Tuesday 23 July 2013

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Pneumacare newsletter

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St John's Innovation Centre Cowley Road, Cambridge CB4 0WS United Kingdom
T: +44 1223 703 151
E: info@pneumacare.com
W: www.pneumacare.com

Investor News
July 2013
PneumaCare has been very busy since our last newsletter. This has included appointment of new key management and clinical personnel, initiation of the Company’s first clinical studies, advancement of its regulatory and quality approvals and all important financing activities. In this short newsletter, we aim to give you the highlights of our work and how it is moving the Company forward.

PneumaCare Appoints New CEO

In January 2013, PneumaCare announced that it had appointed a new CEO, Mark Harwood. Mark is a seasoned veteran in the medical device space. In his first six months with PneumaCare, he has made major strides in development of the clinical and commercial program.
Mark is a highly experienced individual with an outstanding commercial track record in the medical device industry. He was previously President and CEO of Arjo Huntleigh in Roselle, US and subsequent to that Vice President of Baxter International Inc. (Global) based in Chicago, IL, US. He then moved on to become President of RF Technologies (North America & EMEA) based in Brookfield WI, US. He has also gained extensive experience outside of the US, as Managing Director for Arjo Med AB, UK & Ireland.
Mark has wide-ranging experience in medical device technology with an outstanding commercial track record and is a strong team builder. Mark also has extensive regulatory and quality experience, which is very relevant to PneumaCare as they are finalising their FDA 510k approval in the US.
"I am very excited to join PneumaCare", said Mark. "PneumaCare represents the very best in innovation for medical imaging and I am looking forward to working with the team, increasing revenue and brand awareness in core markets, providing our Customers and stakeholders an attractive return on investment and to build long term global business relationships with them".

Commercial progress
PneumaCare has been working closely with its first two UK-based distributors, Clement Clarke and Cardiologic, who have placed multiple orders for demo units and for stock. This has included training for a number of their staff.
PneumaCare’s commercial staff, including Eric Stewart and Adrian Zacher, are also focused on appointment of other European and North American distributors. This activity is focused currently on Scandinavia, Netherlands,

Pneumacare Ltd | Investor News
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Heartlands Hospital in Birmingham is working in conjunction with PneumaCare using its new Thora-3DITM product for a major clinical study on pre and post-operative surgery.
France and the USA. At present we have continued strong interest from Malaysia and the USA, the latter subject to the Company obtaining its 510k product approvals which will enable marketing not only in USA but many other countries in Middle East and Asia.
PneumaCare has just released its new sales and marketing literature and will imminently launch its rebranded website to support these initiatives.

Clinical Studies Initiated

In recent months, PneumaCare has been working to develop an aggressive program of clinical studies. The first of these has now been approved and initiated at Birmingham Heartlands Hospital. This study will examine 40 thoracic patients, at various stages of pre- and post- operative surgery. The study at Heartlands Hospital aims to demonstrate the efficacy of the PneumaCare Thora-3DITM instrument to assist in efficient patient management in order to ensure quicker discharge with reduced complications. This study will take about 12 months to complete.
PneumaCare is also in advanced discussions with three additional sites for cinical studies in other related areas including asthma and ventilated patients, and expects to initiate these in Q3 2013.

PneumaCare Appoints New Clinical Manager
Rachel Wilson

Rachel joined PneumaCare in June 2013 to manage the range of clinical studies on which the Company has embarked in the UK and USA. She has unique experience spanning respiratory medical research and commercial development in the medical device industry.
Rachel trained in respiratory measurement at the Royal Brompton Hospital, London and subsequently gained a PhD in Pre-Clinical Medicine at St Georges Hospital Medical School, London under the direction of Professor Paul W. Jones. Her research centered on the ground breaking area of dyspnoea perception and measurement. During this time, she published and presented widely in the field. Moving into the commercial world, she became founding director of a scientific and IT SME, gaining wide ranging commercial experience.
For the past 4 years she has worked as Development Manager for Telehealth with innovative medical device company Docobo Ltd, initiating and managing both commercial partner relationships and a number of pilots with clinical teams across the UK.
"I am very excited to join the PneumaCare team at this exciting stage of the company’s development", said Rachel, new Clinical Manager of the Cambridge-based company." PneumaCare’s highly innovative technology in non-invasive measurement presents a tremendous breakthrough in respiratory measurement. Respiratory measurements are often difficult and distressing for patients to perform, often producing unreliable readings as a result. This technique has the potential to provide a tremendous improvement in patient experience as well as to collect respiratory data until now unavailable by traditional techniques.

PneumaCare Ltd | Investor News July 2013
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Personally the role provides me with a unique opportunity to utilize my respiratory, commercial and medical device industry experience. I am very much looking forward to working with the team, and their clinical partners to provide our Customers and stakeholders with the clinical evidence of the efficacy of the technology across a wide range of applications".

PneumaCare Appoints Prof. William Denman
as US Chief Medical Officer

William “Pepper” Denman has been appointed earlier in 2013 as PneumaCare’s US Clinical Director. His role will encompass designing clinical trials and implementing them in the USA, and fostering relationships both with key opinion leaders in healthcare and industrial partners.
Pepper Denman was Chief Medical Officer and Vice President of Medical Affairs at Covidien, and then Chief Medical Officer for GE Healthcare. He brings a valuable and none-too-common combination of years of experience as a practising clinician, as well as an in-depth understanding of the medical devices industry.
Dr Denman is currently a Pediatric Anaesthesiologist at the prestigious Massachusetts General Hospital in Boston. He received his medical training in the UK, completing his anaesthesia residency at St Bartholomew’s Hospital in London. He then completed a fellowship at Massachusetts General Hospital, before taking up a position as Chief of Pediatric Anaesthesia at the Floating Hospital for Children in Boston. He returned to Massachusetts General Hospital in 2005 where he is currently on staff. As well as amassing a sound appreciation of medical practices in both the UK and the USA, Dr Denman has authored over 60 papers and conducted trials in both the pharmaceutical and medical devices arena. He is co-leader of an annual mission to Vietnam where he provides anaesthetic services to children undergoing surgery for craniofacial abnormalities.

PneumaCare Ltd | Investor News July 2013
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Regulatory News

PneumaCare formally appointed Medical Device Management as its Regulatory advisors for both UK and US matters, including its FDA 510k submissions.
PneumaCare recently passed quality audits by British Standards Institute personnel, and as well a range of technical audits.
PneumaCare has also initiated a range of studies for an additional FDA 510k submission for marketing approval. This study is comparing an FDA approved device, the Respiband (Embletta) with our Thora 3Di product. We are aiming to obtain up to around 200 datasets and submit this for approval to the US authorities in September 2013. This exciting work is progressing very well, and so far the first 50 patient datasets have shown that we can obtain ± 1% agreement with the market leader, using our novel non-invasive 3D imaging technology. This is in line with the Company’s increasing focus on analysis of chest wall movement in health and disease.

Manufacturing and Product Design
PneumaCare is currently streamlining its manufacturing approach which will result in lower cost of goods as we scale up production. The first step has been to sign an agreement with Sofame, based in Le Mans, who are providing a radically new and improved stability stand design for imaging patients who are bedridden.
PneumaCare Attends American Thoracic
Society Meeting in May 2013

PneumaCare made a high profile appearance at the American Thoracic Society meeting in Philadelphia, Pennsylvania, in May 2013. Our exhibition stand was very well attended both by a large number of clinicians to whom we introduced our products and as well by potential distributors and sales agents worldwide. The meeting generated very good sales interest and we are actively following up on the 100+ leads we received.

As always, your comments, feedback and news are welcome. You know how to contact us...
Mark Harwood, CEO Mark.Harwood@pneumacare.com +44 1223 703 151
Dr Bill Mason, Chairman Bill.Mason@pneumacare.com +44 7785 950134

PneumaCare Ltd | Investor News July 2013 

How to make more money, hire the right people, or find a better job, with a lesson from Moneyball and US sports teams

Moneyball: The Art of Winning an Unfair Game is a heartwarming bestseller about a group of cash-strapped professional baseball players that take out the big boys by finding a cleverer way to value talent. 
Published in 2003, it spawned a data gathering frenzy among NFL, baseball and basketball teams in America, many of which now hire information whizzkids to help handpick the greatest, best value-for-money, sporting superstars. 
But it is not just athletes that can benefit. Moneyball, as well as being entertaining enough to be made into a Brad Pitt-starring film, may just also be one of the best books ever written on business.
Need new staff? Rob Symes (left) believes businesses can learn a thing or two about hiring from the NFL
Need new staff? Rob Symes (left) believes businesses can learn a thing or two about hiring from the NFL
It has provided the inspiration for a young entrepreneur's new documentary - The Outside View - and plans for data prediction company, to help businesses hire the right people. Those looking for a new job can also use the method to find ways to make themselves the most attractive candidates.
Rob Symes, 27, who launched recruitment service Campbell Black from his bedroom three years ago, decided to set out on his seven-week filming adventure across America after a particularly dark day at the office to see what he could learn about hiring from sports-mad data geeks.
He was mugged in New York, pick-pocketed in San Fransisco and lost half his spleen in a car accident. 
But he did manage to meet Nobel Prize winners, celebrity CEOs and rocket scientists, all of whom firmly believe that hiring decisions in sport need to be based on more than just 'common sense logic' - or, in other words, human bias.
Symes explains: 'Even though our company was successful, in terms of making money and placements, I didn't actually think we were much good at predicting who would be a game-changing hire. 
'It all came to a head when a candidate we placed left four months after starting the job. I had no idea why, the client had no idea why, so I wanted to see if we can solve this problem. The truth is businesses waste billions of pounds on hiring the wrong people and from my research on predictive analytics it looks like this can be at least partly solved.' 

Moneyball: Michael Lewis' cult book followed the story of how Billy Beane turned a perenially underfunded baseball team the Oakland Athletics into a success story - it was turned into a Brad Pitt-starring film.
Moneyball: Michael Lewis' cult book followed the story of how Billy Beane turned an underfunded baseball team the Oakland Athletics into a success story - it was turned into a Brad Pitt-starring film.
As most business owners are all too aware, hiring and training can make a significant dent to any small firm’s bottom line, so keeping hold of a good employee is a priority.
Plus, particularly with a smaller company when every single employee counts, taking on an exceptional candidate, as opposed to someone that is average or even good, can help to transform a business. 
As George Anders, author of The Rare Find, tells Symes during The Outside View, a documentary about his journey: 'We're in a world now where it's not enough to hire someone that’s competent. 
'The real opportunities in business come from hiring the people that are extraordinary, who can build whole new lines of business for you, who can see opportunities that your competitors don’t.'

What can businesses learn from sport?

Success: The San Francisco Giants celebrate a victory
Success: The San Francisco Giants celebrate a victory
According to Symes, access to the right information can help businesses, big and small, pick better employees that stick around for longer.
But he admits: ‘One of the issues when selling prediction as it relates to business is there just isn’t enough data. So what you need to do is find a comparative labour market.’
He chose the NFL and American basketball and baseball leagues - all pioneers in the field of data prediction.
How does data prediction work?
Moneyball explains how thanks to the pioneering work of general manager Billy Beane, a perenially under-resourced baseball team the Oakland Athletics consistently punched above its weight.
His pioneering thinking means that during the past decade in baseball, time-honoured measurements of success: stolen bases - when a runner makes it to the next base before the pitcher delivers the ball to a home plate - runs batted in, and batting averages, are now considered relics of an old-fashioned view of the game and the statistics that dominated at the time.
Instead, data nerds have collected a seemingly endless array of details about what it takes to be a sporting hero, including injury history, personal character and workout results, creating sophisticated models to help spot potential talent steals.
By the same token, companies that use data prediction can use a much wider variety of factors, for example how often someone checks in to their social media, or length of commute, to better judge what kind of employee they are likely to be. 
While small businesses probably won't have access to the same wealth of detail, there are general rules that emerge which can be used to fine-tune hiring techniques.
For example, something that may seem like a logical assumption based on information from a CV can be proven to be completely inaccurate once data analytics is used.
Put simply, if you see that someone has had several jobs within a relatively short period –  say four jobs within the past five years – you might pass on them because you view them as lacking in commitment. But a recent study of more than 20,000 hourly workers found that the tenure of prior employment had 'no bearing on performance or attrition.'

How to turn this to your advantage when hunting for a job

Of course, these theories don't just work for managers hiring people, they also work for workers looking to sell themselves when hunting for a new job.
If you can explain why something an employer may be put off by, such as lots of jobs, is actually a good thing, or can work out how to accentuate important information on your CV and highlight why you stand out from the crowd, then you can get ahead of other candidates.
At the very least, a concise explanation in your CV or covering letter will show you are an innovative thinker and make you a more eye-catching prospect.

Beating bad hiring habits

Kevin Roberts, CEO of Saatchi and Saatchi, admitted to Symes during filming: ‘We don’t have an attraction problem, we have a selection problem.’
So if even big companies, which attract thousands of applicants for every job, struggle to find the right people sometimes, small businesses certainly have their work cut out for them. 
Here are a few things to look out for:

Human bias: don't hire the man who looks good in a suit

Looking sharp: Don't rely on first impressions
Looking sharp: Don't rely on first impressions
Common traps
'Recruiters and scouts love to draw big conclusions from one attribute,' says Symes. 'But what behavioral economists will tell you is that this is very, very dangerous because you’re drawing massive conclusions from small amounts of data.'
In sport, this could be as simple as the way someone looks in a uniform. Interestingly, other attributes analysts have highlighted as being overvalued are things like height and scoring figures. 
Similar mistakes are also common when it comes to hiring for a business, according to Symes. 
He explains: 'If you’re interviewing a sales person, for example, a lot of people are attracted to the shiny new object. 
'So if they’re a fast talker, they’ve got the good suit, they got a good car, they seemingly have the experience, then people look past a lot of their potential deficiencies.'
The research
Carol Dweck, professor of psychology at Stanford University, has done extensive research into growth mindsets - which focus on developing ability - versus fixed mindsets - a belief that each person comes with a certain amount of skill.
She explains: 'We have found people with a fixed mind-set believe that they can diagnose talent from very superficial qualities, like the way people look or first things that they say.
'They focus on very superficial behaviour aspects of appearance, which they think are indicative of deep, generalised intelligence and character.
'Research has shown that bosses with a fixed mind-set very quickly size up employees and decide, almost from the start, who are the winners and who are not. 
'But then, when someone they consider as not a great talent blossoms they don’t see it.'
Top tip
Even the likes of million-pound entrepreneur Simon Dolan admit to puzzling interview experiences. He says: 'I hired one girl who was brilliant at interview and then hopeless at the job. 
'It still remains a mystery to me to this day,'
As difficult as is can sometimes be, try to avoid fixating on the superficial qualities of a person. Essentially, data analytics works by collecting information about your business to work out what sets apart the best people at your office. Look for others that display the same traits and train up current members of staff.

Context: don't just think you can pluck a winner from anywhere

Common traps
Another myth, according to Symes, is that performance isn’t as transferable from one environment or culture to another as previously thought.
For example, many employers mistakenly believe they can simply pluck a talented and experienced employee out of one business and they will be a success - even though their system may be very different.
This is certainly seen in sport. Symes explains: ‘People who have done very well in World Cups or at European championships – or anything that’s on the World Stage - are often almost heinously overvalued.'
Language barriers, the hassle of moving - including girlfriend/boyfriend/family readjustments - and general lack of experience in the relevant business are just some of the wider considerations behind the success of a new employee - in both sport and business.
The research
As Soccernomics author Simon Kuper points out: '[Footballer] Asamoah Gyan had a good World Cup with Ghana in 2010, although he had never really done much as a player in league football.
'But at the World Cup Gyan had a bit of luck, or the teamwork was working for him, and did really well. So Sunderland then pay their record transfer fee for Gyan - despite the fact that as a player if you looked over the length of his career he had not shown that he was a superhuman. Gyan then had the problem of adjustment to a new environment and did not do well. 
'That’s the kind of mistake that used to be totally the norm in football after every World Cup – the best performers at World Cup would be bought for huge sums.'
Top tip
A potential employee may have a glowing CV full of professional feats of wonder, but you will need to analyse how past experiences translate to your business.
If there are no similarities between their previous workplace and yours then make sure you weigh up exactly how transferable their skills really are.
  • Rob Symes will use his research to launch a data prediction company in September to help companies and recruiters improve staff selection.


Transferable skills: George Anders is interviewed by Rob Symes during filming of The Outside View
Transferable skills: George Anders is interviewed by Rob Symes during filming of The Outside View
Do you tend to skip the final section of a CV and dismiss it as fluff? If so, it may be worth reevaluating your focus.
Rob Symes interviewed George Anders, author of The Rare Find, who based some of his research on hiring strategies at Google and Facebook. He believes reading a CV from the bottom up can sometimes be a better indicator for how hardworking an employee is likely to be.
Anders says: 'Carlisle [Dr Todd Carlisle, director of staffing at Google] starts at the bottom of the CV, focusing on all of the peripheral factors to see what else a candidate does with their life.
'What he’s really looking for is passion and commitment to excellence. And his thinking is, if you can find people, even if they’re obsessed with winning dog sled races in Alaska, that have a high level of energy and commitment, you can transfer that over to what they are going to do professionally. 
'In fact, he'd rather that than someone who got good marks in school but is rather listless, lethargic, and waits to be told what to do - you find more of that in the final few lines at the end where you round out your story than they do at the top.
'Passionate people tend to be able to transfer those passions. And if you can give them an exciting enough work opportunity you can get that same drive and energy.
'Facebook are also obsessive about hiring well. They’ve build a $50bn business in eight years. That’s not easy. Most companies never get to $50bn – or even 10 per cent of that. Their hallmark was to be obsessive about looking for the best engineers – and not just the people that went to the best schools.'

Read more: http://www.dailymail.co.uk/money/smallbusiness/article-2347287/How-hire-right-people-better-job-thanks-Moneyball-US-sports-teams.html#ixzz2ZrHPEC6e
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Thursday 18 July 2013

Taxi advertising venture looking to extend reach

BrightMove Media is the UK’s leading provider of contextual digital advertising on LED screens mounted on the rooftops of London black taxis.  The company’s proprietary product, TaxiCast delivers real-time, geo-fenced, time-parted & thermo-targeted digital advertising.  Brands are increasingly looking for relevancy, measurement and accountability in their marketing campaigns. TaxiCast delivers the Right Message to the Right Person, in the Right Place at the Right Time….the nirvana of marketing!
TaxiCast is the world’s first commercially and regulatory approved digital advertising service on LED screens mounted on the rooftops on London black taxis. The service combines the best of Digital, Mobile and Out Of Home advertising to deliver the ultimate in “near and now” marketing.
BrightMove Media is the only company in the world to have achieved full and comprehensive technical certification for the TaxiCast service and regulatory approval from Transport for London for the commercial deployment of the First Fleet trial of 25 taxis that begins on the 24th June . The service has been developed in-house over 2 years through a full time management team and the company is proud that all manufacturing is undertaken in the UK.
The company is fully funded with a significant seed investment enabling TaxiCast to bring this opportunity to market.
To date, the company has engaged and has significant traction with many leading advertising brands and media agencies and have full commercial engagement with the 3 leading Out Of Home media buying agencies. TaxiCast launches in London on 24th June 2013.
They have also produced a short video that can be found on their website at www.brightmovemedia.com and will also be delivering some strong PR messages over the coming weeks

I hope you're OK with this introduction and would be delighted to facilitate a direct introduction to their CEO, Piers Mummery if you feel you are able to help.

Monday 1 July 2013

HR data analytics


Small and incremental steps do make a difference! by Stephen Pauley

Life is all about margins – there is often a small difference between winning and losing, success and failure, hitting or missing a target, winning or losing an election.

I am sure that you can think of countless examples from your own life experiences. It can be the tiniest of margins that determine the outcome of a situation. We all sometimes mistakenly think that we have to keep taking massive action to get a result. The fact is that small incremental steps towards a goal accumulate into massive progress when applied consistently. 

One action per day applied every working day of the year, towards a specific goal amounts to 260 separate actions and seems somehow bigger when you look at it like that!

As I am writing this, I am reminded of that famous African Proverb, often attributed to Anita Roddick, Founder of Body Shop:-
If you think you’re too small to make a difference, try sleeping in a closed room with a mosquito’.
This quote always reminds me to keep in mind the power of small! A small action is better than no action and you do not achieve anything without some sort of action!

It is a great quote to use in your team meetings and interactions with staff about the importance of small actions and the huge impact they can have. Sometimes that little margin can be the difference between landing a big contract or missing out. It could be 1% extra effort seals the deal. That small action may just give you the edge over a competitor organisation.

A great example of edge is the story of Johnnie Wilkinson the England Rugby International who secured the Rugby World Cup for his country in 2003 in the final seconds of the final against Australia with a drop goal. Wilkinson’s kick won the game.

Wilkinson had spent the previous Christmas Day practicing his kicking. Johnnie had figured that any opponent he faced in the finals (who ever that may be) would not be out practicing on Christmas Day. He figured that little bit of extra practice and preparation may just give him the edge and so his theory was proved correct.

First Class Leaders look for the edge, they know that one per cent extra effort, action, or preparation could make all the difference. They understand the importance of small.
·       Where could you or team apply one per cent additional focus or effort?
·       What impact could that have on your results?

I enjoy helping Leaders and business owners deliver and sustain high levels of performance and have a life! Please feel free to contact me to arrange a chat to explore how I can help you or your team grow your results and give you the edge.