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Professional Football Player Ryan Jensen To Serve As Spokesperson for Bleep LLC’s DreamPort® Sleep Apnea Solution
CHAPEL HILL, N.C. (PRWEB) August 27, 2020 — Bleep LLC, maker of the DreamPort mask-less CPAP solution, announced today that Ryan Jensen, professional football player and sleep apnea patient, is the company’s new spokesperson. “In my line of work, a good night of sleep is critical to success on the football field. So, when I found the Bleep DreamPort it was a Bleeping no brainer for me,” said Jensen. “From the moment I started using the mask-free solution, I immediately noticed a huge difference — better sleep without constant leaks, not to mention no lines on my face or crazy bedhead hair from all the straps. And, for the first time in years, I could sleep in any position, including on my stomach. I’m confident I sleep better with the Bleep DreamPort, and better sleep translates to greater success on the field.” In his new role, Jensen will be appearing in Bleep’s online marketing efforts and in a new television commercial that will run in test markets later this year. Additionally, Jensen will serve on the company’s Advisory Board. “We are thrilled to have Ryan on our team. As an athlete, he’s known for ensuring top performance, which is why he’s one of the best interior offensive linemen in the league,” said Bleep Founder and CEO Stuart Heatheringon. “Our revolutionary product was designed to resolve the most problematic issues cited by CPAP users with the goal of improving patient compliance and outcomes. With DreamPorts we are making CPAP masks a thing of the past with the lightest and smallest solution on the market.” To learn more about Bleep visit the company’s website at www.bleepsleep.com or to purchase the DreamPort solution please go to www.bleepsleep.com/our-partners. About Bleep Sleep (bleepsleep.com) Bleep Sleep Solutions, based in Chapel Hill, NC is a sleep solution company pioneered by Stuart Heatherington. The DreamPort is a one-size-fits-all SKU with NO HEADGEAR, designed to prevent leaks and eliminate mask lines and facial irritation. It is compatible with all CPAP machines and covered by all major insurance plans. DreamPort is FDA cleared, and manufactured entirely in the United States. DreamPort provides respiratory support for patients who need continuous positive air pressure solution, such as sleep apnea. About Ryan Jensen Ryan Jensen is a top ranked US professional football center for the National Football League’s Tampa Bay Buccaneers. Drafted by the Baltimore Ravens in the sixth round of the 2013 NFL Draft, Jensen has made a name for himself as a relentless player and advocate for ensuring optimum health and performance on and off the field. Ryan Jensen is not a health care professional. His statements above are based solely on his personal experienceConsumers should contact their health care professionals if they have questions regarding this product or sleep apnea. Contact Information Tyler [email protected]://bleepsleep.com+1 (919) 525-1004 Online Web 2.0 Version You can read the online version of this press release here
Learn moreWhat The Director Of The Future Will Need To Succeed – Corporate Board Member
A recent poll of public company directors identifies the critical skills needed to enable growth and sustainable performance at the board level in the post-Covid business world. “The future of business will be different,” surmised a director on a recent virtual board roundtable hosted by RSR Partners, “in ways we can’t anticipate in this moment. Our board is focused on assessing whether all our directors are truly ready for what’s coming.” Over the past few months, RSR Partners hosted more than a dozen roundtables for sitting directors, providing a forum for the participants to share what their boards are learning as they navigate the current crisis and pivot into the “new normal.” While tackling topics as diverse as commercial strategy, operations, health and safety, and the future of business, one theme was pervasive throughout the discussions: leadership and stakeholders will be looking to the boardroom for guidance, and board members not only need to have the requisite experience and skills to confidently provide direction, but the leadership characteristics that will allow them to be effective. Fundamentally, the global business disruption and current uncertainty has created a need for a higher level of involvement from board members. “This is a time to have board members who have experienced really tough issues, such as major ecessions, difficult mergers, major cost cutting, insolvency and bankruptcy, and top management departures, along with experience in reinventing companies, including supply chain, product engineering and simplification, digital transformation, offshore manufacturing and procurement, sale of subsidiaries, and comprehensive refinancing,” stated Edward A. Kangas, former Chairman and CEO of Deloitte Touche. “This is not a time for deep thinking. It’s time for people with real experience who know how to oversee and support management in a time of crisis and reinvention.” (Mr. Kangas currently serves on the following boards: Deutsche Bank USA Corp., Intelsat SA, VIVUS, Inc., and Hovnanian Enterprises, Inc.). Directors participating in RSR’s roundtables tend to agree with Mr. Kangas’ assessment—that these topics, which are first on the agenda for stakeholders and leadership, will need to be addressed at the board level. Additionally, directors recognize that upholding the standards of character expected from their company’s leadership is as important as achieving business goals. As boards pause to consider how to meet both obligations while diversifying their members’ skillsets and experience, it will be key to also consider which characteristics a “director of the future” will need to possess to be successful. Characteristics of Directors Who Succeed in the “New Normal” From a practical perspective, there is now a higher premium placed on a director’s proven ability to navigate a business through a crisis while mitigating risk and understanding how and when to pull the levers that will impact balance sheets. The demand to optimize results, sustain business, and adapt to changes in a regional and global market has increased alongside the time commitment and attention to detail required of directors to address these issues. Normal requirements for sound governance, audit oversight, compensation strategies, business performance goals, and succession of key leadership have continued to be paramount during the crisis. However, what the current crisis has forced boards to recognize is that a combination of specialized and diversified skillsets and characteristics will produce good corporate governance in and after 2020. In addition to listening to the characteristics discussed in the recent roundtables, RSR Partners polled more than 250 public company board members of Fortune 50-1000 companies to identify the traits they hope to see emerge in this generation of board members. The results indicated that stewardship, the ability to pivot and learn agility, to be a champion of change, and to be capable of reimagination will be most needed by the directors charged with steering their boards in the “new normal.” 1. Stewardship Boards need to provide greater guidance, ownership, and support in ensuring the survival of the business, from reputation management to active engagement with all stakeholders, including large investors, employees, customers, and suppliers. Guaranteeing the safety and security of employees has already become an integral aspect of the stewardship conversation and will become paramount to creating a strong corporate culture that values integrity and character. As policies and regulations (global, regional, and governmental) are reshaped, this is an ideal time for companies to step in as both “thought leaders” and as voices for stakeholders, to ensure that regulations, policies and procedures reflect regulatory intent, employment, and financial strategies to ensure positive overall economic, social, and environmental impact. The companies that have donated personal protective equipment (PPE) devices or transformed operations to manufacture PPE devices, respirators, and testing devices, in addition to companies who have supported the call for scientific evidence and data-based solutions, supported remote learning, donated food or products, or reduced fees for customers, are authentic examples of stewardship. Likewise, companies that have recently made financial contributions to organizations and non-profits to support diversity and inclusion and racial equality efforts are better poised to tackle future stewardship challenges and to lead by example. Aside from donating, major companies have also used their public profile to call attention to issues of race and justice in America, creating a positive social impact which is good for society and for their business performance. By listening to their employees and customers, demonstrating awareness of current social issues, and acting on those issues, directors can foster a corporate environment of wider social concern, setting company leadership on a path towards renewed commitment to good governance. 2. Ability to Pivot For over a decade, the term “VUCA” (which stands for volatility, uncertainty, complexity, ambiguity), has permeated many business publications and has been at the forefront of business disruption planning (see RSR’s previous white paper, Boardroom Actions in a VUCA World). In light of the newfound reality that strategies and normal business operations can be disrupted at a moment’s notice, leaders recognize that good governance dictates developing pressure-tested alternative “pivot plans.” Most organizations and their employees have learned balance work and home life by setting up remote operations while continuing to care for friends and families. Many added the duty of homeschooling to their routines. Virtual doctor’s appointment – perhaps one of the most eye-opening moments during the pandemic – are now customary. Telemedicine that initially focused on rapid triage for EMT services has quickly adapted and expanded, and sales of technology and analytics are on the rise. There is ample evidence of companies, from nimble start-ups to large enterprises, pivoting to drive innovation to solve urgent pandemic-related issues. Some examples include: • Bleep Sleep’s adaption of their CPAP product over night to support positive air pressure for treatment of patients with COVID-19); • General Motors moving production to manufacture ventilators; • Large cap banks adapting consumer retention strategies with late fee forgiveness; and • Rapid technology improvements to compete for video conferencing capabilities with Zoom, Microsoft Teams, and Google Meet, among others. These solutions have demonstrated not only a newfound drive for innovation, but also a cultural mindset to problem-solve, adapt, and change direction. 3. Learning Agility There is a growing urgency to stay current and knowledgeable on a variety of topics, but especially real estate developments, technology solutions, go-to-market strategies, and regulatory compliance. Work norms have changed. Many companies are extending “work from home” solutions into 2021. Given these rapid and consequential changes, boards that will become more successful and competitive will operate remotely and embrace technology, actively engage and anticipate marketplace changes, and at the same time enable business leaders to reshape company priorities. Directors are refreshing and, in some cases, expanding their knowledge base to ensure that they are well-informed and adding value. Supporting expansive remote working is a critical transition. This means prioritization of and demand for cybersecurity, remote desktop support, applications, collaboration tools, system interface, and/or remote assessment. Further, remote work optimization is rapidly evolving as organizations realize that many roles can function well in virtual environments. This enables potentially greater talent retention and attraction along with improved productivity and work/life balance. Accountability for work-related physical and psychological concerns may also adjust, allowing organizations to focus on improving sustainability platforms such as a reduction in energy usage and freeing cash for strategic investments. Organizations that embraced the physical office “open concept” space are now retooling for social distancing, which can be both time consuming and costly. Hostess Brands Chair, Dean Metropoulos, describes how the iconic Hostess brand has focused during COVID-19. First focusing on the safety of employees, then sustainability of supply chain and customers, the company ultimately shared its strategy to “emerge as a stronger and more resilient company.” During the company’s May 9th earnings call, Andrew Callahan, president and CEO, highlighted how the company is ensuring safety through use of additional plexiglass dividers in facilities, SKU prioritization and automation of production: “Ability to focus (SKU’s), quickly identify solutions (plexiglass and additional automation), and focus on employee and product safety has allowed Hostess to ensure safety of employees, product and supply,” he said. “We are pleased that our robust revenue growth of 14.4% in the most recent quarter represents the 5th quarter in a row of growth exceeding 5% and that EBITDA increased 6.4% for the quarter. I am proud of our employees and our leadership for adapting so quickly.” 4. Champions of Change It is likely that investors are anxious to understand how their investment will survive, let alone thrive. Boards will need to anticipate and respond to changing market conditions and the economy. As uncertainty continues, stakeholders will question how the organization intends to ensure operations, retain talent, and cultivate a culture of empathy and safety. Boards will also therefore need to be armed with intelligence that can help guide the organization to adhere to safety guidelines and will need to be “hands-on” to ensure that leaders are capable and encouraged to “think outside the box,” adapt, and lead through adversity. As an example, over the last few decades, market access and P&L performance were measured by the efficiency of global supply chains. The ability to source for the lowest cost of manufacturing and cost of goods sold led to heavy offshoring of production, despite increased shipping costs. Recently, major universities and consulting firms have theorized that supply chains of the future will need to migrate to regional models from global models. There is speculation that the number of regional centers will increase and there will be greater manufacturing production near customers. Supply chains can further de-risk through regional distribution, vendor diversification and management, and improved quality standards in production. The past prestige of brick-and-mortar businesses is being reimagined, since outsourced manufacturing allows for improved cash flow and often decreased cost of goods sold (no more CapEx, preventative maintenance, and challenges of unburdened or poor asset utilization). Across industries, asset write-offs or the sale of depreciated assets can free up cash for investment (with better ROI) and, by adhering to quality standards, outsourcing can increase operational efficiency. Are boards open minded to this type of overhaul? Will current directors support drastic change and encourage leadership to think creatively? While the current crisis has accelerated efforts to retool supply chains, boards that also champion a message of social change on issues of race, gender, justice, and equity will be better prepared to succeed in an altered business environment. Customers once concerned with the ecological impact of the business they purchase from are now equally concerned with the corporate philosophy and social positions of those businesses. Directors who can promote a mission of inclusion and diversity at all levels of their business — from investors, to customers and employees — will be able to demonstrate a higher level of attentiveness to current social concerns. Announcing a diversity hiring initiative or showing outward support for racial and gender equality movements are both ways of aligning business interests with social issues, capitalizing on consumer sentiment, and improving company leadership for the future. Communication regarding change should be a priority for all organizations. Employees are balancing family, work, financial risk, and health questions. Many may also face mental health challenges. Industries that rely on mass gatherings of people (concerts, professional sports, universities, etc.) are strongly considering adding Health Officers and Hygiene Specialists to oversee process, policies, and external communications to ensure that regulatory, governmental agencies, and customers are confident in their safety at events. Directors who resist acknowledging the priority of these health and safety concerns over revenues may be unable to adapt in time to re-open in accordance with appropriate guidance and retool operationally. 5. Reimagination Companies that are thriving during the crisis and are continuing to evolve as the world reopens have demonstrated their ability to reimagine their businesses. Restaurant chain Panera moved within two weeks to create a grocery delivery service; hospital and healthcare systems quickly adapted service models embracing telemedicine service startups; and manufacturers rapidly adapted production models and product offerings to manufacture masks and ventilators. Direct-to-consumer sales channels continue to rise across industries, including healthcare. Customer management (and engagement), customer service, data analytics, and loyalty platforms will become increasingly important, and “go to market” strategies may require sales and marketing professionals to adjust or develop new skillsets. Can directors visualize an evolution of their companies? According to John Castellani, former President and CEO of the Pharmaceutical Research and Manufacturers of America (PhRMA) trade group and current member of Pharmacist Partners Advisory Board and Independent Director for Hikma Pharmaceuticals, “Speed is paramount when leading organizations through change. Early adapters preserve customer and investor confidence and set the strategy for the future… they also take share.” Boards that support, encourage, and help companies identify opportunities, rapidly assess alternatives, and engage regulators, government, suppliers and customers in solutions to sustain and build optimal business outcomes for their stakeholders, have tended to be some of the surprising “winners” during this time of uncertainty. Board Reflection and Action We are in a period of opportunity and choice. Initiators who can influence and set direction and policy, engagers who can align culture and stakeholders, as well as optimizers and stabilizers, will be welcome at board tables. This is a unique time—a time when leaders lead.
Learn moreScoliosis Customer Case Study – 2020
My name is Trina and I have sleep apnea and also deal with complications associated with scoliosis. Finding a CPAP solution that not only helped me improve the quality of my sleep, but also address some of the issues associated with my scoliosis proved to be very difficult. To sleep the best at night, I need a high pressure setting for my CPAP, which requires the neck strap on the mask to be very tight. This would lead to significant neck discomfort and aggravate symptoms related to my scoliosis. I tried several different masks and none of them offered any relief, most nights I would remove the mask and try to sleep without the CPAP. My chiropractor encouraged me to find something other than a mask, but there was nothing available. Then I came across the DreamPort solution on a Facebook page and I immediately called my CPAP supplier and they had never heard of the solution. I found it online and ordered it right away with express shipping. The first night I used the DreamPort my AHI was 0.3! Since then, I track my sleep pattern and I have seen a significant improvement since using the Bleep product. This is a brilliant idea and offers so many different ways to sleep comfortably. A strap-free solution is the biggest difference. My husband is telling people at work about the product and how it has helped me. It’s just amazing, I don’t know why it has taken so long for someone to create this product, it’s just brilliant. I’m waking up earlier, before my alarm, and feeling fully rested. I look at my numbers and know I’ve had a great night’s sleep. TrinaScoliosis Customer Case Study – 2020
Learn moreSleep may trigger rhythmic power washing in the brain
Waves of fresh cerebrospinal fluid could help clean out harmful proteins Every 20 seconds, a wave of fresh cerebrospinal fluid rolls into the sleeping brain. These slow, rhythmic blasts, described for the first time in the Nov. 1 Science, may help explain why sleep is so important for brain health. Studies on animals have shown that the fluid, called CSF, can wash harmful proteins, including those implicated in Alzheimer’s disease, out of the brain. The new results give heft to the idea that a similar power wash happens in sleeping people. Researchers studied 13 healthy, young people in an MRI scanner as they fell into non-REM sleep, the type of slumber that takes up most of the night. At the same time, the scientists monitored different sorts of activity in participants’ heads. Electrodes measured the activity of large collections of nerve cells, and functional MRI measured the presence of oxygenated blood that gives energy to those nerve cells. By using a form of rapid fMRI, the team also measured another type of activity — the movements of CSF in the brain. Fast fMRI revealed waves of fresh CSF that flowed rhythmically into the sleeping brains, a pattern that was obvious — and big, says study coauthor Laura Lewis, a neuroscientist and engineer at Boston University. “I’ve never had something jump out at me to this degree,” she says. “It was very striking.” During non-REM sleep, blood (colored red) flows out of the brain just before a wave of cerebrospinal fluid (blue) rolls in, entering from a lower part called the fourth ventricle. That cerebrospinal fluid may help clean harmful proteins out of the brain. Awake people have small, gentle waves of CSF that are largely linked to breathing patterns. In contrast, the sleep waves were tsunamis. “The waves we saw during sleep were much, much larger, and higher velocity,” Lewis says. Those CSF waves were tied to other types of waves in the brain, the researchers found. First, a slow wave of nerve cells’ electrical activity — the sort that indicates non-REM sleep — sweep the brain. Then, levels of oxygen in the brain’s blood fall, representing an outflow of blood. And finally, possibly to take the place of the exiting blood, the wave of CSF rolls into the brain. The study “elegantly links a number of seemingly unrelated topics in neuroscience, including sleep, brain waves, cerebrospinal fluid flow and blood flow, together,” says Maiken Nedergaard, a neuroscientist at the University of Rochester Medical Center in New York. It’s not yet clear exactly how the various waves are related to each other. Lewis and her colleagues plan on testing whether one event causes the others. Spotting these powerful CSF waves in the sleeping brain raises the possibility that they may clear harmful waste products from the brain (SN: 7/15/18). Nedergaard and her colleagues have found that CSF coming into mice’s brains can carry away amyloid-beta, a sticky protein that accumulates in Alzheimer’s disease. When mice are asleep, more CSF comes into their brains, and more amyloid-beta gets cleared away, her studies suggest. Finding an influx of CSF in sleeping humans “is really a significant move,” Nedergaard says. Studying the strong CSF waves in people with Alzheimer’s disease might reveal new aspects of the disorder, Lewis says. Slow waves of nerve cells’ electrical activity during sleep are known to decline with age, and the decline is particularly severe in people with Alzheimer’s disease. That decline, Lewis says, could mean that the CSF waves are diminished in these people, too, an absence that could leave more toxic proteins sticking around. DreamPort™ can help you get better sleep.Better sleep leads to necessary refresh for your brain and overall health.
Learn moreCPAP helps with COVID-19 treatment
The bleeding edge series examines the most controversial concepts – Caveat Emptor! COVID-19 patients seem to behave in a somewhat unique fashion, compared to other patients with ARDS. This isn’t based on high-level data, but it seems to be a theme emerging from a variety of centers (including my experience with one patient). Some salient points are: Low driving pressures are seen among ventilated patients. Thus, it appears that the compliance of the lung is fairly normal (unlike most traditional ARDS patients). “Silent Hypoxemia” — A normal lung compliance may cause patients to have a relatively low work of breathing prior to intubation (compared to the severity of their hypoxemia). Highly recruitable lungs – patients often have a good response to recruitment using either high levels of PEEP or APRV (n=1 for the latter). Favorable response to pronation – along with the typical CT scan findings of peripheral, basilar consolidation, this might be consistent with a significant contribution from basilar atelectasis. So COVID-19 isn’t behaving like typical ARDS, implying that it might be best treated in a slightly different manner. Theory regarding underlying pathophysiology Some patients might have progressive alveolar collapse, as shown above. Alveoli start collapsing, which distorts the lung architecture and promotes collapse of neighboring alveoli. If left unchecked, this may lead to progressive deterioration which eventually requires intubation. Once patients are intubated, high levels of positive airway pressure recruit the collapsed alveoli. Thus, patients may revert from a requirement for 100% FiO2 to considerably lower oxygen requirements over a period of several hours. Best mode of noninvasive respiratory support? The above model would suggest that COVID patients really need positive pressure more than anything else. For example, their work of breathing is often tolerable – so they may not need much mechanical support for the work of breathing (indeed, mechanical support could lead to injuriously large tidal volumes). The best modality to provide lots of positive pressure is simply Continuous Positive Airway Pressure (CPAP). CPAP may not seem dramatic, but this modality actually provides the greatest amount of positive pressure to allow for the most powerful recruitment: CPAP may have several advantages for COVID: CPAP provides the maximal amount of mean airway pressure without intubation. CPAP doesn’t augment tidal volumes, so this may promote a more lung-protective ventilation pattern. With the use of a closed system and viral filters, this may be reasonably safe regarding viral transmission (nothing with COVID-19 is 100% safe). Nuts and bolts: how CPAP might be used The pressure might be up-titrated as tolerated to a fairly high level (e.g. 15-18 cm). Using excessively high pressure could risk gastric insufflation and aspiration (Bouvet et al., 2014). The FiO2 could be titrated against patient saturation. A favorable response to CPAP would be reflected in lung recruitment and falling FiO2 requirements. Alternatively, rising FiO2 requirements would signal CPAP failure and a need to intubate. A helmet interface could be optimal, if available (to avoid mask seal problems). Monitoring: Mental status Oxygenation (FiO2 requirement, oxygen saturation) Ventilation efficacy (tidal volume & minute ventilation on the CPAP device, perhaps intermittent VBG/ABG as clinically warranted) What is the role of CPAP in COVID-19? This is really unknown. There are many strong opinions, but almost no data (especially COVID-19-specific data). Unfortunately, most available evidence with regard to “noninvasive ventilation,” tends to consist largely of BiPAP (rather than CPAP). Indeed, these two modalities are invariably lumped together (despite being quite different). CPAP certainly isn’t the treatment of choice for all COVID-19 patients. However, it could potentially play a role in certain situations: A patient with worsening hypoxemia (e.g. requiring ~50-60% FiO2) who is in no distress and has no other organ failures. Patients whose preference is to not be intubated (DNR/DNI). Exhaustion of the supply of mechanical ventilators (there is a large supply of CPAP machines, which are often used for obstructive sleep apnea). Similarly, if CPAP could avert intubation in even only 20-40% of patients, this could help prevent running out of ventilators. Lack of a team present capable of intubating the patient (e.g. a small hospital without resources necessary for immediate intubation) As with all forms of noninvasive ventilation, careful monitoring is the key to safety. This is particularly critical for patients with COVID-19, who may develop “silent hypoxemia” (causing them to look much better than they actually are). COVID-19 appears to cause an unusual form of hypoxemic respiratory failure, with profound hypoxemia but normal lung compliance. This might be due to diffuse atelectasis. CPAP could be a desirable mode of noninvasive support for these patients. CPAP is the modality which provides the most powerful lung recruitment (highest mean airway pressure). It also has the advantage of avoiding injuriously large tidal volumes. The optimal role of noninvasive support modes in COVID-19 is currently unknown. CPAP could be a rational selection for some patients with moderate hypoxemia and single-organ failure. As always, further evidence is needed. Going further Section on noninvasive ventilation in COVID-19 IBCC chapter. IBCC chapter on noninvasive respiratory support.
Learn moreMedline Industries, Inc. Announces CPAP Partnership with Bleep LLC
Co-branded Sleep Apnea Solution brings Sleep Science to Healthcare Patients NORTHFIELD, Ill., Oct. 7, 2019 /PRNewswire/ — Medline and Bleep LLC., a leader in sleep apnea solutions, announced today they have partnered to co-brand and distribute the DreamPort® Sleep Solution, the smallest and lightest CPAP mask-solution in the world, to the hospital and post-acute care markets. “Our partnership with Bleep strengthens Medline’s portfolio of patient-centered solutions linked to improved outcomes,” said Tim Finnigan, respiratory division president at Medline. “This particular CPAP solution simplifies care, improving efficiency and experience for the healthcare staff while enhancing consistency of care.” “We couldn’t be more excited to work together with Medline to accomplish their goal of Advancing the Health of Healthcare,” said Stuart Heatherington, Founder and CEO of Bleep. “We value Medline’s commitment to customers, organizational strength and dedication to improving patient outcomes, and we look forward to our future growth together.” The patented DreamPort® Sleep Solution uses hypoallergenic medical grade adhesive strips to reduce the risk of leak and hold the DreamPorts in place under the nose for optimized comfort. They are easy to apply, do not leave marks on the face, fit every nose shape perfectly and don’t constrict movement, enabling patients to sleep in any position. For more information, visit www.bleepsleep.com/the-solution/. About Medline Medline is a healthcare company: manufacturer, distributor and solutions provider focused on improving the overall operating performance of healthcare. Medline works with both the country’s largest healthcare systems and independent facilities across the continuum of care to provide the clinical and supply chain resources required for long-term financial viability in delivering high quality care. With the size of one of the country’s largest companies and the agility of a family-owned business, Medline is able to invest in its customers for the long-term and rapidly respond with customized solutions. Headquartered in Northfield, Ill., Medline has 20,000+ employees worldwide and does business in more than 90 countries. Learn more about Medline at www.medline.com. About Bleep LLC Bleep is a sleep science company dedicated to providing those suffering from sleep apnea with a convenient and easy-to-use solution to help them get the sleep they need. Headquartered in Chapel Hill, NC, Bleep uses innovative technology and inspired PAP designs to create the most comfortable and effective sleep solutions on the market. Learn more about Bleep at www.bleepsleep.com/.
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