Anthony Fernando, President and CEO of Asensus Surgical

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Episode Transcript

(00:01):
iHeart Media Raleigh presents CEOs to Knowwhere we shine a spotlight on decision makers
from all corners of the triangle,showcasing the leaders and companies that drive are
local economy for CEOs to Know.And today I'm honored to sit down with
Anthony Fernando, CEO of a censussurgical who's changing the world with robotics and

(00:23):
helping surgeons around the world. WelcomeAnthony. Tell us all about a census.
Yeah, this is great. Firstoff, I appreciate having me on.
I think you know love to tellyou about a census. So we
do use the robot and there therobots between the surgeon and the patient.
So the robot has manipulators and instrumentsand the surgeon is sitting at a console

(00:45):
instructing the robot and the digital AIsystem what to do, and the robot
is attached to the patient and itperforms the surgery. So it's it's a
lot of tech amazing too. It'samazing, it's a fun thing to do,
and it's a pretty high burden becausethere's a patient, there's a very

(01:06):
high comes at a very high responsibilityfor us to make sure of the quality
and the reliability and the precision thatwe can deliver to the surgeon. So
tell us all about a census,what you do, what you stand for,
and the fact that you're right herein Raleigh. So what we do
is we digitize the interface between thesurgeon and the patient. Because if you

(01:30):
take a step back, you know, historically a surgeon stands next to the
patient and performs the surgery. Butnow there is there's technology, there's a
digital interface that goes in between thesurgeon and the patient. So now the
surgeon can sit down comfortably and deliverthis surgery. So how we do this
is we have a robotic component,then we also have an augmented intelligence and

(01:56):
machine learning component that come together toreally deliver high quality surgery. And why
this is important is, you know, if you look at surgery today,
there's almost two million complications associated withsurgery that happened each year. And we
are all human. Accidents happen,you know, we get tired, fatigue

(02:20):
sets in, and things go wrong. It's nobody's fault, but it's just
how the nature of this high stressenvironment. So we believe that by introducing
robotic technology and augmentary intelligence and machinelearning, we can reduce the variability and
create a digital assistant to a surgeon. Just like navigation, Right, how

(02:44):
often do we get lost? Right? If we get the right address,
you can arrive on time. Youcan tell your destination that you're arriving at
this time and you're going to bepretty accurate. So that's kind of what
we're trying to create for surgery,where we can if we know the disease
state of the patient, we knowthe anatomy of the patient, we can

(03:08):
help the surgeon, you know,augment the surgeon with robotic and digital tools
to deliver you know, predictable outcomesevery time. And this is exciting to
hear because obviously anybody they want youdon't want any mistakes. And so how
are you introducing this to surgeons aroundthe world. Yeah, so it's through

(03:28):
the robotic platform. So we haveone platform that's currently on the market called
this Enhanced Robotic Platform. And thenthe smart box of the digital technology is
called the Intelligent Surgical Unit that plugsinto the robot, works with the camera
system, and we deliver it throughvisualization. So when a surgeons operation,

(03:50):
the surgeon can see inside the abdomenwhat's going on. They can see the
anatomy, the instrumentation. So wekind of give the surge and que saying,
you know, let's take if youwant to take a measurement, fine,
you can take a measurement or puta tag, a pin drop kind
of thing, saying okay, remindme to do this when I come back.

(04:13):
And if you need to do likea no fly zone, you can
put a boundary saying okay, thisis a safe zone. Don't let me,
even by mistake, violate this boundary. So it keeps a surgeon in
the right place. So by againtrying to help the surgeon not worry about
some things but focus on the criticalelements of surgery, which is the patient

(04:34):
and the disease. Because surgeon hasa lot of training, a lot of
experience, So we are enabling thesurgeon to focus on their craft, which
they do really well, and nothave to worry about the ancillary things that
go on in the operating room.And how long has the since's been working
on this technology, because it's notsomething that happens overnight. This has been

(04:56):
a process with testing and yeah,so the enhanced systems probably been in development
I would say close to fifteen years. We entered the US market in two
thousand and eighteen, so it's beena few years. We are in Europe
and Japan and maybe we are globally. We just just a couple of months

(05:17):
ago we completed our ten thousand operation, So it's been great. Yeah,
been growing slowly, but it's reallyexciting to see see the trend now where
do you see a census growing withinthe next five years. Yeah, So
for us, it's really trying tocontinue to build the digital assistant for surgeons

(05:39):
because at the end of the day, our goal is to create a digital
twin of a surgeon so that everyoutcome can be predictable and the quality can
be somewhat assured up front. Soin order to do that, we need
a lot of data. So that'swhat we are working on. We collect

(06:00):
a lot of data when we dosurgery and try to continue to develop our
digital footprints or to speak, insurgery, so we understand all the different
variations in human anatomy and the differentsurgeon techniques. So we are learning every
day from surgeons while we do cases. We are learning from surgeons and then

(06:21):
we are converting that into code andputting it back into our neural network and
then delivering it back to surgeons overtime. So it's a psychle So that's
really what we're focusing on, iscollecting data, learning from the data,
and being able to deliver it backas features to surgeons. Now, have

(06:43):
you had any surgeons that were morehesitant because they were fearful of the AI
and the growth maybe it would taketheir job. Actually, I think the
best example I can give you isthe aviation industry. I mean, planes
could fly by itself, and thatcapability existed for twenty five years, but
still there are two pilots and everyday I want to pilot, I want
to pile it right, So Ithink that kind of thing. I don't

(07:04):
think the surgeon's roles going away.The goal is to say, how can
we improve the surgeon's quality of life. How can we improve the reduce the
cognitive fatigue of the surgeon and thephytical physical fatigue so that we can enhance
the surgeon's careers. Because the morecase surgeries the surgeons do, they get

(07:26):
better and better, right, Soyou want them to get better and you
want to leverage that experience, andat the same time you want to leverage
the up and coming surgeon and makethem a better surgeon faster by providing these
too. So I think surgeons ingeneral have embraced this technology and they want
to be part of creating the future. It's they are techniques that go into

(07:48):
building this database of what good lookslike. We're sitting down with Anthony Fernando,
CEO of a Census Surgical an.How does it fail to be at
the head of a company that ischanging the future. I mean it's great.
It feels really good that we canmake a difference. I mean it
is a real shift. Robotic technologyis not new robotics. You see in

(08:11):
all other industries. Robotics have existedand the robotics have existed even in the
medical surgical field for about twenty years. But still, you know, it's
only like six percent of surgery inthe world gets done using a robot for
various reasons, costs and being havingaccess to the technology. So for us,

(08:33):
I mean, we feel really goodbecause our goal is to try to
democratize surgery by eliminating the cost barriersand also providing these digital tools which will
really drive significant adoption and make iteasier for adoption by surgeons and hospitals,
So it feels really good that wecan do something very different and really see

(08:58):
a direct impact in the patient population. And also the surgeons, who you
know, gravitate towards using technology moreand more, and I know globally this
will benefit surgeons around the world.But here in the Triangle, how is
it a benefit that you're headquartered righthere in Raleigh? So for us,
I think the company originally was foundedin Research Angle Park through some investors and

(09:24):
technology licensing through Duke, so it'sbeen here for a very long time.
I think the biggest draw for usto stay here is the availability of talent.
Even the academic ecosystem in this area, in the broader area is really
nice and it's considered one of thetop places to live, so it's easy

(09:46):
to attract talent to move here.And the more and movi we see the
Googles and the Uppers building big campuses. You know, we're very excited about
that because it brings the types oftalent that we had to go out of
state to bring in, but nowthey're here. So it's it's really a
very nice environment, very highly talentedteam that we have engineers and they are

(10:13):
affiliated with NC State with Duke.We work very closely with surgeons at Duke
and UNC, et cetera. SoI think it's it creates a very nice
ecosystem for us to continue to dothis work. Now, one of the
things as in North Carolina, andyou have to choose your team? Have
you chosen? I know you workwith all of the schools, but if
you had to choose your team,who are you going with? So it's

(10:35):
a tough one because I have myson and my wife who's from Duke.
Okay, I'm a Duke girls,And then I went to I did my
NBA at UNC Okay, So howdid I still kind of have my loyalty
to the other side right despite thepool? So I had to kind of
walk Okay. So when the gamesare playing, when they're playing against each
other, that's a house divided forsure. Okay. Now, speaking about

(10:58):
you personally, how did you getto this because you've been with a company
in different roles and so what advicedo you have for someone that wants to
aspire to be in a similar roleone day? I think it's a you
know, patience is a very importantfactor and hard book you know things.
I think nothing happens overnight. Youneed to put in the time. You
need to learn your trade. Youneed to go deep in what you believe

(11:20):
in and really have a passion forwhat you want to do, and then
be patient. Not not everything worksout the first time. You just need
to keep trying at it over andover again. And and if you're persistent
enough, I think you get towhere you want to go as long as
you you know, you know yourtrade and willing to put in the time.

(11:41):
So it's you're to take a longerview and it's not just a short
term view when it comes to roles, careers, etc. And what do
you say to the younger generation becausea lot of times, even in this
field, they show up and expectto be at the top, and you're
like, well to go through thesteps, Like what do you say to
the person that wants the immediacy?Because the younger generation seems to need the

(12:05):
immediacy. So you had to lookat it career eyes saying, you know,
where do you want to be atthe top of your career? Right?
So do you want to rise tothe top really fast? And then
the rest be uncertain because others aregoing to build more experiences more you know,

(12:28):
relationships and networks and can kind ofhave more sustain sustainance in the longer,
longer term. So it's you know, is it a hundred meter dash
or is it a marathon? Andyou need different strategies to accomplish. But
I think a consistent, longer termapproach is what I advocate for. I

(12:52):
mean, we have these conversations withour team, with peers, with or
sorts of folks quite a lot.But that's that is the you know,
I think at least what I wouldsay to the team. And when you're
speaking to your team, how doyou keep them motivated, because you know
they have so many things being thrownat them in our world personal life.
How do you keep your team motivated? I think it's it's the meaning in

(13:16):
what they do. Right, Soour team they interact with surgeons there in
the operating room in all parts ofthe world, and they can see the
direct connection between what they do andthese all physical things. Right. They
might build something, they'll write somesoftware and they can see the result of

(13:37):
what it does, and several monthslater they'll see it being used in operating
room on a patient, and theyeagerly wait to say, Okay, didn't
go well, how did you go? And I mean that that kind of
satisfaction is really hard to beat,especially when you see what you did in
use. I think that's a hugegratification to see that. So, I
mean, the team sees that wetry to share stories from surgeons who are

(14:03):
quite frequent and there's a lot ofinteraction between the team and surgeons, whether
it's in a hospital setting all inthe office, because we have folks come
in and work alongside us quite abit, so that I think that that's
those are the kinds of folks wetend to attract and right kind of keep
keep engaged. Now, what doyou want to say to the person that

(14:26):
maybe wants to work with you ata census They're like, I'm interested,
this sounds amazing, this would bethe career that I want to take.
What do you want to say tothat person? I think I'd say it's
a very exciting space. Medical technologyis not going away. There's a lot
of opportunity in the medical medical fieldand it. But however, you know,
when you're looking at all the internetkind of tech world and the medical

(14:50):
device tech, it's a different pace, right, The medical tech pace.
It takes much longer because it's notjust about building something and showing it up
to go through the regulatory approvers andgo through FDA, and it's a long
process. But I think if it'sif you're looking for something really high tech
and fulfilling and purposeful and have thepatients, then definitely, I think there's

(15:16):
a lot of opportunity in the medtechside. And even at Census, you
know, we make sure that anybodywho's interested, we explain to them who
we are, what we do,and make sure that it's appropriate fit for
the person, because things don't happenovernight. It's it's not it's not like

(15:37):
consumer electronics where you actually see instantaneousadoption or not. And you've said purpose
and meaning a lot. So whowas someone that influenced you and your path?
I think that I couldn't just sayone person, but I just a
lot of trends in industry that youcan point to, right, you know,

(15:58):
just look at robotics, for example, robotics in automotive or industrial or
wherever you see trends. You seewhen technology or robotics got adapted, quality
improved, efficiency went up, andcost went down. So you see the
pattern and you're like, okay,you know that robotics got invented, put

(16:18):
in practice and it worked. Sonow you're looking at it saying, okay,
how can that be translated into medicaland surgery in order to make it
better? So and that's one side. Then you look at you know,
the artificial intelligence technology and all thefolks who are pioneering that work, you
know, meaningfully augmenting the intelligence ofthe human brain. So now for us,

(16:45):
for myself, I'm saying, okay, if that can be done in
everyday life, how can we bringa branch of it into what we are
doing to help surge? And soit's hard to say it's one person,
but it's in general. I've beenvery fortunate to come across and worked with
mentors who I've learned about working withpeople, about being purposeful, meaning for

(17:14):
doing meaningful work, and others whoI've learned a lot from the technology side,
and had the opportunity to work inAsia in Europe, you know,
spent significant amounts of time. Soit's a network. It's it's not just
right in individual effort. And themedical industry is a small family, just

(17:36):
like radio. And of course you'redoing something really special at a census,
but there are other companies maybe doingsomething similar. So what do you say
and how do you protect your brandif one of the researchers says, hey,
I want to go to a competingcompany that may be doing something similar.
I mean, the medtech industry isa very small industry. Yes,
everybody knows everybody. And again,we partner with a lot of other companies

(17:57):
too. It's not just our technology. We partner with several other met tech
companies to bring their instruments and adapttheir tools and things like that. So
it's a it's a it's a prettyclose knit community. And I think you
know, folks move around companies aswell, which I think is fine.
But I think the goal is tobe respectful in how you do it because

(18:21):
each company invests a lot in theirintellectual property and trade secrets, et cetera.
And I think as long as yourespect that and make sure you don't
kind of violate that, I think, you know, the chances are everybody
wants folks to do well, andwhether it's with us, so we're at
a different company, because you neverknow, things turn around. We've we've

(18:45):
had several folks over the last tenplus years who did very well, but
then said hey, there's this otheropportunity and another company, and they left
and a few years later they've comeback saying, you know, we kind
of it was good, great experience. We learned a lot, and now
I think, you know, giventhis opportunity I saw with you guys,

(19:07):
you know, maybe something that wecan do more. So, I mean
it's it's trying to be respectful ofthe people who work with and the company's
assets, and what is the bestway to get a hold of you if
maybe people have questions or the company. Yeah, I think for a company,
probably website and LinkedIn probably the bestbest way to get in touch with

(19:30):
us. You know, we try. We have a lot of folks locally
who are very involved at NC Statethrough adjunct positions. We do a lot
of we do tech ten twelve internseach year, which or majority come from
local universities. So I would say, you know, we have a pretty

(19:52):
good presence on LinkedIn and also throughour website or census dot com. It's
probably the bes way to get intouch, which is great. When I
was checking out the website, Iwas like, it kind of looks like
they're playing video games, doing theseamazing things through robotics. It's amazing a
technology now it is. It's reallyexciting to see it change. You know,
it was going from instruments, handtools, then robots, and now

(20:15):
comes the whole digital wave right tolayer on top of the robot. It's
really changing how things are done.And we don't want to simplify to be
a robot video game, but youcan draw parallels to that. It's it's
getting pretty close to that. It'samazing. A very serious note. And
then before we go, what's yourfavorite restaurant here in the area? Can
you narrow it down? Probably Iwould say fifty four. Oh yeah,

(20:38):
that's great. Yeah, that's agood one. It's been a pretty good
stop for us. Well, thankyou so much for joining today. Thank
you, Erica, it's been apleasure. Having CEOs to Know is a
production of iHeartMedia Roy to hear interviewswith other local business leaders, visit CEOs
to Know dot com.