Question-and-Answer Session
Operator
(Operator Instructions). Our first question is from the line of Jason Mills with Canaccord Adams.
Jason Mills - Canaccord Adams
Eamonn, first I have two questions and then will get back in queue; I wanted to ask you about the leadership transition and specifically your transition out of the CEO chair, and I am wanting to get your color, your take on how these changes may alter the company's relationships or interaction with the radiology community, and you sit on the board of that society, it's a very important relationship. I would presume that you're going to say that it won't have any impact at all, but I'm just curious how not being the CEO could alter that relationship in working with high level interventional radiologists in product development which has been a key aspect of AngioDynamics' success over the years. And then, after that I can ask the second question.
Eamonn Hobbs
Well, the short answer is, you're absolutely right. I don't think it's going to have a material effect on AngioDynamics. I am planning to assist the new CEO in getting up to speed and to foster those relationships between the new CEO and the Interventional Radiology community. I look forward to those relationships continuing between AngioDynamics and the Interventional Radiology community as close as my relationships are; it's not a one-man show here, there's a very strong team that has very close relationships as well that I'm going to also help foster over the long run, and all in all, I would stress that this is a transition, it's not an abrupt one, and I think the company's relationships with the customer base will continue to thrive.
Jason Mills - Canaccord Adams
And I would like to dig into that before getting into the second topic; just more specifically, do you think the company will change its focus at all under new CEO leadership, and if so, how could it change from either a product focus standpoint or a difference in the way things are operated; obviously a new CEO has his own thoughts on how things should run whether that be manufacturing processes or layers within the organization or what have you; I'm wondering if you could help us understand where we could see changes within the organization; I'm assuming you think those changes as a shareholder could be good, and perhaps help us out a little bit with that. And then, I'll just ask my second question, wanted to specifically delve into your commentary about hospitals being somewhat conservative as it relates to equipment purchases in light of the macroeconomic environment. I'm wondering if you could perhaps assign more color to that as well, and just how much of a buying that you see in hospitals now relative to any other point in your career, and in your discussions with them, how long do they expect to be in an ultra-conservative state as it relates to equipment purchases; may be just remind us how much of your business is sort of risk, risk I guess is the wrong word, but you get my point to that because you're a highly disposable revenue generating company.
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