Team Agenda

Jason opens by framing who is in the room and why this team is different from every other conversation Daniel has had. Michael built the commercial infrastructure that runs pharma's biggest data programs. Jay co-owned the Arthrex territories in Houston, Austin, and San Antonio and knows what it takes to build a winning medical device sales organization from the ground up. Keep it warm and direct.

Do not ask Daniel to walk through his story. The team already knows it. Instead, Jason demonstrates that the homework has been done. Reference the patent families by name, note the manufacturing setup, acknowledge Whitt Israel and the inventory position, and mention the USPI relationships at North Central and The Star. Let Daniel correct or add detail where needed. This is not a history lesson. It is confirmation that the team is already operating at his level.

The question to ask here is forward-looking: "Based on what you've got in hand right now (the inventory, the OR access, the manufacturing), what does the first 90 days look like from your side?" Let him answer. That conversation tells you everything about how fast he wants to move.

Michael opens a laptop. The Softr prototype is connected to LoxaNova's Snowflake environment with real Medicare and CMS data already loaded, structured around the arthroscopic procedure codes that map directly to Daniel's patent portfolio. Accounts, contacts, territory views, consignment status, the Suremka product catalog tied to patent families. The Streamlit dashboard inside Snowflake is running alongside it. This is a functional engagement platform Daniel can click through, not a scaffold and not screenshots. Michael walks the room through the data first (Medicare claims tied to arthroscopic CPT codes is exactly the targeting data a med device company wants), the engagement workflow second, and one Snowflake Cortex query at the end to demonstrate the agentic direction the platform is heading. Daniel already has inventory in hand, manufacturing running, and confirmed OR access at two USPI surgery centers. The demo lands differently when the person across from you is ready to actually deploy, not just evaluate. The substance of the demo matches that reality, so keep that energy in the room.

Jay talks about what it actually takes to build a domestic medical device sales organization that wins. Rep recruitment and compensation, physician training and OR support, operational infrastructure, the pain points he lived through at Arthrex that this platform is designed to solve. He speaks as the person who builds and runs the commercial machine, not as a rep with contacts.

Jason lays out the full business model: proving it with Daniel's IP in Texas, opening to other surgeon entrepreneurs, brokering individual IP acquisitions, and eventually selling the entire engine. Then: "Daniel, you mentioned something I haven't been able to stop thinking about. A real marketplace for surgeon entrepreneurs. We are building the foundation that runs on." Then stop talking. Let Daniel take it where he wants to take it.

Jason closes simply. We are not asking Daniel to decide anything today. The conversation has shifted. This is not feasibility, it is timing and structure. Three things happen after this meeting: Michael maps the supply chain and inventory into the platform, Jay builds the Stage 1 account entry plan around North Central, The Star, and Texas Institute of Surgery, Jason works with Daniel on entity structure and insurance. Set the date for the next conversation before anyone stands up.