strategic investor ?

weve talked about this for a while just a few points . due note this is just my personal opinion i could be wrong i could be right nonetheless im just stating some facts , and some possible scenarios.

*2 1/2 years ago a strategic investor pledges $3m to have a board observer ( not a board member )
*the same investor buys 428,000 shares , just enough to start a small position % ( 2.5% today )
*but less than the 5% which enables them to be "secret" and avoid being named as per the SEC
*they dont add to their position and they do not sell

*jan 2013 William peters leaves the board replaced day later by Warren Watson (30 year ex medtronic + son inlaw of Earl Backenn)

which offers the question , why would he join SSH in 2013 and replace the founder of the company ?

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Lets go back a few years

Warren Watson did join another company by the name of Cameron Health.

Read the following articles -

http://medcitynews.com/2010/09/medt...ood-family-connections-guides-cameron-health/

en.wikipedia.org/wiki/Cameron_Health

http://cameronhealth.com/

Basically in May 2010 , Cameron Health appointed Warren Watson as their Executive Chairman

In June 2012, Boston Scientific officially acquired Cameron Health for a total sum of $1.3 Billion which will be paid out incrementally as various revenue milestones are achieved.

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Most of us here and online have a strong feeling the strategic investor is Medtronic. 30 mins down the road , the worlds largest medical device company. If Cpulse is succesful , it will be gold for medtronic. And with theyre recent strategy , buying SSH for a few billion isnt out of the question .

The major links .

* Warren Watson appointment + Kim Olesson.

Reading over Kim Olessons history ( read below ) . I feel she is an indispensable part of Medtronic. Regardless of the potential of C Pulse , Medtronic would never let her go.

If Medtronic is the strategic investor , we do know that if they purchase SSH today or in a few months it wont provide their shareholders with the big big news they are looking for as were not a finished article yet. However , if we continue success and the trials are succesfull and we do gain approval and with all the media coverage that will occur , If they bid for SSH then , it would look rewarding and it will be in the eyes of theyre investors.

The biggest companies do not send their men/women their best unless it is to use their experience , connections , to secure the deal , secure the business for the main company ( in this case Medtronic ) In any wake in life , you dont send your big guns unless to bring someone / something home.

Here is the great part . 1 billion is peanuts , so is 2 so is 3 to be honest.

To make things really conservative lets say a $1.5 billion offer. say we have another offering of 3,2 million shares down the line leaving outstanding shares of 20m .

That is $75 . thats 1200% from todays close. $3 billion offer and were at $150 dollars.


With the scenario of the trial being halted in the next 18 months , Dare to dream , cuz this will be sold . sooner than we think .





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Vice President, Global Clinical Operations, Medtronic Clinical Research Institute

Medtronic

2010 – 2014 (4 years)
Global clinical research executive responsible for the vision and strategic operations supporting Medtronic's enterprise portfolio of clinical trials. Achieve company goals by developing and implementing global policies, procedures and tools that optimize clinical trial conduct based on best practices and key global trends. Build external partnerships that develop the industry's best clinical practices in total product lifecycle risk management. Influence and monitor global policies and develop organizational strategies that accelerate global trial execution and drive risk management practices. Accountable for strategies, costs, methods and employees.

Accomplishments:
- Enterprise strategy and risk management: Strategist responsible for building the company's first centralized clinical operations organization serving the company's broad portfolio of clinical trials and developing contemporary methods related to total product lifecycle risk management and clinical trial risk management.
- Business results: Led a strong clinical operations management team in successfully achieving and exceeding clinical operations program milestones
- Achieved an aggregate $20M in cost avoidance in supplier controls, managed staffing, lean work processes and risk-based approaches. Developed staff leaders and drove the enterprise operational strategy.
- Process Improvement: Restructured clinical operations from a variable, decentralized structure to a central reporting organization with unified job descriptions and central training. Streamlined all clinical operations standard operating procedures and developed one global procedure set. Established business mechanisms to create a unified quality system and mechanisms to measure/monitor organizational work efficiency.
- Innovation: Filed intellectual property on concepts related to total product lifecycle risk management and clinical trial risk management.


Senior Director, Ventures & New Therapies, Clinical/Regulatory/Quality

Medtronic
2009 – 2010 (1 year)
Directed the global clinical, regulatory and quality functions for internally funded venture programs. Provided oversight for the quality system architecture, procedures and employee core training programs related to current Good Manufacturing Practices (cGMP) and Good Clinical Practice (GCP) guidelines. Established internal and external partnerships that ensured the scientific design and ethical conduct of human clinical studies and preparation of high-quality regulatory submissions (510k, IDE, IND). Achieved all assigned business milestones and provided internal expert consulting to business-unit assigned venture programs.


Senior Director, Medtronic Physiological Research Laboratories

Medtronic
2005 – 2009 (4 years)
Responsible for the leadership and alignment of Medtronic's preclinical research facility operations with Medtronic strategy. Established strategic vision and systems for the conduct of preclinical feasibility and pivotal research, biological safety evaluation of materials, and physician training in accordance with regulatory standards and accepted industry norms. Responsible for costs, methods, and employees.

Accomplishments:
• Improved cross-company scientific partnerships through business liaisons, project management capabilities, and integration of financial performance with finance targets
• Leveraged lean processes to reduce waiting time to start a new study by >75% (16 weeks to 3 weeks)
• Championed lean sigma projects that reduced supply chain waste by 25% and improved expense efficiency ($400K in annual cost avoidance for supplies)
• Engineered PRL’s first preclinical capacity planning process that integrates resource utilization, project workload, and facility absorption
• Implemented talent development programs that focus on manager effectiveness and high potential talent development.
• Facility's collective efforts in the reduction of environmental waste and improvement in green efficiency was recognized with company EHS award


Director, Global Therapy Delivery Clinical Research, Cardiac Rhythm Disease Management

Medtronic
2003 – 2005 (2 years)


Director, Clinical & Regulatory Affairs, EP Systems, Cardiac Rhythm Disease Management

Medtronic
1999 – 2003 (4 years)


Principal Clinical Programs Manager, InterStim Therapy, Neurological

Medtronic
1992 – 1999 (7 years)


Clinical Study Manager, Intravascular Stents, Interventional Vascular

Medtronic
1989 – 1992 (3 years)


Project Planner & Biometric Specialist, Iontophoresis Venture Group

Medtronic
1987 – 1989 (2 years)


Statistician, Implantable Brady Pacemakers, Brady Division

Medtronic
1985 – 1987 (2 years)