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How are you thinking about the OpEx spend in the push and pull to make sure that the appropriate level of demand is being stimulated
Any positive surprises? Anything relative to the revenue drop down on the better case starts?
behaving, acting in terms of your conversion opportunities relative to the placements and what that's doing in terms of some of the volume dynamics?
what do you think is the biggest gating factor do you think gets them back to some level of, I don't want to call it, normalized demand, new normal demand, whatever it might be? And what can Align ...
are there any changes you're making on the demand stimulation side? Should we expect anything on the promotional side
how much of it do you -- would you accrue to kind of better revenue expectations on an organic basis for operational changes?
How do you think about the competitive dynamics in the market now? And are there opportunities either in terms of other competitors exiting?
Is there any way to give a little bit more of a breakdown as you think about the dynamics on volume versus price?
Is there any way to quantify the accelerated SG&A investment that you mentioned in the quarter
where do you think -- if there are any kind of holes or shortfalls that you continue to see the opportunity to build out
how is the experience you've had with specialty combined with the pipeline for a variety of different new launches and biosimilars impacted your thought process of where strategic advancement shoul...
How do you feel about the, call it, build between what you can control, i.e., driving better penetration to your customers versus what you can't, i.e., just the market being incredibly strong
How are you thinking about the gross margin trajectory you're seeing within your core distribution business? And what are some of the moving pieces, particularly in the quarter
should we think about, based on what you know now at least, that being the max impact and that the new update both, a is a framing
how fast do you feel, some of that integration resonating in the market? How much of it do you feel, is a competitive driver
I just want to bridge the gap on the 300-basis-point uptick in Pharma guidance for the year
can you kind of risk weight where you have the most confidence versus the most potential variability in terms of the U.S. AOI build
any changes or discussions, relative to the supplier side terms of how you go to market and any changes in terms of the contracting relative to any of the list price changes
As you think about the durability of growth there against the backdrop of your new LRP, what is driving that level of magnitude of growth
how should we think about the moving pieces into next year framed against your long-term 5% to 8% segment growth, 8% to 12% earnings growth
how much can you unpack in terms of what you see as market growth versus share gains versus additional value-add services and add-ons you've able to build out
where do you think the company is best positioned to outgrow the market on specialty
Is the loss of the customer contemplated specifically in guidance, whether they leave or not?
Is it possible to go a little bit more into some of the timing dynamics?
how do you think about your opportunity to continue to gain share
Beyond Cordavis, what are you seeing broadly from a specialty growth perspective
obviously this is the first quarter that you’ve had the CostVantage impact. Anything you can say about the market impact, how it’s trended
How should we think about the impact of mix, the impact of commercial activities on your part?
where do you see your biggest competitive strengths as you kick off in 2026 and 2027?
are some of these aspects of wellness testing and specialty testing performing above expectations, in line with?
How much of it was contracting on your side, offensive moves versus just the way the market developed
How do you think about strategic discussions you're having with payers on potentially driving more share
how much of the continued technological advancements are the drivers of this versus payer arrangements and marketing, and how should we think about this in terms of a long-term trajectory
how do you think about going through those conversations, the engagement to make sure that if and when you do have to push price increases as an offset
how are we thinking about the core underlying margins for the business before you layer on the remeasurement dynamics
what are the assumptions for share gains on the merchandise on the equipment side going forward
what do you see as the contributions you're getting from some of your inorganic advancements
what are the moving pieces that you see around that number against the backdrop of how share is progressing relative to just broader volumes?
how much of it do you feel is proactive versus reactive in terms of what you can push versus what the market is bringing to you
Is there anywhere that you think you're pushing harder relative to customer base, payer mix, test type that could be more of, call it, an offensive approach to growth?
how much variability versus what you'd expect to be normalized demand is incorporated there?
Can you give us a sense of what underlying margins are in terms of embedded into guidance?
What do you see as the environment going forward? Is there anything kind of -- I'll call it one-time in nature
how is the pipeline changing in terms of additional services you can build out as you get bigger and scaled
Is there anything we should consider relative to the growth trajectory, anything that's driving that, within the North American side
What are some of the other, call it, mega trends that you're thinking about as you build into not only the performance this year
how much of it do you think is you growing in line with, above the market? How much of it is your customers growing