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a challenge in the best possible sense. Few of us within Paxman had ever experienced a merger or acquisition before, so it was a steep learning curve with many lessons along the way. We moved fast and made decisions quickly, which I think is essential, especially when it comes to the people side of things. I am genuinely satisfied with where we are today. We have a shared vision, and although we are quite different groups of people culturally, that diversity actually helps cement our path forward. Both companies specialize in the same product and have always stood for the same purpose, so our alignment is real. As we move into 2026, we expect to start seeing the tangible benefits of those synergies and an improvement in overall profitability,” Richard shares.
Looking ahead, operational excellence is at the top of Paxman’ s agenda, underpinned by five strategic priorities for 2026 and beyond. Richard outlines them:“ The first is commercialization of our new products, and the second relates to reimbursement in the US, which is, ultimately, the primary driver of our growth. Our third priority is overall revenue growth across international markets,
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