SG&A. I think that came in just a little bit higher than we were modeling for the quarter. How should we think about that line item for the rest of the year as we are modeling out here?
Jared Oasheim: Thanks for the question, Sam. So that came in a bit higher than what we saw in the second quarter, but Q2 is typically where we see the highest level of SG&A just based on one-time events, whether it's marketing events that are going on during that time period or other spend. So we would anticipate that number to be coming down and is reflected as such in our guidance for the full year.
Thank you. We had just one more question on operating expenses, specifically SG&A. Um, I think that came in just a little bit higher than we were modeling for the quarter. How should we think about that line item for the rest of the year? We're modeling out there.
Yeah, thanks for the question Sam. So that that, uh, came in a bit higher than what we saw in the second quarter. But Q2 is typically where we see the highest level of sgna just based on, you know, 1 time events, whether it's, you know, marketing events that are going on during that time period, uh, or or other spend. So we would anticipate that number to be coming down and is reflected uh, as such in our guidance, for the full year.
Samantha Munoz: Thank you.
Jared Oasheim: Yep.
Thank you.
Yep.
Operator: We'll go next now to Brandon Vasquez of William Blair.
We'll go next now to Brandon Vasquez of William Blair.
Brandon Vasquez: Hey, thanks for taking the question, everyone. On the sales reps first, if you look at that cohort specifically that are maybe less than 12 months on job, you guys have talked about this a little bit, but maybe spend a minute just talking about how that cohort's productivity has ramped recently. Is it in line with your expectations? Is there anything either surprising to the positive or the negative as those new reps are re-engaging in some of the territories that maybe had a little bit of noise through this period?
Hey, thanks for taking the question. Everyone on the, um, on the sales reps first. You know, if you look at that cohort specifically that are, uh, maybe less than 12 months on the job. I mean, you guys have talked about this a little bit, but maybe spend a minute just talking about how that cohort's productivity has ramped recently. Is it in line with your expectations? Is there anything either surprising to the positive or the negative as those new reps are re-engaging in some of the territories that maybe had a little bit of noise through this period?
Kevin Hykes: Sure, Brandon. Thanks. I will take that. I would say it is progressing. As difficult as it is to predict specifically how fast a given rep will get up to speed in a given territory, I think we are pleased with what we are seeing. We would not have expected much contribution for any of those reps hired since January at this point. We are pleased to see some early sort of green shoots from some of them. I think that is really the work in the back half of the year is getting them, as many of them, up to speed as we can, regardless of their backgrounds or the territories that they are sitting in. We have added resources and focus to our sales training effort and broadened our curriculum. Lots of times, shifting from hiring really to now training and onboarding and accelerating productivity.
Sure Brandon, thanks, I'll take that. Um, so I would say it, it is progressing as difficult as it is, to predict specifically how fast a given rep will get up to speed in a given territory. Um, I, I think we're, we're pleased with what we're seeing. We would not have expected much contribution for any of those reps hired since January, at this point. So we're pleased to see some early sort of green shoots from from some of them. But I think that's really the work in the back half of the year is getting them. Uh, as many of them up to speed, as we can, regardless of their backgrounds, or the territories that they're they're sitting. And we've, we've added resources and focus to our sales training effort and broadened, our curriculum. So, lots of time, you know, shifting from hiring really to now training.
Brandon Vasquez: Okay. Then maybe on the reimbursement side, a lot of good updates in between now and last quarter with the proposed rates from CMS. But maybe you guys can spend a minute just talking about going deeper into what denial rates are like, what part of the process can be difficult now with a temporary code, and then what part of it specifically you think can get a lot easier now in January when you get a category one code. We have seen this before in the medical device world. Just curious how you guys are viewing it today and how it might improve starting in January. Thanks.
An onboarding and accelerating productivity.
Kevin Hykes: Got it. Yeah, thank you. So a couple of different ways to answer that. Today, as a category three therapy, we see 100% denials, as would anyone with a category three code. We have also mentioned, though, we have done a very effective job in appealing those denials, and we believe we are doing better than average across the various payer segments in securing ultimately approval for our therapy. So we are happy with where we are. On January 1st, the category three code goes away and becomes a category one code. There are two important elements of that.
Okay. And then maybe on the reimbursement side, there are a lot of good updates in between here now and last quarter with the proposed rates from CMS. But maybe you guys can spend a minute just talking about going deeper into what denial rates are like, what part of the process can be difficult now with a temporary code, and then what part of it specifically you think can get a lot easier now in January when you get a Category 1 code. We've seen this before in the medical device world. They're just curious how you guys are viewing it today and how it might improve starting then. Thanks.
Got it. Yeah, thank you. So, a couple of different ways to answer that. You know, I think, uh,
Kevin Hykes: The first is that the payer's ability to automatically deny coverage because of an experimental status, the category three status, that goes away, and they are forced to use a human being to review each and every prior authorization and deny it on the basis of medical necessity as evaluated by a human. That makes it much more, obviously, complex and expensive for them to do and requires that level of intervention. As you have seen with other therapies, perhaps, we believe that while there will certainly still be prior authorizations required, the rate of approvals, the speed of the approvals, and the predictability of approval will improve, we think, significantly as of the first of the year. The second piece is that the formalization of physician payment, which up until now has been negotiated on a payer-by-payer basis, that is another significant step forward.
You know, today as a category 3 therapy, we see 100% denials as would anyone with the Category 3 code? We have also mentioned, though, we have done a very effective job in appealing those denials and we believe we're doing better than average across the various payer segments in, securing ultimately approval for our therapy. So, so we we're happy with where we are on January 1st. The Category 3 code goes away and becomes a category 1 code and there's 2 important elements to that. The first is that the payer's ability to automatically deny coverage because of an an experimental status. The Category 3 status that goes away and they're forced to use a human being to review each and every prior authorization and and deny it.
um,
Kevin Hykes: We are pleased with where we landed. 11 work RVUs is exactly where we thought we would land, given the SVS survey. So we are pleased that physicians who are, for the subset of physicians who are paid for those procedures based on RVUs, they now have consistent predictable payment, which is not something we could always say up until now, which you cannot often say with a category three. So two really important steps forward in January.
Piece, is that the formalization of physician payment, which up until now has been negotiated on a payer by payer basis? That's another significant step forward and we're pleased with, uh, where we landed 11. Work rvus is exactly where we thought, we would land, uh, given the SPs survey. So we're pleased that Physicians, who are for the for the subset of Physicians, who are paid for those procedures based on rvus. They now have consistent predictable payment which is not something we could always say up until now that you can't often say what the Category 3. So 2 really important steps forward in January
Operator: Thank you. We'll go next now to Frank Takkinen of Lake Street Capital Markets.
Thank you. We'll go next now to Frank taken in of Lake Street, Capital Markets.
Mike Vallie: Great. Thanks for taking the questions. I will also start in the reimbursement world. Related to the OPPS, I assume you will put forth comments related to a level six code, but maybe take us a little bit deeper into what that may consist of and if there is anything in addition you may be asking for in the comment period.
Kevin Hykes: Sure. Thanks, Frank. I will take that. We were very pleased for the first time to be starting this process in the new tech APC 1580. We think that is a recognition by CMS that we do not belong in level five. We were pleased to see that. We were also pleased that CMS, again, for the second year, solicited comments on the value of a level six code. We think those are both positive signals. We are going to run the exact same playbook this year that we have in the past. Even if we are starting in a better place, we are soliciting comments from physicians, administrators, stakeholders on Capitol Hill in support of this level six code. The same five companies are fighting for it this year that fought for it last year.
Great. Thanks for taking the questions. I'll uh, also start in the, the reimbursement World, um, related to the uh, Opps. I assume you will uh, put forth, comments related to a level 6 code. Um, but maybe you can take us a little bit deeper into what that may consist of. And if there's anything, in addition, you may be asking for, in the, uh, comment period.
Sure. Thanks, Frank. I'll take that. So, you know, we were very pleased for the first time to be starting this process in the new tech APC 1580. We think that's a recognition by CMS that we do not belong in Level 5. So we were pleased to see that. We were also pleased that CMS, again for the second year, solicited comments.
On the value of the level 6 coat, we think those are both positive signals. We're going to run the exact same playbook this year that we have in the past. Even if we're starting in a better place, we're soliciting comments from physicians and administrators.
Kevin Hykes: While there is some slim chance that they would, in fact, grant that code this year, we are very comfortable staying in 1580, and there is no reason we cannot stay in that 1580 new tech for a number of years going forward.
Stakeholders on Capitol Hill in support of this level 6 code, the same five companies are fighting for it this year that fought for it last year. And so while there's some slim chance that they would, in fact, grant that code this year, we're very comfortable staying in 1580, and there's no reason we can't stay in that 1580 new tech for a number of years going forward.
Mike Vallie: Got it. That is helpful. Then maybe one on kind of tier one/two versus tier three/four. I assume you are not going to go in too much detail on composition of additions, but any kind of broad strokes you can provide, like majority were tier one/two or majority were tier three/four, and then any kind of characteristics of expected launch trajectory of those two buckets, which may scale quicker.
Jared Oasheim: Frank, like you said, I'm not going to go into the weeds on exact percentages, but what we can say is our go-to-market strategy and our targeting approach is working. We are seeing a higher percentage of the account adds in Q2 in that tier one and tier two bucket as compared to what we saw in Q1. I think the team is listening. They're understanding the whys behind it. Part of that is driven by the utilization we're seeing in those accounts because we are seeing higher utilization, more implants, more revenue in tier one and tier two accounts than the others. I think they're understanding that it's not just something that we're kind of making up as we go, but that it actually delivers real results. I think as a result of that, we're seeing more of those accounts get added each quarter.
Got it. That's helpful. And then uh maybe 1 on um kind of Tier 1 2 versus tier 34. I assume you're not going to go in in too much detail on composition of additions. But any kind of broad Strokes, you can provide like majority or tear 1/2 or majority or tear 3/44. And then any kind of characteristics of expected. Uh, launch trajectory of those 2 buckets which may scale quicker.
Yeah, Frank. I like you said, I'm not going to go into the Weeds on exact percentages, but what we can say, is our go to market strategy, and our targeting approach is working. We are seeing a higher percentage of the account adds in Q2 in that Tier 1 and tier 2 bucket as compared to what we saw in q1. So, I think the team is listening, they're understanding, uh, uh, the wise
Behind it. And part of that is driven by the utilization. We're seeing in those accounts because we are seeing higher utilization, more implants, more Revenue in Tier 1 and tier 2 accounts than the others. So I I think their understanding that it's not just something that we're we're kind of making up as we go, but that it actually delivers Real Results and I think as a result of that, we're seeing more of those accounts, get added each quarter,
Mike Vallie: Got it. Okay. That's helpful. I'll stop there. Thank you.
Got it. Okay, that's helpful. I'll stop there. Thank you.
Operator: We'll go next now to Chase Knickerbocker of Craig-Hallum Capital Group.
Yep.
we'll go next next now to chase Knickerbocker of Craig Hamill
Mike Vallie: Good afternoon. Thanks for taking the questions. Kevin, I just want to start on the Level 6 code as well. You had said kind of a slim chance they do it this year. Can you speak to the feedback that you have heard? Do you just take that commentary from the OPPS, and that is what underlies that slim chance assumption? Then maybe just longer term, if you do stay in the new tech APC, do you get a sense of what CMS is thinking there? Because typically that is a temporary code, right? Is it something where you think you can stay in that for a number of years, like you said, or do you think ultimately they still will do the Level 6 code? Just your overall thoughts there on the OPPS.
Good afternoon. Uh, thanks for staying the questions. Kevin, I just want to start it on the, uh, level 6 code as well. Um, so you'd said, kind of a slim chance, they do it this year, can you kind of speak to kind of the feedback that you've heard? Do you just kind of take that commentary from the lpps and that's kind of what underlies that kind of slim chance, assumption. And then, um, maybe just longer term. If you do, stay in the new tech APC, do you get a sense of, what kind of CMS is thinking there? Because typically, that is a temporary code, right? And is it something where you think you can kind of stay in that for a, for a, for a number of years, like you said or um, do you think ultimately, they still will kind of do the level 6 code just your overall thoughts there on the opps?
Kevin Hykes: Sure. So let me, I guess, on the first question, we have consulted a fair number of experts. As you can imagine, there are instances we understand in the past where CMS has made a change over the course of the comment period. We are an example of that last year when they moved us from the proposed level five back into 1580. So it happens, but we are not certain that this will be the year for that. We would like to think so, and we are not going to give up. Conversely, there are very few, there was not a single instance our experts could find of a company going the other way. So we think the risk of being demoted back to level five is quite low or would be unexpected. So that is the best information we have got.
Sure. So let me uh, I guess, you know the
Kevin Hykes: In terms of what CMS is thinking, we also know there is no statutory limit to how long you can stay in 1580. It is probably driven by how much data they think they need to gather in that specialized data collection mode before they can assign a different category or create a new one, as we are requesting. So hard to tell where their heads are at, but not surprising. Again, we would be just fine staying in 1580 for another few years as we continue to build procedure volume and as our data, again, gets better and better. That is the justification for the level six.
Of being demoted back to level 5 is quite low or or, or would be, um, unexpected. So, you know, that's, that's the best information. We've got, you know, in terms of what CMS is thinking. We also know there's no statutory limit to how long you can stay in 1580. It's probably driven by how much data they think they need to gather in that specialized data collection mode before they can assign a different, uh, category or create a new 1 as we're requesting. So, you know, hard to tell where they're where their heads are at, but not surprising. And, you know, again we'd be just fine staying in 1580 for another few years as we continue to build procedure volume and as our data again gets better and better. Um, and that's the justification for the level 6.
Mike Vallie: Got it. On center adds, could you share the gross number? I guess what I am trying to get at is, you know, you outperformed a little bit on some of the expectations you set last quarter as far as center adds. Was that fewer accounts that sunsetted, fewer accounts in which you saw attrition, or was that just an increase in gross adds that you saw in Q2?
Got it.
And then just on Center ads, could you share the gross number? Um I guess kind of what I'm trying to get at is kind of you know, you all performed a little bit on some of the expectations you set, last quarter, as far as Center adds, was that kind of fewer accounts that sunsetted fewer accounts in which you saw attrition or was that you know just an increase in kind of gross ads that you saw on Q2
Jared Oasheim: Chase, I can take that one. We are not going to get into the weeds on the gross ads in churn, but I can say it is a combination of both, right? As we said, we expect to add a high single digit to low double digit number of accounts on a quarterly basis. It is assuming that we are going to continue to sunset some of those dabbler accounts while bringing on some of these accounts that we think have higher potential in the long run. I think as we look at the Q2 results, it is a little bit overperformance on ads and maybe not sunsetting as many as we originally thought going into the quarter. It is going to continue to be choppy as we go quarter to quarter. Just because we saw plus 13 in Q2, we may not see that in Q3.
Yeah, Chase, I can take that 1. We're we're not going to get into the Weeds, on the, the gross ads, and and churn, but I can say It's a combination of both, right? As we said, we expect to add a high single digits, a low double digit number of accounts on a quarterly basis. It's assuming that we are going to continue to Sunset some of those dabbler accounts. Well,
Bringing on some of these uh accounts that we think have higher potential in the long run. So I think as we look at the Q2 results, it's a little bit over performance on ads and maybe not sunsetting as many as we originally thought going into that quarter.
Mike Vallie: Is high single digits still the right way to think about it kind of from here, Jared?
But it, but it's going to continue to be choppy as we go quarter to quarter. So you know, just because we saw plus 13 in Q2, we may not see that in Q3
Jared Oasheim: Yeah, yeah. In that range of, you know, 8 to 12, 8 to 13, it is pretty reasonable.
Miss high single digits, still the right way to think about it. Kind of from here.
Mike Vallie: Thanks, guys.
Um, Jared. Yeah, yeah. Kind of in that range of, you know, 8 to 12 8 to 13.
Pretty reasonable.
Operator: Thank you. We will go next now to Ross Osborne of Cantor Fitzgerald.
Thank you, we'll go next now to Ross Osborne of Cantor Fitzgerald.
Multiple Analysts: Hey, guys. Thanks for taking our questions. Starting off, if I heard your prepared remarks correctly, it sounds like you are seeing some traction with lower tiered centers acting as a referral center. Would you spend some more time here walking through this dynamic and what you can do from an awareness standpoint to more patients to the funnel and implantation?
Kevin Hykes: Sure. Thanks, Ross. It's Kevin. I'll take that one. What we were trying to point out, we've learned a lot over the last year as we've implemented this go-to-market strategy, which obviously starts with targeting. What we're finding, these are imperfect tools at best. What we know is that there are actually some Tier 3s and 4s who may not have had the chance to use Barostim in the past because of payer issues or potentially reimbursement or other kind of local factors. We don't want to necessarily walk away from them without understanding the facts on the ground. In some cases, we're finding there are really good centers with really good heart failure volume that have a clinical champion and/or an administrative champion. In those cases, it's worth considering opening a program there.
Hey guys, thanks for checking out our questions. Um, so starting off and if I heard your prepared remarks correctly, sounds like you're seeing some traction with lower tiered centers acting as a referral center. Would you send some more time here walking through the dynamic and what you can do from an awareness standpoint to our patients to the funnel and implementation.
Sure, thanks Ross. This is Kevin I I'll take that 1. So yeah what we were trying to point out you know we've learned a lot over the last year as we've implemented, this go to market strategy which is obviously starts with targeting. And so you know what, we're finding these are imperfect tools, um, you know, at best and what we know is that, uh, there are actually some, some tier 3s and fours who may not have had the chance to use cardio Ms in in the past because of payer issues or potentially reimbursement or other kind of local factors.
Kevin Hykes: I guess what we're saying is it's not as black and white as we perhaps thought initially. We're still leaning heavily towards the 1s and 2s, but there are some Level 3s and 4s that are, in fact, satellites to your question of larger flagship accounts. What we find in some cases is the flagship account says, "Hey, this is a very bureaucratic center. Why don't you go to our sister institution, get the program started, demonstrate success, and you will make it a lot easier for us to bring you then into the flagship?" Those satellite centers, in our scheme, show up as 3s and 4s, but again, may have a lot of value and may be a faster way to get into a great big university center, for example, than a kind of a full frontal approach. That's leading to some of these insights.
And, and we don't want to walk away from them without understanding the, the facts on the ground. So in some cases, we're finding, there are really good centers, with really good, heart, failure, volume that have a clinical Champion Andor an administrative champion. And in those cases it's worth um, considering opening a program there. And so, I guess what we're saying is it's not as black and white as as we perhaps thought. Initially we're still leaning heavily towards the ones and twos but there are some level threes and fours that are in fact satellites to your question of larger Flagship accounts. And what we find in some cases is the flagship account says, hey,
This is a very bureaucratic Center. Why don't you go to our sister institution, get the program started demonstrate success and you will make it a lot easier for us to bring you then into the flagship and so those satellite centers, you know, in our in our scheme show up as threes and fours but again may have a lot of value and may be a faster way to get into a great big University Center for example and then a kind of a full frontal approach.
Kevin Hykes: Again, focusing on the 1s and 2s, but understanding if there's pragmatic ways to get to the 1s and 2s through the 3s and 4s, it's worth it.
So that that leading to some of these insights and again focusing on the ones and twos but understanding if there's pragmatic ways to to get to the ones and twos through the threes and fours, it's worth it.
Multiple Analysts: Understood. Makes sense. Looking to next year, when you have a more tenured salesforce and improved reimbursement environment, what, if any, headwinds and challenges do you need to overcome that would not allow us to see a material inflection in adoption in your top line?
Understood makes sense. And then looking to next year, when you have a more tenured Salesforce and improved reimbursement environment, what if any headwinds and challenges do you need to overcome? That wouldn't allow us to see a material in production and adoption in your top line.
Kevin Hykes: Sure. Thank you. So, I would say, you know, obviously the reimbursement friction we think will be reduced materially. We are seeing great coverage now across the various maps. We think we will get much stronger coverage from the commercial side of the Medicare Advantage folks. The headwinds associated with changing the way medicine is practiced will not change. Again, that is kind of a long-term war of attrition. The three barriers we have identified consistently are reimbursement, awareness, and evidence. Reimbursement is going to get better, certainly. Awareness is getting better. As we mentioned, we did over 100 programs focused on the affiliated practice providers. We think that is a key leverage point for heart failure. Number three, the evidence that will continue to generate, both in terms of, you know, smaller, you know, investigator-initiated studies, multi-center studies, perhaps a randomized controlled trial, that is another critical barrier.
Kevin Hykes: There will always be friction, but we think the reimbursement piece will help us significantly. As we grow awareness, we will bring that barrier down as well, in addition to the evidence work we are doing already. Lots of work to do, but again, it is a war of attrition as you wear down these adoption barriers that you find in the market.
Multiple Analysts: Sounds great. Thanks for taking our questions.
Again, that's kind of a long-term War of Attrition. The 3 buried consistently are reimbursement, awareness and evidence reimbursement is going to get better. Certainly awareness is getting better. As we mentioned, we did over a 100 programs focused on the Affiliated practice providers. We think that's a key leverage point for heart, failure. And number 3, the evidence that will continue to generate. Um, both in terms of, you know, smaller, you know, investigator initiated studies multi-center studies, perhaps a randomized control trial, that's another critical barrier. So there will there will always be friction but we think um the reimbursement piece will help us significantly and as we grow awareness will bring that barrier down as well. In addition to the evidence work, we're doing already, so lots of work to do. But again it's a it's a war of attrition as you wear down these various adoption barriers that you find in the market.
Okay, thanks for taking our questions.
Operator: Thank you. Ladies and gentlemen, this does conclude our question and answer session for today. I would now like to turn the call back over to Kevin Hykes for any closing comments.
Thank you. And ladies and gentlemen, this does conclude our question and answer session for today. I would now like to turn the call back over to Kevin hikes for any closing comments.
Kevin Hykes: Thank you, Operator, and thanks again to everyone for joining us for our second quarter earnings call. We appreciate your ongoing support and look forward to updating you on our progress on our next call. Thanks.
Operator: Thank you, Mr. Hykes. Thank you, Mr. Oasheim. Again, ladies and gentlemen, that will conclude the CVRx Q2 2025 earnings call. Again, thanks so much for joining us, everyone. We wish you all a great rest of your day. Goodbye.
Uh thank you operator, and thanks again to everyone for joining us. For our second quarter, earnings call, we appreciate your ongoing support and look forward to updating you on our progress, on our next call. Thanks.
Thank you, Mr. Hacks, thank you, Mr. Oshine, again, ladies and gentlemen, that will conclude the cvrx Q2 2025 earnings call again. Thanks so much for joining us, everyone. We wish you all a great rest of your day. Goodbye.