ZimVie at Stifel Jaws & Paws: Strategic Moves in Dental Market

On Wednesday, 28 May 2025, ZimVie Inc. (NASDAQ:ZIMV) participated in the Stifel Jaws & Paws Conference 2025, where CEO Vafa Jamali discussed the company’s strategies to navigate the challenging dental implant market. While facing revenue declines due to market headwinds, ZimVie is focusing on innovation and digital dentistry to drive growth. The company is also implementing cost-saving measures to improve financial performance.

Key Takeaways

• ZimVie is targeting growth in the underpenetrated dental implant market, with a focus on digital solutions and innovation.
• Despite a decline in Q1 2024 revenue, the company reported significant improvements in margins, EBITDA, and EPS.
• ZimVie projects flat to 3% top-line growth for 2024, with a 17% increase in adjusted EBITDA and a 31% to 55% rise in adjusted EPS.
• New product introductions and digital dentistry solutions are key drivers of growth.
• The company is exploring M&A opportunities to expand its product portfolio and geographic reach.

Financial Results

• Q1 2024 Performance: Revenue declined year-over-year due to specific headwinds, but gross margin improved by 360 basis points. EBITDA increased by 41%, and EPS grew by 238%.
• 2024 Guidance: ZimVie anticipates flat to 3% growth in top-line revenue, a 17% increase in adjusted EBITDA, and a 31% to 55% rise in adjusted EPS.
• Cost Management: The company is reducing manufacturing costs by moving production facilities and insourcing manufacturing to offset tariffs.

Operational Updates

• Product Innovation: 43% of sales come from products launched in the last three years, including the immediate molar implant targeting a $150 million market in the US.
• Digital Dentistry Growth: Real Guide software grew 39% in 2024, and Implant Concierge grew 14%, driving the adoption of digital solutions.
• Full Arch Expansion: The full arch business increased from 5% to 8.5%-9% of total business, with technology improvements enhancing efficiency and profitability.

Future Outlook

• Market Growth Drivers: Increased adoption of dental implants, pent-up demand for procedures, and potential benefits from lower interest rates and improved consumer sentiment.
• Strategic Initiatives: Focus on innovation, digital dentistry, and commercial excellence, with potential M&A opportunities for expansion.

Q&A Highlights

• Immediate Molar Implant Market: ZimVie aims to capture 15% of the $150 million market, with potential for further growth.
• Gross Margin Expansion: The company targets best-in-class gross margins through automation and operational efficiencies.
• Market Conditions: Despite current pressures, ZimVie expects pent-up demand to drive growth when the market recovers.

For a detailed understanding, readers are encouraged to refer to the full transcript below.

Full transcript - Stifel Jaws & Paws Conference 2025:

John Block, Analyst, Stifel: As we’re going to get going, John Block at Stifel. Good afternoon. We’re joined again by Zimvi, and thanks guys for coming. Appreciate, the presentation. Today representing the company, we have Vafa Jamali, CEO and Rich Hopinsel, CFO.

Vafa, think you’re going to take us through some slides at your own pace. When you conclude, we’ll have plenty of questions for you if we get there. So all yours.

Vafa Jamali, CEO, ZIMVY: All right. Fantastic. Hi, everyone. Thanks for joining us late here. We are ZIMVY.

We are a global dental leader. We have a market leading portfolio of implants, restorative, biomaterials and digital dentistry technologies. We lead with differentiated technology, and we continue to invest in innovation in this space. We have also been able to maintain a healthy profile a financial profile through the efficiencies we’ve driven through operations. We’ve reduced our debt pretty significantly and improved our free cash flow generation.

Why we like this market? Our focus is really adoption of dental implants. There’s for sure going to be some share transfer back and forth, but the real opportunity in this market is that in America, for example, there’s about 8,000,000 candidates for tooth replacement, and only one in four of them actually get a dental implant. And everyone else will get something more temporary. So we think that provides the largest opportunity in this market.

That’s why when we get asked a lot, Is this market dead? We’re like, No, it’s absolutely not. It’s just greater adoption, more flow of patients, and more understanding from referring dentists that there’s a better procedure and a better intervention for those patients. How we support adoption is through training. So we train our own staff to be very knowledgeable both about the workflow practices of the customers of our products.

We do a lot of medical education. A lot of this will have to do with really how do you teach implants and and how do you teach them to be durable, to be effective, to be cost effective, and and and and then ultimately, what kind of a customer experience do you gain. Our business, Zimby’s business, is large is is over indexed on the specialists. So these are these are people that do much more complicated cases, but they rely heavily on referrals from the catchment area they live in. So if you live in this particular city, what our rep does is drives volume to you, and that’s how we benefit.

And that’s one of the reasons why you one of the reasons why you get to be called a premium implant because you wrap a whole lot of service around what you’re doing and you give a great opportunity for people to grow. That’s why DSOs work for us. That’s why specialists work for work for us, meaning why we’re effective and we’re not afraid of that kind of consolidation. Clinical outcomes are really, really important here. So what is the ultimate outcome?

If you were talking about specialists, their reputation, their Yelp search, all that stuff really, really matters. And the better you can do the the procedure and the more durable and the more replicable it is, the better for the business. So that’s really where our focus is. We look at how do you fuel growth. And growth has been tough in this market for the last couple years.

But first and foremost, like I said, we have an underpenetrated implant market. So we think that adoption is gonna be one of the pieces that’s really gonna us. Obviously, there’s share gain. And the way we can do that is with new product introduction. I’ll share a couple of them with you later.

Through education, is both how do I do it, how do I train, and then also how do I bring in referrals. And then commercial excellence is is launch, you know, efficacy of your launches. About 43% of Zynbee’s sales are from products we sold in the la we’ve launched in the last three years. That’s a pretty good vitality index. And and typically with that would come a price increase, and obviously more more features and benefits in a in a tougher time moving away from our implant once they’ve moved to our newest one.

Digital dentistry is really, really critical. So this is around work flow. So what we’ve learned is that much of what happens in these practitioners’ offices is about opportunity cost. So if we can create the flow where you’re spending minutes with a patient and then you’re allowing the computer to do all the other work through AI. Check our ticker.

AI I just said AI and computer learning, so hopefully that that’s good for us somewhere. What we rely on is a very large database. We we think it might be the largest digital database of implant procedures. What it allows us to do is digitally detect where the bone is, where the nerve is, and do a lot of the work that’s done in a lab by a technician, and we automate that. That’s really, really important in America because this is where the labor costs are the highest and and the return is the biggest.

But we also have to teach people how to value that and how to value opportunity cost and and also our reps on how to sell opportunity cost. And then we also believe that we can do some tuck in M and A. So the the the segment’s pretty battered right now. So I think there’s opportunities in us. And there’s opportunities also in very small operations globally that can allow us either geographic expansion, product expansion, or manufacturing know how that we can we can, you know, instead of third partying it, we can in house.

So those are some opportunities that exist for us now. Those are the four vectors that we’ll look at for for our growth. I mentioned innovation profile. So we’ve got a long history of innovation. Our company is is new in terms of Zymvi, the the name, but we have brands that have been around for a long time.

So we’ve got forty years plus of innovation. We have plenty of clinical evidence. This is a market where it’s a little less about clinical evidence proving, but more about trying, but you do need the evidence to get the claims that you require, which comes from the peer reviewed articles. And then we have a pretty robust patent profile. The key products that we sell that are the bread and butter of our business are the TSX implant and the T3 Pro implant, Real Guide, which is our surgical guide software, implant concierge, which is out servicing all of your back office work.

And we do that for a cost of probably the cost of a premium implant itself. And we do all the work, and we send back the finished product for the dentist to do the implant. So it’s a very it’s a way to bring someone into a procedure that they had some discomfort with before, some trepidation before, and we really make that easier to do. Puros Allografts is the number two allograft in the market, and that’s a bone substitute that’s used to enhance the bone before an implant’s done if the patient needs it. And then Encode Emergence is a great product, which is a healing abutment that’s, again, digitally powered.

We distribute product for Medit and Align, which is the scanners, the oral scanners. It’s it’s not an enormous driver of revenue for us, but it’s an important part of just the whole ecosystem of of digital that we we rely on. We’ve had some recent launches that have been really great. TSX and t three Pro are also new ones. But recently, we’ve got the immediate molar implant, which we launched in March of this year.

It’s a category that we were not in before and we’re in now. It’s basically an implant that is gonna be a little bit shorter, a little bit wider, and it’s used in molar for molar implants and it’s an immediate loading capability, which has really done well. We sold every one we’ve made. We also have expanded our portfolio with some restorative products, which is this Azure that we refer to here. Biomaterials, we have the Puros that I mentioned on the last page, is the premium version of what we had.

And then we decided to also expand our market and have a generic version. And the reason we do that is to get a little more competitive on bids that are done where they aren’t necessarily existing Pyrrols customers, but they do need biomaterials. And we can use this to kinda wedge in and still sell a premium implant. It’s been it’s been a very good strategy for us. And then I mentioned digital dentistry.

We’re making a lot of strides there. We’ve got the Real Guide that continues to enhance its standard, its its product. I’ll have to share a little bit more with you later. We’ve got the inter oral scanners. And then the the Zinvy scan bars and Belltech bars.

These are kind of our what we believe is a is a market that we can do much, much better in, which is the market of full arch. And this is where they replace all the teeth on the top or the bottom. And that is a complicated procedure. We think it can be digitally powered. It’s a very expensive procedure.

With that, it’s very lucrative to the specialist. We think we have, some technology that can make this more efficient, more profitable, better for the patient, and the outcomes to be perfect for every patient. So because we digitally do it, you don’t have a situation where your teeth are out too far, bent to the side a bit. You’re trying to make screws fit into the place where you drilled the screws. We we make it a lot less IKEA and a lot more, I don’t know, bespoke.

So we’re really excited about that. That’s something that we’re gonna keep working on. There’s some positive portfolio trends. So, US dental and dental, as I said, our new products are really driving a lot of the growth with, we mentioned that in terms of vitality, and that’s doing quite well. We think, full arch is an area that we’re underpenetrated right now.

I think, John, we do about 5% of our business was traditionally full arch. And we’ve moved that up to about eight and a half, 9%. And we’ll continue to measure that as an important part of any company that wants to be a specialist implant company. And then commercial excellence. We’ve we’ve made some changes commercially that have been widely well received by by the the customers and and frankly by by by us where we were measuring a lot more success right now and how we measure success.

So that’s been quite quite nice. Digital dentistry has been a a big star for us. So Real Guide software, which is a cloud based software, doesn’t require you to buy any capital, which again goes into workflow and office management, has a saw a 39% growth in in ’24. And implant concierge grew 14% in ’24. So these are really, really great drivers for us.

And think of those as as kind of adjacent to the implant, but really critical to adoption. And if you believe that that 25% adoption can be higher, then you do need technology to get you higher. And this is really one of the ways that we’re going to knock down that barrier. And then biomaterials, which is an important part of the portfolio, continues to grow. Immediate molar, I’ve talked about this.

So we launched it in March, and we’ve had some terrific success with it. So this is going to be, again, a shorter, wider implant. It’s about a hundred and $50,000,000 market. We did nothing in here before,

John Block, Analyst, Stifel: so we

Vafa Jamali, CEO, ZIMVY: never had any business here before. That’s in The US only. And we are now making inroads there. There’s only a couple competitors in that particular space that sell that specialty implant, and we have done really well. Like I said, we’ve sold everything we we made.

So we we think that that’s great. We’ve used the TSX and the g three approved tech technology to make it a really, really great implant at a at a at a great cost. Digital implant ecosystem’s a really important one. So what we say here on our real guide is it’s open, it’s compatible with every scanner, every lab, every business that’s out there. So it’s a very, very open system.

We think that’s valuable. One of the of the pieces that comes from that is that you have a lot of competitors using competitive implants, but using our software because it is just so much easier to use. We charge by click. We think there are ways to make it a little more proprietary, but, you know, that’s kinda TBD. We gotta leave something to do next year.

So that’s something we’ll work on there. But we do we do like the way that this is growing. And ultimately, goal is to, again, increase adoption more than make this the pure growth driver for for the business. And again, we used AI and advanced three d visualization to to really deliver the planning, the treatment, and then also the restoration. So this is a really, really important market.

It’s again cloud based, so we don’t ask the customer to buy a piece of capital. We do it all with a phone, a scanner, and a CBCT scan. So that’s all the things that we can do. We’ve gotten this to a point where we are now demoing, taking a picture, and then showing the patient what they’ll look like, which we learned from our customers was a great way to sell the procedure, right? So they would look at it and go, guys, that’s what I want, and they agree to it.

And then the last piece that that around the the focus on the products I wanna tell you about is is just implant concierge. So this is a business that is based in San Antonio. We’ve just expanded to to to Japan. And it’s a virtual implant coordinator. So this is a no investment, no hook part of our portfolio.

Again, very open. We we have scale. So because we outsourced the back office to our team there, they’re very, very skilled, very trained individuals, they can do the all the planning. We can scale that up as much as we want, as quick as we want. We’ve got operations in Costa Rica and San Antonio.

And and this this group can really, really scale up. So we can we can take on as many new customers as you want. The idea there, the selling the proposition there is we felt like there was a lot of turnover in admin staff and and lab staff over the last few years. And every time that happened, they had to train the people to how to do this, how to do an implant, how to do this particular one. And because we we centralize it and we can do it virtually, we have all of that done through the web.

And what essentially will happen at the end is a doc will get a box and in the box are all the materials to do the implant specific for that patient. So we think there’s a lot of value there to everything that we’re doing that’s patient specific. And there’s a lot of value to centralizing some of the work that everyone’s replicating and doing it in one centralized fashion. We charge for it, which is great for us. The adoption rate and the growth rate will tell you that people see value

So we’re really quite happy with this. In terms of financials, had our Q1 results. We had indicated a number of first quarter headwinds. So you can see that, you know, we had a decline to prior year. But across the board, below that, you see an improvement to a business.

So despite the top line miss on some product, on some headwinds that we had like we’re still separating from Zimmer Biomets. We had a transaction manufacturing agreement that we exited. We had a lot of those headwinds that we’re basically gonna anniversary by the end of probably third quarter of this year. But despite that, we’ve had tremendous work on margins, a three sixty bps improvement on COGS. And EBITDA improved 41%.

EPS grew 238%. So those are big numbers. I think what we’re what we’re trying to convey is we said that when we spun out, we would cleanse, clear the business up, make it a little more predictable. So we And get rid of a little bit of debt. People used to ask us, why do you have so much debt?

Why do you have spine, dental, and bone healing? We said, we didn’t really control that, but we’ll control the the next stage of this company. So we’ve really done everything that we said we would, and we’ve improved cost in a pretty tough macro backdrop. But again, look forward to that getting better and we look forward to the end market improving as well. I think when it’s there, we’re going be in a really, really good position to benefit from that with the way that we’ve improved our operations.

For the full year, we’re looking at flat to 3% growth in the top line. Adjusted EBITDA will grow at 17%. Adjusted EPS, 31% to 55%. So we think that, again, we’re proving that in a tough market, we have enough capability to kinda manage it and continue to show improvement in areas that we can control. And we’ll benefit, I believe, disproportionately when the market actually turns to the better.

So that’s it for us, John.

John Block, Analyst, Stifel: That was great. That was a great overview. I’ll ask a small handful of questions just based on some of the metrics in the slides and then I’ll zoom out and ask maybe a couple of market related questions. So on the immediate molar that you touched on, dollars 150,000,000 market, I think you said competition only two to three competitors. Where can you go with that?

You’re starting with essentially zero, right? You mentioned you never had a there before. What kind of share can you capture over the next handful of years? Because arguably everything there would be incremental to top line.

Vafa Jamali, CEO, ZIMVY: Right, so we think if we just take our existing customers, which is who we’ve benefited from at the cost of somebody else who had that product. So what we’ve always said is if you let somebody into your customer, then you open the door for them to take the other stuff too eventually. But if we just look at that, we’ve over exceeded our expectations already. So like I said, we’ve sold everything we made. So I think if you want to be super conservative, would say you could get 15% of that share.

Same store. But because we’re being a little more aggressive on price, so we don’t price it like a TSX or T3 Pro, we could probably do better down the line.

John Block, Analyst, Stifel: And I’m sorry, the 15% roughly over approximately what period of time would that be into that market?

Vafa Jamali, CEO, ZIMVY: Yes. So in a normal business that would take you a while. Right now I think because the expectations have been passed a couple of times, we’re way over what we thought we would do. I think I probably need to relook at that. Okay.

I think you need time to get to that.

John Block, Analyst, Stifel: But that could be a solid source of incremental dollars

Vafa Jamali, CEO, ZIMVY: for the next handful of a couple million dollars in no time and then kind of grow it from there.

John Block, Analyst, Stifel: Okay. And the other thing that I wanted to touch on from the slides is you mentioned full arch and roughly 5% shares where you were and then going to 8.5% to 9% I think were the numbers. And here you are, you’re a premium implant company with relationships with the specialists and the full arch resides pretty much with the specialists. So like why were you under indexed maybe to begin with and then what have you done to move up from a share perspective and where can that go?

Vafa Jamali, CEO, ZIMVY: So one of the largest competitors in the space used a challenger implant to come into our full arch accounts. And they did it in a very elegant way and that’s how they kind of broke in. And then they started to grow from there. And we just watched that happen. So in a and again, a lot of this is around execution and errors and and this is this is years old.

So this this share is is now coming back, but it was years of decline. So you would think that we should be in the right place. I think that one of the pieces that, you know, goes into full arches is multiple implants. So typically, if you’re doing a procedure, the COGS is a small part of the cost to a patient. In the case of a full arch, if it’s four or five implants, it adds up and becomes more a part of the the program.

So a custom or or a doctor may want to take that discount on a full arch if the implant is good enough. Okay. Right? So I think we sort of let that happen and now we’re just going to go and get it back. We’re going use a little tech, a little creativity around how we package it as a bundle and maybe a little bit of R and D.

John Block, Analyst, Stifel: All right. So those are two sources of share, right? One, you were starting from zero, you didn’t have a product there. The other one is to your point, you let slip away and then you feel confident in your ability to recapture. That’s right.

Rich, on the gross margins, I think it was three sixty bps, but with like a flattish top line. So I don’t know if you’ve given long term margin goals. Can you get to 70%, seventy % plus? And then what’s in your control? And then what would be more market dependent?

Because three sixty bps is a big move any way you cut it, but especially with a backdrop of sort of a flattish give or take top line.

Rich Hopinsel, CFO, ZIMVY: Yes. So certainly, 70% plus is best in class gross margin for the industry, and that’s very aspirational for us. The three sixty basis points of improvement that you mentioned is something that we’ve been working on over the past year. That’s been a function of a couple of different things. Number one, we’ve moved production from Palm Beach Gardens to Valencia which is, you know, gives us a cost arbitrage benefit.

But actually, and then the second area is there’s a little bit of benefit of mix, but the largest piece of it has really been taking excess cost out of the manufacturing organization and really basically driving manufacturing variances down to zero and then favorable. And that’s really been the benefit. I think where we look from here to be able to continue to expand margin, there’s still opportunities to reduce costs around the system. But one of the areas we’ve talked about historically that we have not yet had a chance to touch on is really driving automation and lights out manufacturing. And so there are processes in manufacturing are very labor intensive, which is why we’re able to get the benefit by moving it.

But there’s opportunities with technology to automate things like quality and manufacturing that’ll further expand margins and just take out a lot of and just leverage your overhead cost structure in a much better fashion.

Vafa Jamali, CEO, ZIMVY: Okay. Our our list of actually cost improvements is is pretty feel more confident with that part than predicting the the future. So the other piece is we do a lot of third party manufacturing. We buy a lot of third party manufacturing. We started in in source some

So recently, because we predicted the China tariff a year ago, we we brought a a big chunk of restorative business from a manufacturer in China in house into Valencia. That saved us a lot of money anyways, plus it avoided a pretty big tariff. But we have a few more of those opportunities too. So that list is actually pretty robust and we feel pretty confident about that.

John Block, Analyst, Stifel: So now I’m going to ask you to predict on what’s around the corner. And we’ve obviously had a bunch of different dental companies up here throughout the day. And just based on the 1Q twenty twenty five earnings call, it sounds like the end market remains pressured but not worsening. Right. Was that the right way to read it?

And then fast forward to today, is that still sort of the case as we currently sit here?

Vafa Jamali, CEO, ZIMVY: Yeah, I think so. I think think if you want sustained growth, you you probably need interest rates to come down a bit. So so, you know, ability to finance a procedure has to become I think consumer sentiment has to be there. The part that is in our favor is that this is sort of like an elective adjacent procedure. And that you’re gonna have to do it at some point.

And it’s a delay that that we’re fighting against versus a avoidance of the procedure.

John Block, Analyst, Stifel: So it sounds like you’re making a little bit of an argument for pent up demand if and when we get there?

Vafa Jamali, CEO, ZIMVY: Which we always had. If you look at the last three times this happened, you had a pretty big acceleration out of it. Now it didn’t stay, right? It didn’t stay at that level, but it accelerated out and kind of maintained at some normal mid single digit kind of a number, but you did have a pent up demand that kind of came out.

John Block, Analyst, Stifel: So not your numbers, but mine, just to go ahead and quantify the two to eight and then sort of stabilizing mid single digit, that eight or that acceleration was arguably that catch up component of the current deferrals and then you went ahead and you normalized to market growth?

Vafa Jamali, CEO, ZIMVY: Yes, because we couldn’t understand a few things. We couldn’t understand I don’t know how many people come up here and go, they can’t understand something and and expect your investment dollars. But we couldn’t quite understand, why people were, using biomaterials. So biomaterials is the bone substitute. Why were they using it and then not getting an implant?

We felt like that was a, you know, a leading indicator that you were gonna get an implant. But but then we we sort of started to to to build the thesis that maybe that was a way to get the patient in, but the patient still didn’t come and close it. So if they eventually go back and get the amount, they’ll probably have to get bone substituted again. But we’ve missed this one a couple of times in terms of when does it actually, when does that pent up demand come back. Okay.

John Block, Analyst, Stifel: If any questions, let me know. I want to push on there’s a great stat you gave, think was 43% of the revenue was with products produced in the last three years. Is that what? Yes. New products in the last three years.

It’s a great statistic. It always it also sort of means like, hey, when you look at your current pipeline and funnel, is it still robust? And so I think you had a slide there, but maybe talk to us on future innovation and your confidence and can that 43% even move higher over the next couple of years?

Vafa Jamali, CEO, ZIMVY: Yes, it can. I’m really, really excited about our pipeline. So when we first looked at the company, we had maybe 50 projects in the hopper and we’d slowly get them done. And we brought that down to let’s say five that were active all the time, but there were five really good ones. Now I can really say that the ones that we have in the pipe are really, really big markets.

So they’re big markets that we’re not in. They’re not necessarily cannibalistic. They get us access to things that we’ve been missing that can help our overall business. So I think that you’ll see over the course of the next three years really solid launches that will just help our position.

John Block, Analyst, Stifel: Okay. And how about digital dentistry side of things? And solid momentum of late, I think you guys were up double digits in 2024 and that’s sort of putting aside some of the scanner distribution that you had alluded to. So fill us in, talk to the evolution maybe of some of those products. And then does it have also another asset to it where it increases maybe the stickiness of the overall portfolio with the providers?

Vafa Jamali, CEO, ZIMVY: So the retention so Real Guide’s our software, surgical software. The renewal rate on that software is over 90%. So we have a very loyal customer base that really enjoys using that software to guide their surgery. Real Guide is used by everybody. So like I said before, it’s not it’s not proprietary to us.

We haven’t closed it. It’s open. If if I had 40% market share, I’d probably close that off and it would be a major differentiator for us. But right now, it serves us in a way that maybe gives us access to some fishing spots that we’d like to have. Gives us the knowledge of what’s going on.

Makes our software better knowing every every other procedure that kinda happens there. So that one is one that continues to evolve. And we’ve again, everything we’ve done there is to make it super easy. So with our software, it’s all gonna be on one screen. So you never transfer it.

The lab sees the same thing as you do. The doc sees the same thing you do. The referring dentist sees the same thing as you do. We don’t make you interpret across platforms. And I think that that sounds really obvious, but if you think about your life, why certain, you know, operating systems work better than others is because they integrate really, really well.

And what we’re doing now is we’re integrating that with also our implant concierge, which is that other back office digital business that does all the the planning and the prep for you. So I think that what we’ve really done there is, again, make it really, really easy to work with us, make it really, really easy to plan a procedure, make it really easy to to pay or not pay. Right? So because we haven’t we haven’t tied you up, you’re gonna pay for a click. And if you got a renewal rate of 90% plus, obviously those clicks have been are are are worth it.

We think there’s probably some price room there, but for now, we’re we’re using this right now to really, really drive adoption. There might be some things that we do to make it stickier down the line, but haven’t really kinda pulled that trigger yet.

John Block, Analyst, Stifel: And just going back to and maybe I’ll close with this, the premium implant side, your thoughts of a longer term or maybe mid term growth rate. And is that all volume based or is there any price that you feel can be embedded into that figure?

Vafa Jamali, CEO, ZIMVY: So price hasn’t been a huge factor for us over the last three years. Despite everything that’s kinda going on around us, we haven’t really given up a lot of price. Frankly, nor have we increased a lot of price in the last sixteen months. We think that overall volume should improve. We think that because most of our losses in terms of revenue year over year are same store sales that just less traffic.

We think that’s a natural piece to grow. And then if you look at the pieces that we’re adding to it, whether it be the immediate molar. Again, the immediate molar is one of those things where if you let someone else into your practice, they could eventually take the rest of your business. Right? Okay.

If they’re a better rep, better service, etcetera. So that’s a really important defensive and offensive part for us. And then full arch is a very lucrative part of implant dentistry, both for the provider and for for us, the manufacturer. So we think that that’s an area where we would gain share and volume if again you believe the adoption story, which is if you just get to a higher level of adoption like there are in other other countries, you would automatically have that lift as well. I I like markets like that because you don’t only have to trade back and forth between, you know, for This presentation has now finished.

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