Dr. Jake Taylor Jacobs

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All right.

So I've spent over a decade.

I'm on page 24, the health care parallel going into page 25.

I've spent over a decade in operations turnaround and over 20 years with our company.

We've spent in health care operations and I've watched the same patterns.

Gertzner observed an IBM play out and I watched the same pattern Gertzner observed at IBM play out in hospital after hospital.

Ask any hospital executive about sterile processing.

And you'll hear variations of the same refrain.

It's a cost center.

It's always reactive.

It's a necessary headache that we manage as best as we can.

The expectations are low, and even those low expectations often go unmet.

The explicit assumption behind all of this is clear.

SBDs can't transform.

They're not strategic assets.

They're overhead.

You contain the cost, manage the crisis, and hope for the best.