Stock $103 to $77 under Geoff

anonymous

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The stock price was $103.55 in April 2020 when Geoff took over.

The stock price is $77 dollars July 2024.

Where is the money? Why are the board and shareholders putting up with this.

Vote of no confidence please!

How Geoff? Karen must have had enough. Everyone else has too!
 












Terrible stock performance under GM. No bottom in sight! Likely heading to $60 range in next 3-6 months.. As Ken Washington stated invest in companies Medtronic is partnering with like Amazon, Nvidia, and Microsoft. 15% ESPP discount isn’t worth your time and money when you have to hold for 2 years.
 






The company announced a stock buy back a few months ago. Does the company purchase its own stock back with that 15% ESPP discount? Meaning, is it buying its own stock back at 15% off the current years lowest price (a much lower price than market). Is the board pocketing the difference? Maybe that is where all the money is disappearing.

Medtronic has half the market cap as Abbott and way less market cap than BSX.

Time to stop calling this turd an industry leader.
 












GM has spent billions in the past 3 years on stock buybacks, yet the MDT share price continued to decline. It's finally beginning to rise again, after 5-6 decent quarters thanks to big gains in Diabetes, CV & Neuro. But updates on Hugo are sparse. That continues to be a drag on the stock's performance.

Would anyone be surprised if GM convinced the board to spin off the legacy Covidien units in the not-distant future? Stranger things have happened.
 






GM has spent billions in the past 3 years on stock buybacks, yet the MDT share price continued to decline. It's finally beginning to rise again, after 5-6 decent quarters thanks to big gains in Diabetes, CV & Neuro. But updates on Hugo are sparse. That continues to be a drag on the stock's performance.

Would anyone be surprised if GM convinced the board to spin off the legacy Covidien units in the not-distant future? Stranger things have happened.
You must be new here.
 






From personal experience this totally tracks. The integration office at MDT had hundreds of millions of "guaranteed" synergies and cost savings, they claimed more than they even promised the street. They realized almost none of it. This is Geoffs legacy.

From Linkedin:

"In Jan 2015 hashtag#Medtronic completed its acquisition of hashtag#Covidien for $43B. The acquisition received a lot of media attention as it was the biggest MedTech acquisition ever. At the time Medtronic had 50,000 employees and Covidien had 40,000 employees, which made the hashtag#acquisition more like a hashtag#merger. The acquisition brought with itself a lot of cultural challenges, but for the purpose of this post, I will focus mainly on its impact on the economics of Medtronic.

Impact on Revenue

Prior to the acquisition, in years 2013, Covidien reported $10.2B and Medtronic reported $16.6B in annual hashtag#revenue. Following the acquisition Medtronic’s revenue almost doubled, reaching $29B in 2016, making it the world’s largest medical device company by revenue. However, beyond the initial increase, its revenue remained mostly the same.

Impact on Earnings

Many saw the acquisition dilutive as Medtronic had much better hashtag#margins compared to Covidien (i.e. 25% Profit Margin vs 15%). In year 2013, Covidien reported $1.6B and Medtronic reported $3.5B in hashtag#earnings. The expectations were that following the merger Medtronic’s earning would go well above $5B especially given that leadership spoke a lot about creating synergy between the two entities. However, following the acquisition, despite Medtronic’s revenue doubling, its earnings remained flat. In other words, the company traded profit margin for higher revenue.

Tax Play

Tax played a big role in this acquisition. Medtronic, which was an American company, used this acquisition as an opportunity to relocate its legal location to Ireland to reduce its tax rate. The move received a lot of criticism, including some from existing shareholders and employees that were forced to pay capital gain. But in the end, it should have allowed Medtronic to pay less income tax and increase its earnings even further. Something that did not happen, as Medtronic only managed to keep its original earnings and Covidien earnings were mostly lost in the process.

Impact on Market Cap

There is always a very high correlation between company earnings and its valuation/market cap. This is mainly because hashtag#valuation is done by looking at a company’s potential future earnings. Following the acquisition Medtronic market cap started to rise as it signaled that it would generate higher earnings in coming years. By 2021 Medtronic’s market cap reached $180B. But as the time went by it became clear that higher earnings are not going to materialize. Consequently, its market cap started to decline. Today, Medtronic’s market cap is close to what it was prior to the acquisition i.e. $100B.

It will be interesting to see if Medtronic can turn this around in coming years, perhaps by focusing on restoring its margins. Another potential strategy for the company could be to spin off parts of its business to improve its overall economics."
 






So in other words, get rid of the covidien shit show Geoff orchestrated purchasing, return to legacy MDT and we are a more valuable company. In the meantime the GE boys each plundered over $100mm in comp to run the largest shitshow in medtech.

This should be a harvard case study and the ge boys should go to jail.
 






Medtronic's acquisition of Covidien closed nearly 10 years ago. Geoff Martha, the principal architect of the acquisition, has been Medtronic's CEO for nearly 5 years. A new Harvard Business School case study could prove to be quite informative.

There is no question that Mr. Martha and his executive team have failed in nearly every measure of management performance. The company has had numerous product recalls and regulatory actions, has lost market share with anemic reported revenue growth, and has seen profitability and return on investment decline. Employee morale is low with high turnover and low satisfaction scores. The company is losing in product innovation, and customers are defecting to competitors. Mr. Martha and his team have disappointed all of their stakeholders including customers, employees, communities, shareholders, and ultimately the patients that rely on Medtronic to provide high-quality products to alleviate pain, restore health, and extend life.

A new case study should ask the following questions:
1. How did the Covidien acquisition go wrong?
2. How much responsibility for Medtronic's current predicament is attributable to former CEO Omar Ishrak and the Covidien acquisition?
3. What management failures are directly attributable to Mr. Martha's leadership?
4. How has Medtronic's Board of Directors allowed Mr. Martha and his executive team to continue in their roles this long given the obvious leadership problems?
5. How much responsibility does the Board of Directors bear for the company's numerous failures over the past 10 years? (note that 3 board members are ex-GE).
6. What actions should be taken to salvage the company?
(a) Replace Mr. Martha and his executive team with more capable leaders?
(b) Replace the Board of Directors?
(c) Sell Medtronic to a company with a more capable management team?
(d) Break up the company and sell it off the pieces?
(e) Continue as is until Mr. Martha's "transformation" is complete?

Bill George, former Medtronic CEO, and his HBS colleagues have written several case studies of Medtronic. It seems a new study examining this fiasco is long overdue.
 






Medtronic's acquisition of Covidien closed nearly 10 years ago. Geoff Martha, the principal architect of the acquisition, has been Medtronic's CEO for nearly 5 years. A new Harvard Business School case study could prove to be quite informative.

There is no question that Mr. Martha and his executive team have failed in nearly every measure of management performance. The company has had numerous product recalls and regulatory actions, has lost market share with anemic reported revenue growth, and has seen profitability and return on investment decline. Employee morale is low with high turnover and low satisfaction scores. The company is losing in product innovation, and customers are defecting to competitors. Mr. Martha and his team have disappointed all of their stakeholders including customers, employees, communities, shareholders, and ultimately the patients that rely on Medtronic to provide high-quality products to alleviate pain, restore health, and extend life.

A new case study should ask the following questions:
1. How did the Covidien acquisition go wrong?
2. How much responsibility for Medtronic's current predicament is attributable to former CEO Omar Ishrak and the Covidien acquisition?
3. What management failures are directly attributable to Mr. Martha's leadership?
4. How has Medtronic's Board of Directors allowed Mr. Martha and his executive team to continue in their roles this long given the obvious leadership problems?
5. How much responsibility does the Board of Directors bear for the company's numerous failures over the past 10 years? (note that 3 board members are ex-GE).
6. What actions should be taken to salvage the company?
(a) Replace Mr. Martha and his executive team with more capable leaders?
(b) Replace the Board of Directors?
(c) Sell Medtronic to a company with a more capable management team?
(d) Break up the company and sell it off the pieces?
(e) Continue as is until Mr. Martha's "transformation" is complete?

Bill George, former Medtronic CEO, and his HBS colleagues have written several case studies of Medtronic. It seems a new study examining this fiasco is long overdue.
Geoff has driven off a lot of talented leaders who he considered insufficiently deferential, or people he needed to take the fall for some poor quarterly performance. Anyone who comes in isn't just changing course, the need to rebuild the talent pipeline, convince the key people to stay, and lure stellar leaders from other med tech companies (not the grab bag of industries Geoff is so proud to have hired from) to get Medtronic back on the path to being the leader it was prior to Geoffs tenure as CEO.