Ken Reali: Well, I think it really comes down, Alan, to call points where the Misonix sales force is focused
is on wound centers, which is obviously not a call point for Bioventus today. So thats their wound business. And I would say on the surgical side, look, the spine universe is enormous. Theres thousands of spine surgeons. And certainly,
while there might be some overlap, the way were going to handle this integration is on a by-customer basis. Orthopedics is still very much of a relationship business, particularly in spine. And in my experience with integration, the best way
to handle it is on a by- customer basis and whoever has the best relationship with that particular surgeon is the 1 that were going to go with relative to how we cross-sell our products.
That -- theres a pretty good precedent for that. And I think that type of approach works in the near term as we begin integration and not have lost
business or dis-synergies as you said, -- So to me, its that approach. And keep in mind, were both still small players in the spine universe. So the impact of dissynergies versus the opportunity for upside growth and cross-selling is
significant in a pretty big market.
Unidentified Participant: Got it. And actually, I did have another kind of quick
follow- up. When youve talked about how youre clearly willing to continue looking for inorganic strategic opportunities even while youre integrating. But as you mentioned, when you were asked
about kind of like the overlap between Bioness and this acquisition, should we think of it as maybe giving as there being like maybe a little bit of a lull in M&A as you work to really work through the initial integration, and then you might get
more active? Or like could we see another acquisition as early as like the very start of 2022 right after you close this one?
Ken Reali: Look, Alan,
were active in M&A, M&A that drives accretive growth that leverages our commercial scale and our infrastructure is what we look for -- we cant put a timetable on that. It happens when it happens. It happens when youre
opportunistic. And certainly, 1 of the advantages that Bioventus has is our speed and our ability to work quickly without a larger company bureaucracy. So were certainly going to continue to take advantage of that. Continue to work our M&A
pipeline. So thats a difficult question to answer in terms of putting a time frame on it.
Operator: Our next question comes from Ryan Zimmerman.
Ryan Zimmerman: Stavros, congrats to the Misonix shareholders certainly positive outcome. Maybe for the Bioventus team, though, Id love to get your
sense for your scale and wound with the sales force. If I recall, when Misonix acquired Solsys, I think as of the last quarter, actually, they had maybe 100 or so sales reps. And so some of the players youre going up in the wound market,
youre going against a sitting at 250, 300 reps in wound. And so Id love to get your understanding of kind of how you think about your sales force today and wound and how do you potentially scale that up if you are going to do that?
Ken Reali: Stavros, do you want to start off answering that question?
Greg Anglum: Yes. I think, Ryan, as we look at the wound business, weve been successful as an organization really targeting the wound care centers and
the ORs. We just havent had on the street to really target the physician office market. So with coming together with Bioventus, they have a significant sales force.