Becker's ASC Review

53 GI/ENDOSCOPY Abia leads Olympus as president and CEO of the whole enterprise. e precision technology company develops and manufactures medical technologies for several surgical specialties, including GI, ENT, anesthesiology and urology. Other core business areas include microscopes and microscope systems, industrial solutions, cameras, and audio products. Pentax Medical USA (Montvale, N.J.). Pentax Medical is a divi- sion of Hoya Group. Pentax was originally established in 1919 in Japan and has since opened innovation and manufacturing centers in Japan, Europe and the U.S. Pentax is a worldwide leader in scope development offering colonoscopes, sigmoidoscopes, gastroscopes, small bowel enteroscopes, duodenoscopes and choledochoscopes. Physicians Endoscopy (Jamison, Pa.). Formed in July 1998, Physi- cians Endoscopy is among the largest single-specialty ASC man- agement companies in the U.S. PE has partnered with nearly 56 GI-focused ASCs and more than 560 gastroenterologists performing more than 535,000 annual procedures. e company operated as an ASC in 1998, but found its mission when CEO Barry Tanner and CFO Karen Sablyak joined in 1999. PE launched its first de novo ASC in 2000, finalized its first three-way hospital joint venture in 2006, and began acquiring centers in 2012. Most recently, Frontier Healthcare joined Physicians Endoscopy, bringing with it an ad- ditional 15 centers. Synergy Pharmaceuticals (New York City). e biopharmaceutical company behind plecanatide — a once-daily tablet for chronic idio- pathic constipation and irritable bowel syndrome with constipation — Synergy is focused solely on developing GI therapies. Synergy was founded in New York City and became a publicly traded company in July 2008, listed on the Nasdaq. Synergy is currently developing its second lead product candidate, dolcanatide. Troy Hamilton is the CEO of Synergy, beginning his tenure in December 2017 aer serv- ing as the company's chief commercial officer. Salix Pharmaceuticals (Bridgewater, N.J.). e GI affiliate of embattled drugmaker Valeant Pharmaceuticals, Salix is the company's second most successful business behind its Bausch + Lomb segment. Salix accounted for 18 percent of the company's total revenue for fiscal year 2017. Acquired by Valeant in 2015, Salix was independently owned and was widely recognized as a market leader in the GI space before the acquisi- tion. Salix continues to develop new GI-facing drug candidates. Shaili Endoscopy (Gujarat, India.). Shaili Endoscopy exports prod- ucts for GI, bronchoscopy, urology and gynecology to more than 40 countries. Its portfolio includes gastro-colono products, as well as devices for endoscopic retrograde cholangiopancreatogram and endoscopic ultrasonography. Takeda Pharmaceuticals USA (Deerfield, Ill.). Takeda Pharma- ceuticals USA is one of the 25 largest pharmaceutical companies in the nation and a wholly owned subsidiary of Takeda Pharmaceuti- cal Co., which is led by President and CEO Christophe Weber. e company focuses on three therapeutic areas: oncology, GI and the central nervous system. Takeda's portfolio includes dexlansoprazole, pantoprazole and lansoprazole, which are treatments for gastric acid- related disorders. US Endoscopy Group (Mentor, Ohio). US Endoscopy Group is an endoscopy device design and manufacturing leader focused on improving patient outcomes. e company's portfolio includes en- doscope accessories and enteroscopy products, such as the AdvanCE capsule endoscope delivery device and a line of injection needles. It is a subsidiary of Steris Corp., a healthcare equipment, service and supplies company headed by CEO Walter Rosebrough. n Staying independent — Dr. Louis Wilson's 2 key thoughts on surviving and thriving in 2018 By Eric Oliver W ichita Falls (Texas) Gastroenterology Associ- ates gastroenterologist and American Col- lege of Gastroenterology's Practice Manage- ment Committee Chairman Louis Wilson, MD, offered two key thoughts on where independent gastroenter- ology is headed and what independent GI physicians need to capitalize on to stay successful in 2018. 1. On the biggest challenge facing the industry: Strategic planning for the group has become increas- ingly challenging for independent groups. I believe it is becoming increasingly necessary for groups to thor- oughly meet the needs of their given patient popula- tion. Gaps in service will usually invite competition and create uncertainty for the future. For [independent GI groups], that means covering "all the bases" including advanced endoscopy, outpatient care and inpatient care. It also means broadly covering the referrals from a variety of networks. While doing that is a constant challenge, doing so will provide se- curity and strategic advantage. The ways to accomplish this will vary from market to market but must result in mutually beneficial relationships with hospitals and primary care physicians. 2. On how gastroenterologists can be success- ful in 2018: Long-term success of independent gastroenterologist[s] must include the integration of ancillary services, especially an ASC, but also pathol- ogy and infusion services. Real estate ownership is also optimal. The days of succeeding in practice by simply providing quality consultations and endoscopy are dissolving. These ancillary services bring the additional revenue needed to recruit and retain excellent physi- cians as well as the equity necessary to provide a solid financial future for members of the group. n

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