I'd like to take a step back in time. Could you describe the process of starting a new robotic surgery program for a hospital or hospital system that currently doesn't have one?

Recently, many surgeons have shown interest in using the platform. This is a shift from the initial skepticism we faced when we first started. Back then, I would set up the robot in an operating room and stay there all day. Surgeons would come and go, getting a feel for what it was all about. Now, most surgeons get hands-on experience with the robot during their training, and they are eager to use it once they start practicing.

If you were to join a hospital system that currently doesn't have any robots, what would be the process for purchasing the first robot?

When we first started, it was more of a guesswork, but now it's more organized. For instance, we're considering buying more robots. This year, I sent out a survey to all the robotic surgeons. It contained twelve questions, asking if they had unlimited availability with the robot, how many more cases could they do a month? The responses varied, but I incorporated them into my proforma to inform the CFO about the potential increase in cases and their profitability.

How do you determine the profitability or the ROI of that, considering it's a 1.5 million per system investment?

You also have to consider your region, the local hospitals, and insurance providers. All these factors influence whether it will be profitable. It requires a lot of research.