Clint Carnell – Chief Executive Officer, BSD
Thank you, Tricia and thank you everyone and welcome to BSD’s first of 2015, Annual investor webcast. My name is Clint Carnell and I’m the new President and CEO of the company & I appreciate the board for giving me this opportunity to lead, the company and for the share holders to share our plans for the future. So a little bit about myself before, we can start this on, what is really a three phase turnaround of the company. Umm.. I have formative years with Johnson & Johnson, a Gambro Healthcare Chiron, later with Bausch and Lomb on the surgical division, I just recently left Covidien before my On sight Residence Appointment, and in between I’ve done everything to start the company out of my garage, telling them to Deveta back in the early 2000s sorry mid 2000s to venture capital a company called Solta Medical, which was private to public and was recently purchased by Valeant Pharmaceuticals.
What these companies have in common is that, tip of that going into the situation where companies have had some disappointed results, perhaps they are not fairly valued and essentially that sets the company to put together a vision, a team and return the company to a situation where towards what the share holders originally thought and more in what they invested. I came to BSD medical, because I think it’s been under-appreciated and that this is a company that has a phenomenal technology, hard working committed people that we can build a team around and that, we simply need to execute better and put resources into the company to ensure the best.
The three stages, we’ll talk about today are really not designed to be a deep look at the numbers. They’re to provide the share holders a directional strategy for what I see in the early sixty days of my tenure and provide some guard rails about how I’ll approach, turning this company around. The phase consists of assessing the company and we’ve had our head buried really deep into the details of the company, working with employees, working with the leadership team, with doctors, with customers, with external advisors, with other CEOs of this space. Really, it does seem that what’s gone well in the past, what can, we build upon but more importantly what’s gone horribly and why are the results where they are right now and what can we do to quickly fix them. That’s the assessment phase and I’ll share my initial findings with you in a few minutes.
The second is to put a plan in place and that plan includes what is the vision. Who will the leadership team be & how can we start measuring these results. Many of you are investors that are familiar with what gets measured becomes important and what becomes important and measured gets done. So, I’ll be sharing some of our initial measurements at how you can look at our progress for the turnaround of business.
