Latest news with #KateMcLean
Business Wire
29-04-2025
- Health
- Business Wire
Evvy Partners with Leading Fertility Clinics to Launch Landmark Study Uncovering the Role of the Vaginal Microbiome in IVF Outcomes
NEW YORK--(BUSINESS WIRE)--Evvy, a pioneering women's health startup focused on the vaginal microbiome, today announced the launch of a landmark clinical study exploring the link between the vaginal microbiome and in vitro fertilization (IVF) outcomes. This will be the first-ever study using a validated, commercially available vaginal microbiome test to uncover potential microbial markers linked to IVF success. The study was designed in collaboration with leading fertility doctors including Dr. David Sable (Life Sciences), Dr. Peter Klatsky (Spring Fertility), Dr. Sara Vaughn (HRC Fertility), and Dr. Eduardo Hariton (Reproductive Science Center), alongside Evvy's Chief Science Officer, Pita Navarro, and Chief Medical Officer, Dr. Kate McLean. Together, they aim to identify the specific vaginal markers associated with IVF outcomes. The study is already live with multiple clinics across the country with significant interest from fertility clinics and research institutions to join. Clinics or researchers interested in becoming study sites are encouraged to reach out to participate in this growing collaborative effort to advance the science of fertility. 'Despite doing everything 'right,' many IVF patients still face heartbreaking failures without clear explanations,' says Dr. Kate McLean, Chief Medical Officer at Evvy. 'This study could fundamentally enhance our understanding of why some cycles fail — and unlock a new, proactive tool for patients and providers to improve outcomes.' With roughly 1 in 8 couples facing infertility and average IVF success rates remaining around 30–40% per cycle, there's a clear and urgent need for more predictive and preventive insights in fertility care. While early research has linked vaginal microbiome disruptions to IVF failure, recurrent pregnancy loss, and preterm birth, those insights have yet to be translated into clinical practice at scale. With this study, Evvy hopes to leverage their unique testing and data platform to finally bridge the gap between research and patient care — providing answers where they didn't previously exist. Evvy's test is CLIA, CAP, and CLEP certified, and validation of the test methodology was published in the peer-reviewed Diagnostics journal. The test can detect 700+ microbes from a single, at-home swab. Through Evvy's platform, they've built the world's largest dataset on the vaginal microbiome and created a proprietary database with hundreds of novel genomes. Through this proprietary platform, Evvy is uniquely positioned to map key microbial signatures to clinical outcomes. 'Despite decades of progress in reproductive medicine, there's still so much we're learning about the underlying biology that contributes to IVF outcomes,' says Pita Navarro, Co-Founder and Chief Science Officer of Evvy. 'The vaginal microbiome has been consistently overlooked in fertility research, even as evidence grows around its role in reproductive outcomes. With this study, we hope to generate new insights that deepen our understanding and lay the scientific foundation for future tools to help doctors and their patients make more personalized, informed decisions about care.' The launch of this study builds on Evvy's recent release of fertility-focused insights, which enable users to assess and improve their vaginal microbiome before trying to conceive, undergoing IVF, or exploring causes of unexplained infertility. The company aims to build solutions based on what science already knows—and do the research where it has been overlooked. This study is the first of many in Evvy's pipeline to validate the power of vaginal microbiome testing in predicting a variety of women's health outcomes throughout the lifespan. About Evvy Evvy is closing the gender health gap through novel biomarker discovery in the vaginal microbiome. Evvy's groundbreaking Vaginal Health Test is the world's only certified, peer-reviewed vaginal microbiome test to uncover 700+ microbes with a single, at-home swab. Combined with precision treatment pathways and 1-1 coaching, Evvy provides over 50,000 women with data-driven, personalized healthcare for vaginal infections, fertility, menopause, and more. Evvy has built the world's largest dataset on the vaginal microbiome, and they are pioneering novel research to transform female health outcomes.
The Australian
21-04-2025
- Business
- The Australian
Three ways CFOs can drive value for the business
The role of CFO has grown exponentially in recent years. While traditional CFO roles may have focused on being the gatekeeper and scorekeeper, the exponential CFO helps set the vision, advises on strategy and steers execution. If one part of this growing role stands out from the rest, it is enterprise value creation. Creating value isn't straightforward. With investors, partners, employees, customers and other stakeholders all placing their own demands on a business, making decisions to drive enterprise value involves deftly managing trade-offs and tensions across a broad range of risks and rewards. That's why the risk-balanced, capital-informed perspective that CFOs can bring is crucial for pushing through uncertainty and paralysis to unlock the most optimum path forward. But what does this path actually look like? Deloitte's recent The CFO Value as a Value Driver report suggests the top value levers for CFOs include managing cash and capital, shaping the cost curve, and accelerating growth. Independently valuable, these three priorities can also reinforce one another in a dynamic interplay that boosts value creation. Accelerate Growth When it comes to increasing the pace of growth, simply going 'bigger' isn't the whole answer. It requires a careful assessment of the organisation's priorities, willingness to absorb costs, and go-to-market practices, alongside a clear view on where the growth opportunities exist. Those opportunities can come in different forms. Business model transformations, for example, can boost efficiency and resiliency while capitalising on product or market synergies. Channel optimisation can help develop a more loyal customer base by creating better interactions and richer experiences. Kate McLean is Finance Transformation Leader, Deloitte Australia Entering new markets can be risky, but the risk can be minimised through a joint venture — particularly if the JV links previously unlinked sectors, meaning the potential for growth is high. Meanwhile, product diversification can not only help grow the top line, but also insulate against downturns or losses in existing lines. No matter what path is taken, all growth opportunities have flow-on effects on the other two value levers: growth changes the cost base and can free up or tie up capital. CFOs need to be able to see all sides of the equation and keep things in balance to achieve the best outcome. Shape the Cost Curve One practical example of this is the way a CFO approaches cost cutting. It's common for CFOs to be instructed by their CEO to focus on managing and reducing cost, but the way that's done can have consequences on capital flexibility. As part of a value creation agenda, some CFOS may need to shift their thinking from 'taking costs out' to 'keeping costs out'. Rather than making sporadic cuts in the moment, the organisation should tighten up visibility, supplier terms and technology commitments to pursue sustainable, structural change. However, making diligent and structural cost reductions brings its own challenges. When it's clear on the page that different operational areas need to be trimmed differently, it may feel 'unfair' to some around the table. Stature and buy-in are needed to make those decisions with authority. A CFO who establishes and manages expectations while using leadership and communication to embed them across the enterprise can instil permanent discipline that may even last longer than their tenure at the company. Manage Cash and Capital The connection between costs, growth, and capital is clear: it's the deployment of capital that fuels growth. But the resources you have are only as valuable as the uses you put them to. Every line-of-business leader in an organisation wants more capital investment to grow, and each one can usually argue a good case in their favour. CFOs need the ability to weigh a limited capital pool against unlimited demand to assess where returns will likely be the greatest. CFOs should develop a value-centred rational framework aligned with enterprise strategy-guided investment decisions over a one-off, in the moment approach. Long-term aims should be balanced with short-term objectives using a 'portfolio-like' approach that groups investments to match priorities. This can help CFOs detach capital decisions from the annual treadmill, making capital investment a focus of constant attention and decision-making rather than a big yearly number that no one can question or change. This approach can also improve communication to capital markets and investors by providing them with more granular detail in forward-looking guidance about investment and return on equity. Another option is to allocate investment in accordance with strategic goals, one at a time. Doing things across the board may be simple to administer, but also may overlook areas of growing or diminishing need. By recognising and managing the interplay between accelerating growth, shaping the cost curve, and managing cash and capital, CFOs will play a crucial role in driving value at their organisations. But although CFOs are expected to do more and more in this area, it's not something they can do alone. CFOs will need the buy-in and collaboration of the C-suite, the finance function, and the broader business to succeed. This means establishing themselves as trusted leaders with strong people management skills and a compelling vision for where they want to help take the company, and how. Kate McLean is Finance Transformation Leader, Deloitte Australia. - Disclaimer This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. 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