Vik Chopra
Analyst, Wells Fargo Securities LLC
Great. Super helpful.
And then my follow-up question was, I guess, how is the team thinking about the progression of investment in innovation over the next couple of years, given this deal specifically as it relates to Pulse and
the Globus recon robot? Thanks so much.
Daniel T. Scavilla
President, Chief Executive
Officer & Director, Globus Medical, Inc.
No. I appreciate that. So again, keep in mind, Globus by itself, weve always invested without
hindrance. So the joint robot will progress without any issues, well keep that on path. Truthfully, its too early for us to say we know how best to fit the Pulse technology into our enabling technology. Its one of the next steps,
and when we get into the closing, well have a better feel for that. But again, lets recognize theyre both valuable, and were going to look and see how do we optimize. Now, we can look at them through a different lens.
Operator: Thank you. One moment for our next question. Our next question will come from the line of Shagun Singh from RBC Capital Markets. Your line is
open.
Shagun Singh
Analyst, RBC Capital Markets LLC
Great. Thank you so much for taking the question and congratulations. I was just wondering if you could provide a little bit of a background on how
this transaction came about, why now, what changes are you seeing broadly in the healthcare environment, and if there were any other companies involved. And then, I guess, with respect to my second question, just looking back at spine transactions,
historically, they have been pretty challenging, and a lot of that has to do with culture and also the customer stickiness. So how are you thinking about those items as you look to close the deal? Thank you.
Daniel T. Scavilla
President, Chief Executive
Officer & Director, Globus Medical, Inc.
Thanks, Shagun. I would tell you that the deal came about naturally just through conversation. I
think both of us had always looked at each other and realized that the combined is stronger than the individuals. It was really just a conversation that I have had with Chris that sort of progressed through and said, lets go further, and the
more we looked at this and understood the complementary nature, I think the more both Chris and I got into realizing this is a deal. So the boards got involved and went. I would tell you that, in our transactions, our conversations, there were no
other parties involved. It was simply just us going through and saying whats best for our companies, whats best for our patients and surgeons and our shareholders, came about that ourselves.
Your second question is a great one, because I know there is a mindset out there that these things dont work, they tend to fail. And I can think, we
could all point to a few that worked really well, factoring number one physicians, and others who may not have. But keep in mind, that we are spine companies and our primary focus is spine companies, and were both innovative share taking
companies going this way. And while therell be natural cultural differences, the complementary nature of everything that we have really I think, is going to put us in a stronger spot. The fact that we are primary spine companies and other
acquisitions may have been adjacencies, I really do think put us in a stronger spot. Were not looking to untangle overlapping sales forces. Were not looking to untangle, overlapping buildings. Theres a lot there that is really
going towards us to make this a successful outcome.
Shagun Singh
Analyst, RBC Capital Markets LLC
Thank you.