CVRx (CVRX) investor relations material

Commercial headwinds and execution

• Largest Medicare Advantage payer’s 30-day approval rate fell from the mid-80s to 12% by end-Q3, driving the revenue guidance revision.

• Heart-failure specialist staffing is a structural challenge: only 43% of 110 fellowships were filled, down from a 60% fill rate last year.

• Physician turnover affects 20%+ of active accounts over time; the response is to build durable referral networks less dependent on individual champions.

• Five of nine regions with tenured teams and established playbook execution averaged 20%+ growth; four high-turnover regions had 80%+ turnover over the prior 12–18 months.

• Sales turnover reached a two-year low and average territory-manager tenure an all-time high; priorities include coaching, medical education, community referrals and stronger frontline leadership.

Payer access and health-system adoption

• Payer strategy combines policy engagement with major Medicare Advantage plans and appeals of individual denials through administrative law judge hearings.

• A pipeline of UnitedHealthcare administrative law judge cases is underway; Humana’s policy followed four to six months of steady hearings, while UnitedHealthcare may require more cases.

• Hospitals face payment reversals even after prior authorization, creating financial risk and pauses in new therapy programs that can last six to 12 months.

• Health systems are testing reimbursement across payer groups before scaling; miscoding and payment uncertainty can delay treatment even for patients with approved authorizations.

Growth outlook and forecasting

• CEO said broad market and therapy fundamentals remain intact, with improving reimbursement overall; productive execution across all nine regions could restore double-digit growth despite external headwinds.

• CFO said Q4 is not necessarily the trough; FY2026 is the baseline for future growth, with Q4 guidance reflecting reimbursement, sales-force and physician-champion headwinds plus orders shifted into Q3.

• Over his first 100 days, the CFO plans to learn revenue drivers and financial levers; forecasting work will focus on key inputs, with a longer-term view toward 2027.