Health Innovators
Health Innovators

Episode 91 · 1 year ago

Old dog, new tricks: Taking innovative technology mainstream w/ Peter T. Bianco


When it comes to innovative technology, the healthcare space has always been notoriously slow, making them the proverbial “old dog.”

But when you have a “new trick” with data backing up its efficacy, sometimes that old dog sits up and takes notice. Just ask Peter Bianco, Founder & Chairman at

Peter’s company took a non-AI proven screening product and enhanced it with artificial intelligence, filling a long-neglected need in the orthopedic space.

The solution proved to be a more convenient and effective option for both the healthcare industry and patients at risk for osteoporosis.

Peter takes the time to highlight his commercialization journey - one that utilized serendipity, strategic steps, and innovative vision on its way to disproving that old saying that you can’t teach an old dog new tricks.

Here are the show highlights:

  • The power of collaboration (5:58)
  • Navigating the gap between pilots (10:16)
  • How to price revolutionary innovations (15:29)
  • When small steps are better (17:53)
  • Education’s role in commercialization (22:47)
  • The benefit of a strategic lead investor (29:08)

Guest Bio

Peter T. Bianco is Founder & Chairman at, a company that provides a novel, cost-effective screening method for early detection of osteoporosis, intervention and fracture prevention.

A serial entrepreneur with nearly 30 years of experience in research and product development, sales, and marketing in the healthcare field, Peter started as a product development engineer and worked his way up to senior marketing director with Johnson & Johnson Orthopedics.

From there, he became CEO of a groundbreaking Venture-backed internet-based eHealth company that was acquired by Medtronic.

Peter is a member of the Orthopedic Research Society (ORS) and holds four U.S. and European patents relating to orthopedic joint reconstruction devices.

He earned an MBA from Suffolk University in Boston, Massachusetts and a bachelor's degree in human physiology from the University of Minnesota.

If you’d like to reach out to Peter, you can find him on LinkedIn at Peter T. Bianco, reach out to the OsteoApp LinkedIn page at, or email him at PTBianco@osteo

You're listening to health innovators, a podcast and video show about the leaders, influencers and early adopters who are shaping the future of healthcare. I'm your host, Dr Roxy Movie. Welcome back to the show health innovators. On today's episode, I'm sitting down with Pete Bianco, who is the president and CEO of OSTEO APP AI. Welcome to the show, Pete. Thanks, Dr Roxy. I'm really happy to be here. Thank you for joining me. I am really excited about today's conversation because I think that you have accomplished quite a few milestones. Although you are still early in your journey, you've had some successes that I think will be so inspiring and encouraging to the health innovation community. So, before I get into my questions that I've prepared for today, just tell our audience a little bit about your background and what you've been innovating these days. Sure. So I start out as an engineer. I'm an engineer in NBA and the totality of my care has been in the muscule, scalpel, space worth pedix in particular. Started out in research in total hip Arthur Plasky, moved into industry work for JJ for many years took over responsibility and marketing product management for a major total hip replacement product line and during the course of that came up with an idea. That was Acom spinoff that I spun off of Janja With Change, a development corps and several venture firms and sold that to mentronic in two thousand and two it's quite a while ago, a stingcom thing. It was the first. It was the first orthpeedk specific patient engagement tool that we brought to the market and put it out there and then we got hammered by thecom bubble like everyone else, but it yeah, but I got the bug, the startup bug, from there and so I would early, very early. Yeah, and since then I've been at the nexus of early stage muscle skill to technologies and business development and in various roles, either an investor or, you know, startup. But this new project is one that kind of landed in my lap two years ago at a confluence of some very exciting developments in the market relative to uncovering undiagnosed patients with osteoporosis with a proven technology out of Europe and combining it with artificial intelligence. And now, at the point where we're ready to scale this into the market place to address this horrific disease and chronically underdiagnosed sector of the market. Well, how exciting to have such a unique opportunity to really transform healthcare. I think that's also part of what I'm so excited about in your story and what you guys are doing. You know there's a lot of people out there that are innovating amazing things, but you know it's really not going to transform the...

...industry as much as I think something like yours. Well, so just talk a little bit about the product that you're bringing to market. Right. So we're spending a technology out of a publicly traded packs company from Sweden called Sectra, that they had developed a technology that essentially, from a digital x ray of the hand, isolates the second, third and fourth metacarpal and in thirty SI runs an algorithm and in thirty seconds comes back with an osteo process, t score and a report. Now that whole process is proprietary, a proprietary system that integrates into the clinical workflow and we looked at that technology and when they launched it in Europe, it's in use in Europe. Now there's a tremendous body of peer reviewed literature behind it. HMM. And when I you know, kind of in a serendipitous way, how this all came about, was even before I knew about this technology, I received a contact from the tech transfer group at the University of Rochester here in Rochester, New York, where I am, and they were working on an artificial intelligence algorithm that was very similar to what that the function of that, and so I started looking at it with Dr Hammered. I said, you know, I'll take a look at this from a commercial standpoint and see if there's legs to this. And I started are realizing, with my background in orthopedics that, you know, osteo process and bone mineral density are, if I always been an issue, but nothing that anybody ever really focused on is being a factor in influencing outcomes of orthopedic procedures. And yet it does tremendously. I mean, just talk to any surgeon about a Perry procetic fracture. What you know hell it is to repair something like that? She'll ask caused by Osteo prorosis and I think we're starting to see literature that supports that. So I looked at and I thought, you know, this is a very important and interesting concept and you know, from an artificial intelligence standpoint, the algorithms the easy part. It's the data that star part right. And so literally, talk about serendipity. Two years ago I was walking down the aisle of the packs vendors at the last orthpedic academy meeting that was held live, and I thought, you know, it just this is all x ray based. I'd Bet a pax company would know something about this. And I just happened to walk into the sector booth wow and said, blah, blah, Blahlah, hand act rays, Blah Blah Blah. You know, Osteo process and wait right here. And two minutes later I'm standing tototoe at, the CEO of the company, and we started talking and he thought, you know, are their business was taking off. This was becoming something they didn't want to focus on any more specifically. It needed specific focus. So we combined the two together and and we started working it really a hybrid model of Annei proven product in the market already, combining it with artificial intelligence to enhance it and expand it to a...

...larger data set of express so what a incredible jump start to the to the commercialization process. You know, when you think about other innovators out there that are having to build the technology, having to go through FDA approval, having to develop a you know, maybe do piloting for years to develop or maybe even longer to be able to acquire that type of evidence to substantiate the claims that they're making. And it sounds like what you're saying is that you know, with this collaboration between the two entities melded into one offer, that you've been able to leverage all the great things that they've already done and then pair that with something very revolutionary to take to the US market. That's right, and I kind of equated to being shot out of a Canon, and it's the techniqu the best way those way. It's like you know, and you know, we did get hammered and delayed by the by the pandemic, obviously, but it was kind of a blessing and disguise. Yeah, I could talk a little bit about that later, but sure it really having this platform and having a major company back in you. We decided to pilot this in three medical centers. What they come on and staggered form but the first one is a major medical center on the East Coast. Second one is a private, large private practice in New England, the largest group private practice in New England or peak practice, and the other is an affiliated specialty hand center in the Mid Atlantic in the Baltimore area. And the first one in Boston, Large Academic Center Downtown Boston. We've just now finished that pilot and it's been very successful and one of the one of the just by again serendipity happened to come across the thought leader in this area, and I'll mention Dr Tam or Rosenthal at Beth is real deaconess really saw the value in this and that she fixes a lot of distill radius fractures, risk fractures in patients time and she routinely screens those patients. If you're fifty or older and you have a risk fracture, you more than likely have Osteo prosis, and she started screening her patients years ago by sending them out for a dexa scan, which is the current gold standard. By take six weeks. You know they they're old. It's inconvenient and a lot of times they don't show up and she doesn't get the data back and we presented an opportunity to her, with a proven technology, to give her an accurate tea score, an OSTEO process reading of that patient from the diagnostic x Ray she's looking at before she actually operates on the patient, so that we're you know, her eyes were like, you know, like this. See, yeah, yeah, gone through. We gone through a very successful pilot with her just just looking at disti radius. Fractures are other sites. Now are looking at any patient that is in the zone of requiring screening or should be screen whether they fractured or not. We're starting to look at that. We're starting to find our ability to find thousands of...

...patients potentially that have no idea that they have osteo process until they fracture. And that's really the crux of what we're trying to get at is that seventy five percent of people that are at risk for a fracture due to osteoporosis have no idea that they they are at risk, and so we have a really unique to tool to find these people before they do that. Wish I would have a reason available for my friend I'm as women's group in one of my really good friends probably about fifty seven years old, just walking down the sidewalk, tripped over like her shoe, broke her wrist and it's been a nightmare for her, so painful, so excruciating and just completely unaware of that she was at risk. Well, you know the problem of walking down the Stream and risk fractures are are at inconvenience in their painful but if you've had an Osteo product risk fracture, you're at risk for a vertebra or hip fracture. Your risk for that goes up. Yeah, mendously. There's in the in the literature, there's a very clear line between the two, connection between the two. So if we can cat catch them before they fracture or after they have a risk fracture and prevent that next fracture, that could, you know, can't be lethal in some cases. We've done our job and we think that we're going to bend the curve on this horrific disease. And it's a global epidemic now and with the aging population, is just going to get worse. Sure, sure, so, when it kind of dive deep into the pilot plan and a pilot strategy? Sure, well, a lot of times when I'm talking to innovators, you'll think that more pilots are better and then it becomes really difficult to manage ten or twelve pilots across the country. There's there's a gap between being able to find someone to say yes to pilots right. So there's the challenge there. And then when the pilots are running, negotiating sales during that process or after that process, once they ministrate the the claims that they're making, to be able to get cash flow coming in. So obviously you or maybe in a different position with having some funding from the parent company. But talk a little bit about what that's experience was like, maybe some lessons learned around piloting that you can share with our audience. Sure, and you know, to be honest with you, we didn't have a plan. No Way WE'RE gonna. We got pulled when I when I showed this to our team, they got it right away. We want to try and and so this was originally deployed in Europe and mammography centers as a secondary image to having a breast exam. Okay, and what came out of one site in Europe adapted this speedic clinic for sorting, finding, sorting and inner vening and patients and focusing on the ones that really need to be focused on after they had had a fracture. And that's the model that we're taking from Europe and applying it in the United States. Of course, you're running from a socialized medicine system into a fee for service system. So our real approach...

...was the the technology is proven. That's not the issue and we know its effications. Not The issue. The issue is, how do we integrated into your workflow? MMMM, and how do we complain violating the Stark Class? Blah Blah Blah. Right, Yep. So we just kind of forgot all that. Just said let's just put it in, let's just see what happens. And we did that, and with some with some guide rails, but not many. It's just like here, play with it and you know, will touch base with you now and then and see what happens. And both sites in Boston, almost to the day, simultaneously came back to us and said don't ever think about taking this product. The pilot is not ending. But then it was a matter of a unique phenomenon came out of this, which is also, I think, a side effect of the pandemic is that patients are willing to pay out a pocket now for convenience items and things that like this, when the surgeon says, Hey, look, you've had a fracture or I'm concerned about your bone health. I just took an x ray of your hand for some other reason. Thirty seconds I can tell you what you're what's your tea score is and and I'd really like to know because I think it's important to you. And, by the way, for that out of pocket. And then boom. I mean, and you know it, it's not universal, you know, but it's them. It saves them the hassle of going to get a DEXA SCAN I mean it's we're not trying to eliminate dex oh, let's put that on the table. And I think we're trying to do here is find patients that would never get to a dexa scanner. That really should right and and push them towards that ultimate, you know, secondary confirmatory test. Yeah, however, our site in Boston is now saying I'm never sending patients to texts again. So you've got that. But I think that we're in a pretty good position now we're getting pulled like today, like I told you, I'm meeting with the surgeon here locally who's heard about us, wants to do this. And the model that we're exploring right now is a revenue share with worthpedic practices so that they can actually find new sources of revenue by offering the service as well. So and it's so. How is that being more how are you navigating that with so many, so many practices being owned by hospital systems? For Are you targeting the private practices specifically for that Revenue Share Model? I think that's where we're get the fastest take up on it. Yeah, but honestly we're seeing even at our big sites, academic sites, they're willing to they're willing to do that. They like this idea. They think it's that importance. You know, before the pandemic, well, most of those sites would have said Oh, to a hassle out of want to deal with that. I think after the pandemic even large academic centers realize that the vulnerabilities of the fee for service model and healthcare is got them rethinking a lot of things as far as revenue sources and and...

...such. And you know, we started out thinking, well, we got to get a CPTIC, got to get a cept cod. You know, we're kind of not so sure about that anymore because it's kind of a race to the bottom on pricing and we think that this is valuable enough and important enough that there's revenue. They're out of pocket. And and also some of the other capabilities we have are to be able to go into existing data sets of x rays in a hospital or clinic or wherever and go through three years of x rays and come out with a population health profile of osteoporosis based on a digital x ray of patients they've already seen. So, yeah, so. So part of what I seen since you navigating is, you know, characteristically when you're bringing a revolutionary or novel innovation to market, there are certain strategic decisions. That just makes sense, right, and when you're thinking about your pricing strategy, there's typically a substantial amount of rd that's gone into the development of this and so you're charging a premium for that in the beginning. There's nothing else in the market. Right, why not? You can, I mean not gouging people, but you know you're recouping those cost up front. So you're charging a premium and if you go to the traditional route with the CPT code, you're completely eliminating that opportunity to be able to charge that premium price that you would normally for a revolutionary, novel solution. That's right and and you hit the nail on the head. And but what we're looking at is a volume business here and now in the process of finishing off distribution agreements that give us global reach, right, and this is a huge, huge problem in the world. So we think we're going to have a lot of flexibility on pricing based on volume. That's one theory. We don't know yet, but that's what we're thinking. But yeah, you're right. It's interesting. You know, it's a bit of a difficult story to tell initially, but once the connections are made, the willingness to pay a premium comes to the front pretty quickly because they understand how timely this is, how accurate it is and and their ability to intervene to prevent a devastating and costly fracture for payers, for idms, everybody involved, especially the patient, is becoming o there some real awareness starting to open up now, as we're seeing in some of the communications from the National Oste of process foundation and things like that, or they're starting to get onto this idea that there are other technologies out there that could really help this problem. Let's start looking at these and embracing them. So, yeah, very optimistic. Think of like the plasma TV market, right. I mean, yeah, they're definitely for volume, or were, and that you know at some point. But you've got those early adopters that see that bought, that see the vision and want it because no one else has won it, because they know that it's going to make a...

...difference for their patients and are really willing to pay that premium. So so as you kind of just go back to the pilot. So you're talking a lot about serendipity, but if you just look back in hindsight, is there anything lessons learned or any recommendations? Are Guidance that you would have for other innovator, innovators that are in the trenches that maybe aren't experiencing some of that serendipity? What are some of the things that you think that they need to do to navigate that pilot process or play up front to make sure that they benefit and the utmost out them away? Well, I think it's real recognition of how hard it is. I mean, you know it's a steep hill. You know, they got to convince them to do it and sin's a an IT play you've got to deal with. You know, there's that layer of hospital, you know system, I t you got to get through. Yeah, so you have to be realistic. I think about the timeline and what you really want to get out and set attainable goals that are not, you know, out of reach or crazy. I mean stretch goals in a pilot, I think, are our recipe for disaster in my mind. So it's just, you know, doctor, we just want you to do this and and you know that's a success and and when you reach that milestone, then let's go to the next one. And so kind of doing it a little bit incrementally the way we did it and having the patients and you know, in our case we were lucky. We have the ability to have the patients from time, you know. Yeah, but you know it also, very interestingly enough, the time was forced upon US dud pantemic. But it allowed us to pivot and and think really hard about all of these things relative of the pilots, of being realistic and you know, little incremental successes are big successes. They translated into big successes down the road. Yeah, yeah, absolutely. Hey, it's Dr Roxy here with a quick break from the conversation. Are you trying to figure out what moves you need to make to survive and thrive in the new covid economy? I want every health innovator to find their most viable and profitable pivot strategy, which is why I created the covid proof your business pivot kit. The pivot kit is a step by step framework that helps you find your best pivot strategy. It walks you through six categories you need to examine for a three hundred and sixty degree view of your business. I call them the six critical pivot lenses. As you make your way through this comprehensive kit, you'll be armed with the tools, tips and strategies you need to make sure you can of it with speed without missing out on critical details and opportunities. Learn more at legacy DNACOM backslash kit. So you, you guys just made an announcement not too long ago about a partnership around distribution. So let's talk about your distribution strategy and how that is helping... scale faster and it seems like it's a really early decision to make and it and I imagine that that's because you're being shot at a cannon. Yeah, there's that. So our first real distribution announcement that I can that I can say publicly, is oxos Medical Yep, which is a red hot little start up out of Atlanta. Great team that's come up with a portable x ray device and held. It's got a plate and a handheld thing that you click and point at that and take a hand x Ray. Right now I think it's only cleared for use in the upper extremity, but it brings portability to this issue of you know, right now our system works on any installed x Ray System in the world. We can do it anywhere, install it in a packs behind the firewall at a hospital's way. It kind of works right now. But this allows us to containerize it and embed it on the machine itself, so we don't have to. We can bypass a hospital network or if there's unstable Wi fi, we don't have to have a direct connection to the cloud in order for it to work, and so that opens up a whole new realm of possibilities of delivering this in an ASC Ambilatory Surgery Center, an Orthopedic Clinic in an easy way. You know, another piece of answer equipment that's just sitting in the corner of the exam room. But we're really most excited about is to polling this into community centers, nursing homes, wellness clinics, retail clinics and that sort of thing. Really opens up some really big possibilities for this technology. M So, so it sounds like you're part of your Coto market strategies. This distribution path are so you're just make sure I got it right. So you're going direct or consumer. You're also going direct to the practice and then you've also got channel partner strategy in place. Yeah, I'd have. The other part of our channel partner strategy is through established global players like Sectra that have twozo packs installations worldwide. So we're talking to them about why not. That's you know, it's smart. Well, they've got experience with this technology and they know it better than anyone. So you know and they're very excited about this development. They want this technology to succeed and get into the market and they're doing everything they can to help us do that, and that's opening up their channels to us. Is One major strategy in it literally shooting us out of a cannon. This puts a rocket on our rear end as well, and so off we go right. Yeah, yeah, yeah, so we've had some conversations about the story and, you know, coming from such a strong marketing background, you know I...

...totally value the power of storytelling in the role that that plays in commercialization, even though it's a maybe a bit softer than the hardcore sales plan. But help us understand what are some of the things that maybe you're facing as you're crafting and telling the story around osteoporosis, the mainstream market versus early adopters, and and maybe being forced to educate the market not necessarily about the problem but about this revolution revolutionary solution that's available to them. It's interesting that you put it that way, because the technology spells by itself once the connections are made, and it's making those connections that are hard. The lightbulb moment. Yeah, the lightbulb moment, and then the real challenge in not only in the United States in Europe to we saw the same thing in Europe. There's no one specialty that owns OSTEO process. That's the problem, right. It's a it's an orphan disease that you know as a result, because it is you know patients. Seventy five percent of the patients that are at risk have no idea, and that's largely because nobody has ownership with this right. So how do you get these patients to where they need to go if nobody owns it? Right? So that's that's really the challenge, and what we think we're about to do is catalyze a clear clinical pathway, enhanced by a technology that will catalyze ownership and which is right now is in various centers, fracture liaison services that are the catch all of patients that have had a fracture our flag and sent to these internal groups that coordinate amongst multiple specialties and and functions within a hospital or within a treatment team. What we like to do is think of this as a prefracture liaison opportunity and that, instead of waiting for people to fracture, we're able to find them and catalyze them. When we think a couple of different things are going to drive that one, we're able to generate revenues for that institution by doing this right and so ho. You know, let's okay the huge issue. Yeah, it's a huge issue. And then, you know, I'll see your process. Patients today fall through every single conceivable gap and care you can think of. Right, and so we are really focused on closing those gaps and and we think that this technology will help catalyze our ability to do that. And and so that's the real challenge is it's you know, nobody owns it, and I mean or the ex surgens know that this is a problem. They have a large effort within the earthpedic community for several years now called own the bone, where, you know, we really need to do a better job of finding these patients, but they're not incentivised to treat them right and yeah, and if they don't find them, they can't refer them. What we're finding is that there's a real strong willingness to find these patients if it's an automated way. By the way, this all works seamlessly in the workflow. It's automated. They don't have... do anything and they find these spacious they go all. Mrs Jones, here's your t score. I'm sending you back to your PCP or I'm sending you to my end of chronology. Is callague down the hall. You really need to be looked at, and we think that that alone is going to change the curve on this, this disease. So that's, you know, it is a challenge because of, you know, underlying all this. Nobody owns this disease, right. Should you stand? Boy, HMM, so sounds like not. Maybe as much as the story is, the issue is just the target market and in kind of how that point of awareness, that point of creating demand and identifying that most ideal point to be able to drive that right. And I think you know, yeah, one thing we're seeing is that, you know, patients, when they're educated, are motivated. M This is you've got OSTEO process right and boom, they suddenly take charge of the right a lot of and then, let's face it, this Postman Apostle. Women are the ones that suffer from this the most and and there's a lot of women out there who want to keep active and they don't want to break a hip or rest. Now, not at all. Who Does right? So just having that piece of information in a timely way get into them by their healthcare professional is game change as far as this disease is concerned, and that's that's kind of what we're seeing in our pilots and that's what we're you know, we're that's what that's the bet we're placing, honestly. HMM, all kinds of marketing campaigns are coming to mind. That's really interesting. Yeah, you know, you almost have the opportunity to kind of create the Susan Norman of breast cancer are around this from a from a consumer standpoint. You know, at one point that didn't even happen. There was no awareness, no demand, and then all of a sudden, you know, that's just steam rolled into something that's a, you know, global phenomenon. Yeah, we thought of that. And again, coming back to practicality, you have to start at the entry point where these patients are discovered in or the pure yeah, yeah, so the way, this is very costly. Right, right, right. You know, you get a big you got to have a big vision, yright but you have to have tactical steps to get to that vision. And so I agree with you completely that this technology could play an important role and in a rate raising awareness. Overall, great, I want to get there, but right now it's like we got to plant that point of the sphere and start getting getting some use cases and some you know, some proof of concept of the model. So I which I'm very, very, very confident in now. I am. It's really great. So yeah, but you know, again, if there's any lesson in all of this for me, it's really incremental steps. Serendipity place a big...

...role and when it happens, just go with it and, you know, small successes become big successes later on. I think that's really the issue. Okay, so the last question that I have for you before we wrap up here's just about funding. So just kind of describe your funding journey, some of the challenges that you faced, where you are now and any advice that you also have just regarding the funding for our audience. Well, we're kind of being a lot of fun, isn't it? I hate raising money. You know, everybody wants to focus on building the business, but it's not something. We're raising an eight million series are and we're leveraging that off of a five million dollar R and D investment. That's sector. It already made in the technology. So, as you know, we're not a traditional start up. We have a we have a C Mark, Ten k clear Blaada. So we hired an outside banker help us get us together, and so we're going through the process of we have plenty of investors. What we're doing is being very selective about who the lead investor is, and because we want something, someone strategic, someone who shares the vision and someone who gets it. That's just not just a blank check, and you know that sort of thing, but a real you know, it's not all money is good money, and we've gone through all that too, and so we've been very you know, fortunately, you know, I've been able to fund most of this myself and as we're going through the process, and I did that intentionally because I wanted to hold it back until we felt, until I felt like we had what we needed to go out and raise money. I will say, though, we were about to raise money march of last year, right in the pandemic. It's and so we can batories. Yeah, we pulled back. I thought it was going to be like two thousand and eight all over and now was completely wrong about that. Right, right. One thing kept going, but I you know, we started thinking about it going. You know, okay, let's let's let's pivot. You know, we've done a series of pivots, but the amplitude of the pivots are getting smaller. But you know, we intentionally did that because we could, and so now when we decided to relaunch our campaign, we were in a really strong position to do that and increasing our value. So we're very, very confident. We're coming down the wire here, but you know, we have the benefit of being selective and so yeah as well. Okay, excellent. So anything else that you want to share with our audience? You know, you are a serial entrepreneur it. You know, you've got so much experience, even beyond what you're doing today, as you kind of look back at that journey, is there any advice that you have for other entrepreneurs that are in the market that maybe this is their first time, maybe they're an engineer or a clinician and never really even built a business before? Is there any, you know,...

...two or three takeaways that you would say, Hey, you know, be aware of this or mindful of this. You know, I at somebody ask me this question a couple weeks ago at a major, major medical institution, a venture arm of a major medical institution. Yeah, a young kid who wanted to start his own company and do all that. You know, I love that. I love helping young did you tell him run to do something else? Know, know what I said? Was I said to him was believe in the vision. But what I do, I have a lot of people approach me all the time looking at new technologies. I say your job early and on is to find the fatal flaw and kill it. Right, mind the fatal flaw and kill it, because you don't want to waste five years of your life chasing something that's going to run into a brick wall later on that you aren't even aware of. Young people like to get they get enamored with their technologies. They you know, they see stars in their eyes. Yes, not what this is about, right, when you run into real investors, that's not what they care about, right. Yeah, so you have to you have to mold yourself to the market that you're going into and be ready to pull the plug if you find the fatal flaw and recognize it when you see it, because you're going to waste a lot of your life on this if you don't. Right. So how do you detach yourself from that is there that you've gone through where you're kind of, you know, a little bit more detached from that flaw that you identify that you might have held onto in previous versions of your career. Well, it comes with experience. You know, I've been I've had more failures than successes. Let's just put it that way, right, haven't we all? That's part of the druth be told, that's part of the journey. If you're young, have a good sense to get seasoned advisors around you that will tell you the truth right, and when you're older, have season advises around you that are willing to tell him true. It's nothing changes where that's concerned. You really need to find people who can help you, that have the relevant experience and and you know can can really guide you in that and listen to people, don't you know? I know it's hard to do because entrepreneurs are generally optimistic people. They see big visions their blue sky people, you know, they want to make they want to help people, they want to do things, but you also have to have the good sense to know when enough is enough. And but on the other side light of it, you know that can wear you down, which it did for me until this came along. And you also have to have the good sense to be able to recognize a good thing when you see it and and jump in with both feet and sometimes just not think about it, just do it. This was one of those unique opportunities that it just you know, you know, loudspeaker just blaring at me, saying, you know, you, you've got to do this one. So your legacy happened. Yeah, it's your legacy, and I really, I really wasn't joking. You know, I talked about the statistic all the time that ninety five percent of innovations that are brought to market fail,... know, and these are not bad technology, these are amazing things that don't comment right, don't get in the hands of the people that need them the most. So to be part of that five percent that succeeds and really leave your mark on the world and know that you're changing quality of life or maybe even saving lives, is just so incredible. I mean it just puts so much more purpose behind the work that we do and just our lives. Now that's why we do it right and you know, great, we want to do well, we want to support our families and do all that. But you know, there really is a larger mission here that's driving me and my team. So obviously so. But if you don't have that core philosophy of trying to do something good for the world, you'll never succeed in anything else, right, you know? So it really does have to be at the core of the mission of the company, which it is for us, for us to Ampi yeah, absolutely so, Pete. How can jokes get ahold of you? If anyone anyone to speak with you after the show, go to my linkedin page. We also have linkedin page OSTEO APP DOT AI. On linkedin, they can email me at PTBIAMCO, at Osteo APP DOT AI, and I'm pretty responsive on email. I I'm always open to networking and talking to entrepreneurs that are going through similar things. I I lean on a lot of other people in my entrepreneurial network and I'm happy to help people do that as well. As they're going down the path of trying to figure out how to get their products launched or whatever the issue is that they're doing. If I could help, I'm more than happy to. TERREFIC, thank you so much for spending time with us today. Sharing your journey and all of the great wisdom and insight. Thanks, Dr Roxy. This has been a lot of fun. I really appreciate it. Thank you so much for listening. I know you're busy working to bring your life changing innovation to market and I value your time and attention. To get the latest episodes on your mobile device, automatically subscribe to the show on your favorite podcast APP like apple podcast, spotify and stitcher. Thank you for listening and I appreciate everyone who shared the show with friends and colleagues. See You on the next episode of Health Innovators.

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