Myoaligner Advisor Meeting Summary and Action Plan

Executive Summary

The meeting focused on improving Myoaligner’s financial reporting, cash-flow discipline, sales tracking, event strategy, investor readiness, and brand presentation.

Tom and John were very positive about the work already completed. They validated the value of the 13-week cash flow model, the dashboard, the scenario builder, and the company’s ability to build strong internal systems without relying heavily on outside vendors.

Their main recommendation was not to add more complexity. The next step is to simplify, organize, document, and use the tools consistently.

The 13-week rolling cash flow should become the company’s main weekly operating tool. Actuals from QuickBooks need to be entered consistently, reviewed against forecast, and used to identify cash risk before it becomes a problem.

The dashboard should be easier to read quickly. The most important numbers should be cash on hand, Week 13 ending cash, cash in, cash out, net cash flow, and runway. Variance is useful, but it should support the cash story rather than dominate the report.

The company also needs to add AR aging, AP aging, and balance sheet review to the financial package. Tom emphasized that these should become the minimum items reviewed during monthly financial calls.

The scenario builder is a valuable strategic tool. Tom viewed it as useful for investor presentations, acquisition discussions, margin modeling, cost-reduction planning, and valuation storytelling. It should be included in the main financial workbook or shared repository.

The sales system needs clearer KPIs. Tama’s performance should be measured through leads, follow-ups, onboardings, active doctors, device orders, repeat orders, conversion rate, and revenue. Dr. M should provide structured feedback so the company can measure whether Tama is increasing opportunity and revenue.

The event strategy is promising, especially for conferences like AACD and AHS Palooza. However, each event needs a clear ROI model showing event cost, dentist exposure, lead capture, onboarding conversion, device orders, and expected long-term value.

Tom and John also emphasized that Myoaligner should continue focusing on device sales as the core business. Onboarding, education, BiteCircle, and events are valuable, but they should support the main goal: increasing active providers and device volume.

Brand presentation matters. The company should look coordinated, professional, and acquisition-ready at events. Packaging, booth design, uniforms, SOPs, and investor materials should all communicate maturity and consistency.

Overall, the advisors were impressed. The company has strong systems, strong strategic thinking, and strong internal execution. The next stage is to make everything simpler, more measurable, more repeatable, and easier for investors, advisors, dentists, and buyers to understand.

Immediate Action Items

Fix the Amex wording throughout the reports. The 28% item should be clearly described as manufacturing cost paid by Amex, not interest.

Complete the structural integrity test and data validation before sending the PDFs.

Send the updated PDF reports to Tom and John after validation is complete.

Update the dashboard so Week 13 ending cash, runway, cash in, cash out, and net cash flow are the most visible numbers.

Make variance less visually dominant. Keep it in the report, but position it as supporting information.

Add AR aging to the workbook.

Add AP aging to the workbook.

Add balance sheet review to the regular financial review package.

Create a low-cash-week analysis sheet that automatically flags weeks with tight or negative projected cash.

Add recommendations for low-cash weeks, such as pulling AR forward, delaying AP, shifting expense timing, or adjusting payment schedules.

Create a simplified “John-friendly” financial summary that is one to two pages only.

Include only the most important numbers in the simplified version: forecast, actual, cash position, runway, sales performance, and major red flags.

Add the scenario builder into the main workbook or shared financial repository.

Use the scenario builder to show current-state versus future-state economics.

Show how lower design and manufacturing costs improve gross profit, net operating income, and valuation.

Create a formal monthly financial review structure.

The monthly financial review should include 13-week cash flow, AR aging, AP aging, balance sheet, forecast versus actual, sales KPIs, and major risks.

Define Tama’s sales KPIs in Zoho.

Track Tama’s leads, follow-ups, onboardings, active doctors, first device orders, repeat orders, conversion rate, and revenue.

Hold regular sales feedback meetings with Tama.

Compare Tama’s performance against the period before she became fully committed to Myoaligner.

Set a clear monthly sales target for onboardings and device orders.

Track onboarded doctors separately from active ordering doctors.

Track the time between onboarding and first device order.

Track repeat ordering behavior after the first case.

Evaluate whether Myoaligner should offer internal financing for onboarding.

Compare internal financing against third-party financing.

Decide whether to publish the three-month no-interest installment option.

Use the Stripe/API installment system as a potential sales tool.

Build a detailed ROI model for every major event.

For each event, track total cost, attendee exposure, lead capture, onboarding conversion, onboarding revenue, downstream device orders, and expected long-term value.

Prioritize AACD and AHS Palooza based on dentist quality, expected conversion, and ROI.

Document event conversion assumptions clearly.

Explain how a dentist moves from exposure to interest, from interest to onboarding, from onboarding to first device order, and from first order to repeat ordering.

Compare buying versus renting booth equipment.

Calculate how many events are needed before purchased booth assets pay for themselves.

Verify each conference’s booth setup rules before buying equipment.

Confirm shipping rules, union labor requirements, setup restrictions, storage rules, and material-handling fees.

Create a standard event dress code.

Use coordinated branded shirts, clean pants, clean shoes, and a consistent professional appearance.

Make sure the team looks professional but still relatable to the dentist audience.

Finalize the branded patient/product packaging.

Finalize FDA and UDI labeling requirements.

Include GS1/UDI barcode, care instructions, required device information, and QR code to patient instructions.

Compare packaging order quantities.

Review 250, 500, and 1,000 unit pricing against cash flow and expected device volume.

Continue building SOPs across the company.

Create SOPs for manufacturing, finance, sales, onboarding, provider support, events, packaging, and compliance.

Create a key-person dependency plan for Sean and Dr. M.

Document Sean’s technical/system role and Dr. M’s clinical/product role.

Estimate the cost and difficulty of replacing each key function.

Simplify investor-facing and provider-facing materials.

Use plain English and remove unnecessary technical complexity.

Have a non-technical reviewer read important materials before they are used externally.

If the reviewer misunderstands the message, simplify the material again.

Keep Myoaligner device sales as the company’s core focus.

Use onboarding, education, events, and BiteCircle to support device growth.

Do not let BiteCircle distract from the near-term priority of increasing active providers and device volume.

Continue lean execution.

Use in-house design, software, AI, and operational systems where they create a cost advantage.

Spend carefully, but invest when the expense clearly improves sales, margin, brand quality, or investor readiness.

Key Strategic Takeaways

The company should operate from cash-flow visibility, not assumptions.

The 13-week cash flow model should be used weekly, not occasionally.

The dashboard should be simple enough for an advisor or investor to understand in seconds.

AR and AP management are critical to preventing cash-flow problems.

The scenario builder is more than an internal tool. It can become a powerful investor and M&A presentation tool.

Cost reduction should be shown visually because it directly improves margin and valuation.

Sales activity needs to be measured with clear targets.

Tama’s success should be measured by actual movement in leads, onboardings, and device orders.

Onboarding revenue is valuable, but the real business value comes from repeat device orders.

Events should be treated as measurable investments, not just marketing activities.

AACD and AHS Palooza may be high-value opportunities, but they must be justified with clear ROI.

The company needs to explain how it turns dentist exposure into active ordering providers.

Myoaligner devices remain the core business.

BiteCircle is a future opportunity and funnel, but not the main short-term growth engine.

Packaging, event presentation, SOPs, and clean reporting all support investor confidence.

The company should look acquisition-ready before any acquisition conversation begins.

Sean and Dr. M are major company assets, but their roles must be documented to reduce key-person risk.

The company’s systems are strong. The next challenge is making them simple, repeatable, and easy for outsiders to understand.

Recommended Weekly Operating Rhythm

Every Friday, Sean and Dr. M should update actuals from QuickBooks.

The 13-week cash flow should be reviewed after actuals are entered.

Any low-cash or negative-cash week should be flagged immediately.

AR aging should be reviewed to identify collections that can be pulled forward.

AP aging should be reviewed to identify payments that can be delayed or rescheduled.

Sales performance should be compared against the monthly target.

Tama’s activity should be reviewed against KPIs.

The dashboard should be updated and ready for advisor review by Monday.

Recommended Monthly Advisor Review

Review the 13-week rolling cash flow.

Review forecast versus actual.

Review cash on hand and Week 13 ending cash.

Review runway.

Review AR aging.

Review AP aging.

Review balance sheet.

Review sales KPIs.

Review active doctors and device orders.

Review onboarding-to-device-order conversion.

Review upcoming event ROI.

Review major risks and corrective actions.

Review any investor-readiness updates.

Final Conclusion

The meeting confirmed that Myoaligner is moving in the right direction. The advisors were impressed with the quality of the tools, the level of preparation, and the company’s ability to build powerful systems internally.

The most important next step is operational discipline. The company should simplify the reporting, enter actuals consistently, track KPIs, measure event ROI, document SOPs, and keep the entire organization focused on device sales.

The company does not need more complexity right now. It needs clarity, consistency, and execution.