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  "documentTitle": "Nevro Corp. (NVRO)",
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  "authorName": "Kir Kahlon",
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      "text": "The company attempted to manage the crisis by building a team of “Therapy Support Specialists” to “hound these patients” to the say magic phrase “50% pain relief.”",
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      "text": "So, you have the RCT and then you have real world. Once you start to funnel thousands of patients in the real world, you start to notice that, “Hmm, it’s not working as well...”",
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      "text": "Within 6 months of Nevro’s launch, he began to notice that clinical outcomes failed to match the results purported in the pivotal trial. He stated that Nevro started seeing this as well and “started freaking out” 18 months after launch. He stated the Nevro’s sales reps in Europe, where Nevro had launched a few years earlier and achieved some modest sales, had already experienced the same disillusionment: “I realized that high frequency therapy wasn’t what Nevro said it was.” The company attempted to manage the crisis by building a team of “Therapy Support Specialists” to “hound these patients” to the say magic phrase “50% pain relief.”",
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      "text": "But then, six months in, I started to notice that the implants were not comparing to the outcomes we were getting from the trials. I started seeing it and then, the company started seeing it. We weren’t getting the results that we thought we were going to get.",
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      "text": "Before I realized that high frequency therapy wasn’t what Nevro said it was, I trained in Europe because HF10 was on the market there for two and a half years prior to launching in the U.S. In Europe the reps weren’t super gung-ho about it, so I think they’ve always known that it was very patient-specific from the very beginning. I started seeing within the first twelve months that it wasn’t the therapy that everyone thought it was going to be and I think the company realized that at the 18 month mark and they started freaking out.",
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      "text": "So, we put a team in place called Therapy Support Specialists TSS, where they would call the patients every single week, the implanted patients, they’d call the implanted patients every single week until they got at least 50% pain reduction, so then they said, “ All right, we’re just going to hound these patients so they know that they’re supported at home and hopefully, we can turn this around that way.”",
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      "text": "“But then, six months in, I started to notice that the implants were not comparing to the outcomes we were getting from the trials. I started seeing it and then, the company started seeing it. We weren’t getting the results that we thought we were going to get.” — Former Nevro district sales manager, now at a key competitor",
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      "text": "– Former Nevro district sales manager, now at a key competitor",
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      "kind": "title",
      "text": "9. Nevro’s current predicament – a one-tick pony stuck in a ditch – and drivers of its ongoing growth collapse",
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      "text": "Scorpion Capital | Nevro (NYSE: NVRO)",
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