ReWalk Robotics Ltd. Price & Performance (LFWD)

So please reference the company's most recent press releases and SEC filings for the most up to date information. [indiscernible] that, I'll turn the call over to Larry.

Thank you, Mike.

Welcome everyone. I appreciate you joining the call.

I'd like to begin by commenting on my announcement in February, which regarding my retirement from the company later this year. [indiscernible] I have been part of a remarkable Lifeward saving changing journey with many incredibly talented people. I am proud of the team and the company I've been a part of for the past thirteen years. Lifeward today is a medical technology agent of change that has given people improved health and better lives. I thank every person that has been a part of this journey. I have confidence that Lifeward Board will find an excellent leader to advance LifeWorks into the next phase of growth. And I am committed to ensuring a smooth transition. I look back at 2024 as a year of meaningful achievement, that defined long term access to our technologies and launched our pathway towards profitability. The key milestones were establishment of lump sum payment in a benefit category with CMS in Q1 issuance of a CMMS price of $91,032 in Q2 for the ReWalk system gaining a meaningful contract with Baumer in Germany that sets the standard for providing exoskeletons, achieving new coverage in Hungary, beginning an initiative to expand penetration of The United States compensation insurers for the ReWalk system initiating a national accounts program for the Altragene line, discussions on expanding our contract to enable further penetration with the monocycle launching a new generation of Alter G, which [indiscernible] completing FDA usability studies in the full submission for the ReWalk seven, increasing operating efficiency by closing two locations, the reduction of our headcount by 35% to rightsize the business 2025 Annual growth in 2024 of 85% an $11,800,000 increase over prior year sales to reach $25,700,000 It's a lengthy list.

That when taken synergistically places the company on sure footing for growth and for significantly reducing loss in 2025. We closed the year with record revenue of $7,500,000 in Q4, Our parallel focus for 2025 will be maintaining reasonable growth with equal emphasis on reducing our quarterly operating loss each quarter and achieving a loss at or below $1,000,000 in Q3. 2025. The reduction in our operating loss will be driven by targeted growth towards our best margin opportunities and operating efficiencies. Examples include the increase in workers' compensation placements, which have a lower level of processing expense and the mile cycle where each ReWalk lead we develop can also be considered for a MYO cycle. Has an improved margin and where we have gained expanded distribution rights to provide home units. Specific growth targets for the ReWalk are placements with CMS, further market penetration targeting ReWalk with workers' compensation coverage, and with submissions to U. S. Commercial insurers. We will also expand penetration of clinic and home sales of the Miocycle and advancement of ultragy placements in national accounts. The efficiencies are in product mix, near term cost of goods reduction programs and tightly controlled spend levels to match our goals.

Operationally 2025, we have built a sustainable growth plan. Where we examined all aspects of the business and reduced costs to meet our goals. We also have favorable year over year factors They include completion of our significant investment to achieve industry coverage with the Center for Medicare and Medicaid Services or CMS, reduced R and D expenses as we completed major R and D programs with Alta G, and ReWalk seven, The final consolidation activities post merger which results in a full year with reduced headcounts, and more efficient manufacturing programs in The U. S. And Israel. In addition, our expectations for the Altra G MyoCycle product offerings are that they will be accretive to our business in twenty twenty five and beyond. Mike will now provide a financial summary and then we can provide more color on the operational goals I have described. Mike? Thank you, Larry.

Remind everyone that I'm going to discuss results on both a GAAP and non GAAP basis which excludes items listed in the reconciliation tables provided in today's press release.

We believe that the non GAAP results provide a means for investors to better track the underlying performance of the business. I encourage you to reference the GAAP results in the accompanying reconciliation tables as I discuss the fourth quarter twenty twenty four financials. Moving to revenue. Lightboard reported revenue of $7,500,000 in the fourth quarter twenty twenty four compared to $6,900,000 in the corresponding quarter in 2023. For the full year 2024, Lifeward reported revenue of $25,700,000 for an increase of 85% versus the full year 2023. This is the highest quarterly and full year revenue performance in the history of Lightboard and reflects our progress in scaling the business. Revenue from sales of traditional products and services include ReWalk's ReWalk exoskeletons, monocycles and restore exosuits, was $2,000,000 in the fourth quarter of twenty twenty four, while revenue from UltraG products and services was 5,500,000.0 the highest quarterly revenue that this product line has since we acquired it in August 2023. The ReWalk sales were below our expectations due to delays some attrition of Medicare cases that we had expected we would deliver during the quarter. We're working to reduce the cycle times for vetting leads, processing claims and scheduling deliveries.

We expect that the growing volume of qualified leads that we are experiencing will bring more predictability to our quarterly performance. In this product line We delivered a strong fourth quarter for the UltraG product line. With particularly robust performance from international customers. Spending by clinics in The U. S. Has shown stabilization and that trend has continued thus far into the first quarter giving us more confidence in our expectation for Ultra G sales growth in 2025. [indiscernible] Next are pipeline metrics for the ReWalk product line. First, let's talk about cases and process. Our number of ReWalk cases in process in The United States consists of more than 110 qualified candidates for future for future claim submissions.

We While in Germany, we had 44 cases in process at the end of Q4. Active rentals also represent an important pipeline metric for ReWalk Systems. The current pipeline of active rentals consists of 27 cases, which is broken down with 24 in Germany and three in The U. S. At VHA hospitals. These rewalk rentals with some attrition typically convert to sales within a three to six month period. Next, for UltraG systems, we ended the fourth quarter with orders for 25 Alta G Systems in backlog. This figure shows the seasonal decline in backlog from the third quarter of twenty twenty four, from the 2024 level as we cleared out much as possible the backlog and inventory to end the year. In spite of the lower backlog level at year end, we still see the market demand improving for LTG and we expect to drive growth in LTAG revenue of about 20% in the first quarter of twenty twenty five versus the quarter of twenty twenty four. Moving to gross margin. In the fourth quarter of twenty twenty four, our GAAP gross margin was 24.4% compared to 35.5% in fourth quarter of twenty twenty three. This variance was primarily driven by the by the restructuring charge for the closure of the Fremont manufacturing facility and related expense reduction actions.

On a non GAAP basis, adjusted gross margin in the fourth quarter was 45.4% of revenue, compared to 46.9% in the of revenue in the fourth quarter of twenty twenty three. [indiscernible] finished the year with adjusted gross margins slightly below our expectations primarily due to mix of products sold in the quarter, particularly the higher mix of international Ultra G sales which carries a lower gross margin in the quarter. GAAP operating expenses were $17,100,000 in the fourth quarter twenty twenty four compared to $8,600,000 in the fourth quarter of twenty twenty three. This variance was largely driven by a $9,800,000 impairment charge on our intangible assets recorded as required by GAAP. Under accounting standards, intangible assets with indefinite useful lives and goodwill must be tested for impairment at least annually. Or in this case the impairment is triggered by the market value of our equity compared to our book value. Importantly, this is a non cash charge in nature and ultimately does not affect the operating performance of our business. On a non GAAP basis, adjusted operating expenses were $6,700,000 in the fourth quarter compared to $7,000,000 in the fourth quarter of twenty twenty three.

This improvement is primarily due to lower marketing, general and administrative expenses resulting from prior expense reduction efforts. [indiscernible] Our GAAP operating loss for the fourth quarter was $15,200,000 compared to an operating loss of $6,700,000 in the prior year's quarter.

This variance was largely driven by the aforementioned charges. On a non GAAP basis, adjusted operating loss was $3,300,000 in the fourth quarter, which improved versus the $3,800,000 loss in the prior year's quarter. Since the end of the Since the end of the year, we excuse me, we ended the year with six $700,000 in cash and equivalents and no debt.

Subsequent to the end of the quarter, on January 8, we raised gross proceeds of an additional $5,000,000 which was added to our cash balance. As we will note in our Form 10 ks, which we will file later today, we received a going concern qualification from our auditors as part of the 2024 audit process, reflecting their perception of the adequacy of our balance sheet to fund our business. We have already taken a number of actions to address this development. First, we initiated the sustainable growth plan that Larry described earlier to reduce our cash outlays. We believe prioritizing investment in higher margin near term sales significantly reduce our quarterly non GAAP operating losses and cash burn rate the second half of twenty twenty five. Second, we are putting in place an ATM facility that will allow us to opportunistically raise capital should we determine that we need to shore up our capital base. We're also exploring other non dilutive or minimally dilutive alternatives. That we can resolve this issue. Turning to our financial guidance. For 2025, Lifeward expects full year revenue in the range of $28,000,000 to $30,000,000 with an adjusted gross margin between 47% to 49%.

Following our efforts to rationalize our cost structure, we expect full year non GAAP operating expenses of $22,000,000 to $23,000,000 down from $27,500,000 in 2024. We expect these factors to drive a full year non GAAP operating loss of $7,000,000 to $9,000,000 For a quarterly perspective of 2025, the first quarter is our seasonally lowest revenue quarter and will also have the highest operating expenses due to the timing of the fees in the savings initiatives under the sustainable growth plan. After the first quarter, we expect revenue to grow sequentially in each successive quarter from a combination of seasonally stronger quotation and sales activity for Alta G products, and the ramp of sales of mile cycles as we execute under the expanded distribution agreement with Mylan.

We expect quarterly operating expenses to decline through 2025 as the full benefit of the expense actions taken under the sustainable growth plan take hold.

By the fourth quarter of twenty twenty five, Lifeward anticipates that the combined effect of the growing revenue and declining operating expenses will result in adjusted operating loss of approximately With that, I'd like to turn the call back to Larry for further remarks. Thank you, Mike.

Lifeward has built a portfolio of complementary products. The technological innovations achieved with the ReWalk and the AlterG design has resulted in market leadership by addressing key unmet needs. Similarly, the MyoCycle is a more effective and easier to use design that we expect will also develop at a leadership position. We believe the market access we have established with multiple avenues of coverage for exoskeletons our efficient distribution channels that have now developed and a leverageable organizational footprint developed over the past two years has We've charted the key tactical thrust for our product offering in 2025. ReWalk will build on lead program [indiscernible] In late twenty twenty four and in 2025 to date, we have expanded our U. S. Digital media program to obtain thousands of leads, We are also building leads with educational efforts and programs with key opinion leaders and through conducting local clinic days where we demonstrate the ReWalk to potential users. From these U. S.-based programs, we presently have greater than 110 leads that are qualified as a pipeline that supports our planned growth These leads include individuals in Medicare, workers compensation, and with commercial players. We have so far focused on Medicare and the VA.

The next stages are expanded reach into workers' compensation, followed by selected submissions to commercial insurers. [indiscernible] We announced this week our exclusive partnership with CoreLife to provide supply and support for individuals covered by work compensation. CorLife has an extensive national patient facing organization and will be managing all leads and will process claims for these patients. ReWalk will deliver the systems and provide training as necessary. In the commercial payer segment, we have qualified leads in our pipeline and will selectively submit claims to Medicare Advantage and commercial payers to request prior authorizations on a case by case basis. We also announced this week the expansion of our We have expanded our geographic reach and length of the agreement. The new structure allows RUP to directly supply systems for home referrals from the clinics we work in. Previously, we focused on sales in the VA and on VA users for home placements. In parallel, with increased volumes, we will gain a lower price and better margins.

Our ultra g focus is adding a deep deeper expansion to U. S. National accounts due to the consolidation by those groups in the industry. We have established a pricing contract to one of the largest national organizations and have pilot programs now actively to other groups. Beyond our efforts in our direct markets, we have moved to reestablish distribution channels that have not yet recovered in the post COVID period. Specific targets include Australia, Japan and The Middle East. Our path for 2025 is clear.

First, continuing sales growth with a mix that is most favorable with our margin goals. Second, implementation of the sustainable growth plan to reduce cost in all areas of the business Third, we need to maintain our reduction expenses from a full year post integration and no new large government policy initiatives or major R and D programs. And fourth, reduction in our loss each quarter in 2025 and at or below $1,000,000 in Q4. This progress in 2025 and subsequent path for 2026 is a tipping point for the company for long term financial health that was built off the investments and successes in 2024. We look forward to presenting our results each quarter Thank you for your time today. I'd now like to open the call for any questions. Operator? Thank you. Now begin the question and answer session. And today's first question comes from Yale Jen at Laidlaw and Company. Please go ahead. [indiscernible] Good morning and thanks for taking the questions and Larry do a job. Congrats on the best wishes for things after rework. Last work. And my first question is that for the 2025 guidance, how do you see the growth of each component And is the guidance generally more conservative or you think that's okay?

So that's my first question. Then I have a follow-up.

Yes.

Hi, Yol. This is Mike Wallace.

I'd say for the most part, the guidance is reflects across the board growth across our three major product lines, ReWalk, [indiscernible] and the MYO Cycles. In general, I'd have to say that the the contribution is relatively consistent in terms of the three areas that the mile cycles are the smallest contributor right now to our revenue and probably going to show the biggest percentage growth because of this expanded distribution agreement. We're going to see but we will definitely see growth in the other two product lines as well. Probably because of the sustainable growth strategy that we've taken, we tried to strike a little bit more of a balance between the top line growth and applying more spending discipline Given that the spending was heavily oriented around driving the growth in the WeWalk business, I'd say that the growth in ReWalk is going to be concentrated more heavily on of the segments of the business where we think we're going to get paid more quickly. And where we're going to have higher return and lower resource sorry, resource consumption. So but in general, I would say across the board, we're seeing growth in all three product lines.

And I think it will be more more profitable and more efficient growth from those three product lines.

Okay, great. That's very helpful. Maybe just one follow-up here. Which is for the CoreLife partnership, you just two days ago. The question is that what do you think the impact of that may have on the worker compensation part It's just to increase the process reduce the cost or maybe even increase the lead? I just want to see any kind of sort of quantifier is there any quantifiable way to look at this partnership in terms of the benefits? And thanks.

Yes. This is Larry. Thank you. The Coraly program for us was very important because historically we had limited access to this really important and attractive segment. And given their size and scope, they have great depth and experience in treating and working for this population. So it's a great opportunity for us to have a much larger conduit into workers' compensation.

And they also can process these very efficiently. So we don't have the expense of that. And we have been paid in reasonable cycle. They're probably a thirty to forty five day payer. Overall, the workmans' compensation market is about 6% of all spinal cord injuries, and it's a group we didn't have access to. So we're very excited about this agreement and to get underway.

Okay. Maybe just attach one more question that I remember the prior rework to be introduced this year. Would that still be the goal for this year? And any colors on that as well? Thanks.

We believe it will be a go for this year. We're ready with the product. It's been through all testing. The final submission after some questions from the FDA and one of the rounds were all completed. So that submission went in early in this quarter. And we anticipate our clearance sometime in the first half of this year. So that next generation product, our seventh generation, we're proud of that. Should be on the market sometime this year. We would hope no later than midyear.

Okay, great. Thanks again. Congrats on [indiscernible] Thank you.

Thank you. And our next question today comes from Ben Haynor with Lake Street Capital Markets. Good morning, guys. Thanks for taking the questions.

Just going back to the revenue guidance and some of the recent announcements, the core lighting ones, the mile in mile cycle being another, Is there much factored in to the revenue guidance from those recent announcements or what's the right way to think about those?

I think Mike and I both address it a little bit. I'll start We have factored them in, but we factored them in conservatively. Because with CoreLife, it's a new arrangement for them and for us. But we think it has very good potential growth for us over the course of this year.

And particularly as we go into future years. And on the Mylan one, we've sold that product for years, but we've been very limited where we could go with it. And it has been a great partnership for us with that product. And by having access to sell in all of the places in the clinics where we're trying to place units, we now have the rights to go and sell to the people in those clinics at home. Is a bigger market, 80% of the market is home, about 20% of these clinic So we believe there's growth in both those areas as Mike what he related expect growth in all of them. We will learn how fast the uptake is for each of them as we go. Yes. Hi, Ben. This is Mike. Yes, I would just echo Larry's comments to say too that the for the workers' comp market, we have historically had some access, but very limited access in that marketplace.

And pardon me everyone, it does appear that we have lost our speaker connection.

Please standby. We will reconnect our line here momentarily and we will get the call back underway. Thank you.

And everyone, we have reconnected our speaker location. Please proceed.

Hi, everyone. Sorry about that. We somehow got this disconnected. We apologize for the delay. I believe we were responding to Ben's question about the two contracts. Was just going to add that the workers' compensation to echo what Larry was saying, workers' compensation market is a very attractive segment for us. It's one where we've had limited access in the past. But through this core life, agreement, we have the conduit now into a much higher volume of broker's compensation cases And from a standpoint of the economics of it, it is attractive be able to have these all these cases processed on our behalf by Poor Life. So we don't need to have the the expense and the resources necessary to have the clones processed. By us internally. So looking forward to that. And then again, on the myoCycle side, the whole market is 4x the size of the facility based market where we've historically been operating. So this gives us an opportunity for a much wider more greater penetration of the overall FAS by market.

Got it. That's helpful. And then on the in the prepared remarks, you mentioned patient attrition for ReWalk. Is there anything specific that you can point to there? I mean, is it the appeals process Is it the patients weren't suitable? Anything that any common denominators there? Or is it just kind of what you expect?

I'll pick those up a little bit. They were it was a combination of seasonal You're going into a period where the clinics are maybe a little more busy around the holidays and trying to get things in. So some users didn't come. And a few of the others, these were essentially deferrals. They weren't necessarily loss patients. But patients who either got didn't feel well the day that they were supposed to come in or had some other minor issue that they had to wait until it was settled. So they were just deferrals that are not unusual in this particular patient population. For some of the challenges they face. [indiscernible] I think we're sort of learning that there's probably going to be some as the volumes build in that business, that product line, there's probably going to be a fair degree of seasonality in the fourth quarter because of those factors that Larry cited, just the availability of clinic time and the fact that over the holidays, you've got several sets of holidays where [indiscernible] Sorry, we're getting a lot of feedback. Sorry about that guys. [indiscernible] Thank you. Our next question comes from Swayampakula Ramiq with H. C. Wainwright.

Please go ahead.

Thank you. Good morning, Larry and Mike.

And Larry, congratulations on your retirement.

And you as a true marathon runner have been putting in steady energy behind Lifeward and have certainly gotten to the company to a sustainable growth state. So congratulations on that end as well. And I'm sure I'll be seeing your own in the industry So in terms of questions or my questions on on the quarter and the year. So based on your experience, with the reimbursements from the Medicare programs, So what are the learnings that you have gotten so far? And do you think the cycle, the reimbursement cycle is smooth as of now? And how are you taking this information in your to the private players when you're discussing for reimbursement from them?

Okay. What we learned that the cycle with the Medicare groups It's been a little longer than we expected. As they learn this particular industry and product line, and we anticipate that cycle will shorten I think sometimes we've given the metrics of numbers of days that this takes. And we are looking to cut that down as much as we can. What we have done with the Medicare, it has been a baseline, which has been helpful with us as we go to the private because generally and the commercial payers the quality of the package that we have to put together is extensive. So we're finding with CNS, for example, with work with COP patients as comparison is one of the private groups. We have more than an update for everything they need and they're processing more quickly. On the commercial side. We anticipate over time CMS will get more efficient and effective as they know the products. And I think on the commercial side, that path seems to be a little bit shorter.

Okay.

And then I know few of the commentators have already asked you questions on the workers' comp side of the business. But my question is a little bit on the strategy. I know you always had this part of the business segment, but it looks like your getting to put more resources behind it in terms trying to get these transactions done Is this more of a long term strategy so that you can buttress any losses from from how the federal government is trying to access expenses And so there's a potential for loss on the Medicare side. Is that Is that part of the strategy here? Or is this natural progression of the market itself that that you have eligibility to Yes. This is it's not a reaction though. To federal government pieces. We still see those as working in our favor. It's really driven by opportunity. And having a portfolio of products where two of them are now accretive to the business allows us to build the business in a good way and in an efficient way. The field team and organization we have we've been able to leverage a lot of that with the three product lines.

And the ability to grow both of those through the expanded agreement with Mylan because it's a product that's fabulous and we believe we're bringing much bigger resources than they have the ability to do. So we will be able to grow it, which will benefit both us and Mylan. And on the Altra G side, we are seeing the market recover and we are also seeing that we had to change the structure to go after these national accounts and many of the chains when historically it's been sold by individual cases. So by resourcing that, we believe we get that business on the track. We expected it to be as an accretive part of the company. To help get us to profitability. And combining the three product lines are is the quickest and most effective path for this company to get to breakeven.

Thank you. Thanks for taking all my questions and Thank you, RK.

And we do have a follow-up from Yale Jen at Leilah and Company. Please go ahead.

Good. Hi, Yale. Hi. Thanks for taking up the follow-up question. Just quick one here. Firstly, in terms of the CoreLife collaborations, what's the term of the deal in terms of that as well as that in terms of the one with the Marlins that you will be able to get to the home side of the home use side of the business, which is much larger but would that also increase your marketing expense or to fully sort of leverage or explore that?

And thanks.

Well, the scope of the Core Lifeward initially is strictly with the ReWalk workers' compensation.

And given their size and their depth of connection, they're going places we can't go, but it certainly will not increase our marketing expenses as we'll just be using materials directly and we will no longer be having to [indiscernible] because they'll be taking that on. They are an extensive national network in just about every major area of the country for workers' compensation. And they already have those relationships. So it's really going to be much more efficient for us And the way the contract has worked, it's much more favorable to financially, we believe, than trying to do it ourselves.

Would they also get certain profits or under compensation Otherwise, it will go to you guys beforehand?

They will well, the processing with them is going to be more efficient with them because they have extensive they have these large groups already in place. And the economics of it, we're quite happy with the go through the details of it, but we find this it is a more profitable segment for us overall particularly when you look over the five year life of the product, as we see a focus with those groups and a willingness to pay for the things that are required to service and take care of the warranty of the product over a five year cycle. So it's a favorable financial outcome both for us and for CoreLife.

And just the internal model that would the expanded with the product offer with a much [indiscernible] would that increase your sort of marketing or sales expense?

It will not increase sales or marketing expense. It will increase our revenue.

Okay.

That's good. Yes.

It's a greatly simplified business model to work through CoreLife as opposed to doing it ourselves, as Ari mentioned. So the economics are are consistent, if not better than doing it ourselves.

Okay, great. That's very helpful. Again, thanks for taking my follow-up questions.

Thank you. We appreciate it.

Thank you. And this concludes the question and answer session. I'd like to turn the call back over to Larry Cinski for closing remarks. Mr. Kaczynski, do you have any closing remarks?

Yes. Thank you, everybody. And what I'd like to do is close a little bit on the 2025 plans. In particular, our 2025 sustainable growth plan, it strikes a balance between top line growth and spending discipline. And we believe that's what's needed in this segment at this point. We will be more selective in the growth we're seeking. We'll prioritize our investments to generate revenue that's higher margin. And using lower resources as examples of what we talked about with CoreLife. And as we develop the ReWalk marker market further, and establish more third party relationships with the centers, we will reaccelerate our investments there to stimulate higher more efficient growth in the future. So we believe this is the right path where ReWalk is today. In the short term, why this means a little less top line growth it measures into better bottom line performance, which is our key goal for this year. With that, I thank everybody for joining us today and I really do look forward to be able to present the results of what we have set out in the next quarter and the following quarters.

Thanks.

Thank you, sir. This concludes today's conference call.

We thank you all for attending today's presentation.

May now disconnect your Lifeward have a wonderful day. [indiscernible]