Welcome, everyone, to the Sectra Capital Markets Day. My name is Mats Franzén. I am the moderator today, previously a CFO of the company. Luckily, we have the present CFO here as well, and some other colleagues. We will get back to the presentations. Initially, since this is a sort of a pre-session, I, without further ado, leave the word to our Group CEO, Torbjörn Kronander, to give the background.
All right, thank you. My name is Torbjörn Kronander. We decided to do it like this because many of you have heard the old story many times, and then we said we'll not repeat everything every time. We did a pre-session on the history and the basic culture, and now we're going into today's session, looking forward starting at 1:00 P.M. I have an incredible amount of slides, so I will be quite fast. There will be Q&A sessions during the sessions later. I'll give you a little introduction. Sectra was founded by a professor and three of his PhD students to solve encryption, sector standards for secure transmission. That was in 1978, way before I came into the company.
In 1983, it was decided by that group and one more person, Jan-Olof Brüer , who was also a PhD student for the same professor, to try to make it a real company. In 1984, I started as a PhD student at the same professor, and that's how I came in. The vision was from the beginning, from these people, to make it a product company one day. Use consultancy finance, not have external capital, but finance internally. I did some extra work for them, so I worked by the hour, I think SEK 50 an hour, because I understood the math behind encryption and coding theory. That math is a little difficult, so any of you who want to write programs, customers got the consultancy reports. They did not understand how to write the programs.
When a plus and a times is something completely different, it's modular, some large polynomial or something. In 1989, I made my PhD, and they wanted me to come over. I didn't want that. I wanted to work in medical technology. All my family are medical doctors. I came to Linköping to study medical technology because medicine is too much of a heart and I love computers. I did my PhD in something completely different, signal processing mainly, but I wanted to go back there to medical. We started medical at Sectra, and that was a teleradiology-only project, moving images instead of a 24x7 taxi that drove film between Linköping and Örebro from the beginning. In 1993, we got our first PACS, and PACS is actually also archiving. You all read all the images in a computer.
That was in Mjölby, and a very enthusiastic medical doctor who thought this was fun. Now, when he had film, he came home to his family at 4:00 P.M. In the afternoon with a digital, he came home at 7:00, but he was very happy. That started it. Then we got Visby, and we got Örebro, which is a big, big, big system of many hospitals, three hospitals, posted in Norway, and from there we have grown in the medicine field. In 1997, we teamed up with Philips. Actually, they found us. They needed a PACS partner, and they thought we were good because we had built it on general available technology instead of special systems. We got the first U.S. project together with Philips in Riverside, California. In 2000, we also wanted to do something.
We didn't really trust Philips, so we wanted to do something else that didn't hurt it. I met a guy from KTH in Stockholm, Mats Danielsson, and he had a fantastic detector of X-rays, a photon counter. We started a product around that, microdose mammography. We built absolutely the best mammography system in the world, but it took a little time. We also met Epic, that became a good partner going forward. It's the largest medical record system in the world, 2004. That started with Philips telling me because we were selling Philips worked with both us and Epic. They said to me, because I said, "We have to meet them if you work with them as well.
These systems need to work together to create an efficient hospital." Philips said, "You're not allowed to meet them." I called Judy Faulkner, actually, who is the CEO and owner of all of Epic, and I said, "Philips doesn't want us to meet. Why don't we meet to find out why?" She laughed, and we've been friends since then. Very good, I think, for both, but of course very much for us. In 2005, Philips acquired Competitor after trying more or less rebus, and that was a big blow, 60% of turnover with Philips. They had a business plan that we had to take out for nothing in the fall. Both turnover and our stock fell like a rock for a while there. In 2011, we continued. We bit the bullet, and we continued.
In 2011, we sold mammography, but to Philips in this time because they did not have a mammography system. As soon as we got our FDA approval, hardware and software are very difficult to combine. The hardware companies are not very good at software, and software companies are not very good in computers. It is very difficult to send an X-ray tube as an attachment to an email. People call us, and our service people say, "Oh, what should I do about this green algae growing in the system?" Yeah, but it is going to be fixed software. We sold that to Philips, and then we concentrated completely on software instead, which we know better than hardware. When I met Judy Faulkner at Epic, she said, "If you want to be big in the U.S., you need to fight with customer satisfaction." She has done that.
She wins a lot of best in class every year. KLAS is an organization, Salt Lake City in Utah, that awards or they do customer surveys of quality in software. I bought two big bottles of champagne, this size. I put one in Linköping, still there, but empty, which is good, and one in Shelton, Connecticut, our office in the U.S., and said, "We will open this when we're number one in KLAS." It took a few years, but 2011, I think it was, under the guidance of also Marie, did a great job there. We won the happiest customers in the U.S., and that was an extremely important thing. First year, they said, "Sectra, that's a crook organization in James Bond.
How can they win best in class and reach all GE in the U.S.? Second year and third year, now we've won it 12 years in a row, and now we're recognized as a very good and viable partner for hospitals in the U.S. Very important thing. Today, we're the fastest growing PACS vendor. PACS is actually taking care of archive, picture archiving and communication systems. We're the fastest growth in the world, and I think we'll need to talk about that we are primarily the fastest growing in the U.S. Our philosophy with shareholders from the beginning has been that if you start with a rational strategy in a growing market, you don't want to own gas stations right now because people are getting electric cars, right? Owning a gas station, the only thing remaining to fight with is price, and that's a tough market to be in.
You can succeed there, but it's a tough market. It's much easier to grow in a growing market. You select markets that are rational and growing. If you have happy customers, and in order to have happy customers, you must have happy employees. There's no way you can have happy customers without happy employees. People think like that. Think you can? You can. They're too expensive when you're worth it. Don't give away. If you have a high value to provide to customers, you need to get paid for it. Have reasonable cost control and some stubbornness, then shareholders will be happy. That is very important, but it comes in this order.
We will be fine if we have to take down the results for a quarter in order to keep customers happy because that is the best for shareholders long term, and that is the basic rationale of how we work. Looking, I will not go into the cybersecurity market here, but I will look into medical and what drives it. This is a population pyramid of Germany. There are way too few people that are young, and of course this will not work. You see, there are still working people between 55 and 65 in Germany, but when they get old, they get dependent. There will be very few people to take care of these people. Germany is kind of the locomotive of the European economy. It will be tough when the demographics look like that. Japan, the other asset after the Second World War economy in the growth tiger, even worse.
In the fall last year, I was in Tokyo on a trip organized by SE Banken, and there was a professor of national economy that spoke about 40 minutes, and he said, "When I speak here, Japan will become 500 people less." These are not small problems. In my eyes, the European Union should look at nothing else. This will be big trouble. The U.S. is a little bit better. Huge demographic or ethnicity change or culture change, I would say, because the people have a lot of children in the U.S. It's not the people who make the most money or are most well educated, but they have a better structure. Now we'll see if the administration now throws all of these out. It will become more like it looks in the Western world.
When I was piddling, this is a site on the internet, U.S. Bureau of Census, and I found this is not really important for this one, but you can see a very interesting observation. Just share it with you because it's interesting. This is Russia. If it looks like that, you're in deep trouble. Look at anyone below, there's no kids. Very interesting on the big scale. Not from this session, but I thought I'd share it with you because it was interesting. Add that we live longer to this demographic situation, and you have a rising trend of healthcare costs. This is a prediction. I didn't find many curves on the net, but as you can see, there's a prediction was 19.3. This is the U.S. 19.3% of GDP would be spent for healthcare. One fifth of healthcare in healthcare. That didn't materialize.
I looked up the real figures yesterday. The cost per capita is what it was predicted. The percentage is a little less today, but still 17.6% on general. Sweden is about half of this. Most European countries are about half of this. It shows a trend, and the derivative in all countries is the same. This won't last. This won't work. If you split this down into age brackets instead and say, "What is the cost per capita per age bracket?" you see that for children, for small children, and anyone up to 50, Germany spends more money in healthcare than the U.S. does. After the age of about 60, every country explodes. Boom. It's interesting. Yellow curve there.
Above 80, we in Sweden tend not to tend much for people, obviously, because after 80, the curve is flattened in Sweden. That is the only country I know of where this is not monotonous growth. Anyways, this shows what you have to do. If you want to do something, because healthcare will not work in this environment, you need people building cars and producing food as well. A friend of mine who is the development manager in Counter Burst in Sweden had calculated that if we are going to keep the relationship between a working person and a patient in numbers, so one working person in healthcare takes care of so many patients, if we want to keep that relationship, I think 2035 or 2040, not that far away, every kid that leaves high school in Sweden needs to go into healthcare. Every single one. That will not work.
Something needs to happen. If you're going to address this situation in the market, you have to concentrate on the ages of the elderly because that's where the costs will be. These are neurodegenerative disease, Alzheimer's, MS, Parkinson's. It is cardiovascular disease. It's cancer disease. Musculoskeletal disease, which is grossly undervalued because it's very expensive. Vision and hearing. If we can sort these diseases out, we will save society from not being able to cope with healthcare and growth in the future. That's where we're concentrating in our efforts. We do imaging for everyone, but we are supposed to be, we will be very good in these areas. This leads to our business area in medical, which is to increase effectiveness of healthcare while maintaining or keeping quality.
Now, we bear off an increased quality as well while we do things, but the main thing we can sell today is efficiency increase. It is very interesting. Before the pandemic, we did not see this so much in the U.S. In Sweden, it has been the case since the 1990s, but in the U.S., we did not see it. Now, almost every customer we talk to in the U.S. is very concerned about efficiency, workflow, and stuff like that because they have the same situation. It is a little later, but basically, it is the same situation. We are well positioned as for markets, healthcare, IT, and cybersecurity, which we are not speaking. We will have another capital markets day for cybersecurity somewhere in the fall because it is a completely different subject.
Both of these are growing markets where a recession will not affect the growth because people get sick in either direction. If society moves or busts, healthcare and cybersecurity needs to grow. We are in a good place market-wise. That was the first condition on the story, right? Next checkbox was happy customers. After the first win 12 years ago in best in class, most happy customers of all vendors selling into large hospitals in the U.S. We have continued to win that. We have won the large hospitals in the U.S. for 12 years in a row. Last year, that we just came back from being awarded in Las Vegas, we won eight of them. Both large and small hospitals in the U.S.
Canada, we won in pathology, which was a new category only recognized in Europe and in the Middle East, and with Canada and northern and southern Europe. We have the happiest customers in all these places. We're second in a few more. This is what long-term drives our growth. KLAS also does executive deep dives, and the reports they sell to hospitals and to analysts and stuff, and you can buy them from them. We also buy them. I will show you one slide. The new one is not out yet, but this is from last year. Us and our major competitors in the U.S., this is the U.S. market only. This makes me proud and happy. 98% of our customers would buy again from us. We are so high above all competition that we are the only one above the average.
All else is below the average. On the question, would you buy the same system again? This is what drives our stock value and also our joy of working because it's not only about money. You need to have fun as well. This makes me very happy, very proud, and we'll talk a little more about when Isaac talks about it later. This is one year old. There is a new one out. I'm not allowed to show it yet, but it's not worse. It's better. This is a lot of customers in the U.S. Checkbox three, happy customers, is only possible with happy and motivated employees. We are very careful about employing and recruiting. My saying is, if we get the wrong people on the bus or in the company, I can be the best manager on the planet. It will not work anyways.
If we get the right people on the bus into the company, I can be the worst manager on the planet if we work out anyways because they will not care if what I say is something stupid, and they will do something good. That is how we recruit. We are very careful to some frustrations sometimes with our middle managers and managers because it is a little slow process. I still meet every single one, and I say no to about one out of five. It is very embarrassing when I say no, so it increases the bar for everyone coming in. It begins there. It begins with, and we hire for attitude and ability. They need to be smart, and they need to be a good person. My theory is that if I like them all, they will like each other, and that will be fine.
Customers will like them. If they know everything when they come on board, if they're smart, they will learn fast. We all live in an area where we have to relearn everything about every 50 years anyways. We work a lot with culture. Culture eats strategy for breakfast. I think it was Marie who gave me that slide first. I still don't remember who said it, but it's a quote. It's not we who invented it. We work a lot with culture. In a very fast pace, you cannot have rules for everything. You cannot have a manual that fits how you should behave in a certain situation. People have to know by heart how the company operates. Otherwise, it will not happen. The biggest frustration you can have with customers is a frustration, "Yeah, I agree. It doesn't work.
I have to call," and you come back one later with a reply. We demand the only action not allowed of our employees when a customer is in trouble is no action. They have to do something. That means sometimes they do mistakes. Now, that's fine. They did something. That will explain the rationale afterwards, but they're better doing something than sometimes saying they're not doing anything. I think we have got that operational. A good company culture is quite simple. We also teach people that if you just remember this rule, do unto others as you want them to do to you, we'll be fine. People forget. Oldest rule of humanity. Found in all religions. I'm an IT manager that says, "Remember what's been said in humanity for 10,000 years, and we'll be fine." Some companies forget.
Philosophy of shareholders start with a rational strategy in a growing market. If you have happy customers, happy employees, dare to be expensive when you're worth it, reasonable cost control, shareholders will be happy. This is the financial trend that has set since 1978 when it was founded up until now. The curves are okay. That concludes my introduction on the history and a little about the culture of the company. Anything about that? Questions? We'll make a little break here, and you can ask there. We'll have a Q&A session later on. Short pass.
Sectra. My name is Mats Franzén, and this is our Group CEO, Torbjörn Kronander. I was previously the Chief Financial Officer, and we have the present one here as well today.
This is the agenda for those of you who might not have picked up the agenda out in the coffee room. We have a full-packed day, which means we have to have a tight schedule. This is for the medical IT section only, quote-unquote only, in Sectra, not the cybersecurity part of things. With this, I will introduce the speakers. If no one knows, this is our Group CEO, Torbjörn Kronander. We have Marie, President of the Imaging IT section, and Fredrik here, who will also hold a presentation within short, and Fredrik Gustavsson, CTO of the company, also presenting today, and Isaac Zaworski, head of our US operations, our North American operations. We also have additional colleagues present. Please stand up so we can all see you in carnet, in live.
Several of these colleagues will also have moderation presentations later on out in the coffee room. That is about that. Now, safety instructions, regulatory information. If we have to exit the building for fire or any other urgent reasons, follow the green signs. The first one is there. That one, now I feel like a flight attendant, but go back where you came from in the coffee room and do not use the elevators. Fire extinguishers, we have the first one behind there and the other one in the fika room. A defibrillator or hjärtstartare in Swedish is on the ground floor and at the third floor. That is pretty much it. If you are not comfortable being on a photograph because we will take some pictures, I urge you to contact Helena, Information Relationship Officer, Investor Relationship Officer in the coffee break, and we will sort that out.
You should not have any concerns about that. Also, we will have Q&A sessions. Please have a bit of patience if you have questions during the presentations. We do the presentations, and then we can have the questions at the assigned time for the Q&As. That is about it. Other practical details, I do not have any. Restrooms are behind the closet outside the coffee room if no one has been able to find that. That is what I can say about that. With that, I leave the word to Torbjörn again.
Thank you. This will be a lot of slides again, so high speed. There will be a Q&A session afterwards if you have questions. A little about myself. I'm the founder of medical science, as I said. I am CEO, president since 2012, but I've been running the medical science since we started up in 1990. I've been with Swedish Navy for three and a half years. I'm a service officer. I grew up in Gotland. I'm a PhD and MBA, sailor most things that float, pilot most things that fly, still fly helicopters quite a lot. I'm also the largest shareholder. As for market data of the image business, our main business, I mean, that's 85% of what we do in the whole company and 90+% of what we do in medical.
Marie will discuss that, so I will not discuss the marketing details and growth here. I will not do many financial figures either. I will just go through what we are in finance after the quarter three and again explain our economical targets. We are a trust business. The CIO of Stanford University, Michael Pfeffer, told me that he has about 1,085, I think he said, IT systems in one hospital. They ranked them all for importance for the hospital. And the PACS that we deliver came out top. It's the single most important system they have for running business. The EMR, of course, is more important on a general long-term business, which is a phonal system in Swedish. But if our system stops, the acute intake stops and the hospital comes to a grinding halt. EMR, you cannot take afterwards very often.
You don't buy that from a company you don't trust. That's also the case in cybersecurity. You don't buy systems that keep the most important secrets in a nation secret from someone you don't trust. Trust can mean a price premium as well. We also need to be trustworthy financially. We can't borrow a lot of money. They need to feel that we will be there in the future with them as well. They cannot buy otherwise. Stability is important. Equity assets rate should be about 30%. It's a hygiene factor. It's currently at 47% at the Q3. Profitability, that's been a dispute with some of you over many years. I maintain that 15% is enough. That's a hygiene factor. It's not what we make our money on. That's important. I can double margin all of a sudden.
We probably can, for a short while. That will eat our future growth. If we had doubled our margin, increased our margin a lot 15 years back, some people suggest we would, we would not be where we are today. It is another hygiene factor to have a reasonable margin to prevent you from doing stupid things. The main target when the first two are fulfilled is growth of EBIT per share. We choose per share by intent because sometimes I would not do it. I am a large shareholder, but pre-successors of me might be tempted. It is quite common that companies buy each other for the ego or the management more than the use of the shareholders. You buy with your own shares. It is not even visible. You do stupid things for the shareholders, but the ego of the management grows.
You can't do that if you have a target of EBIT per share because then what you buy has to be at least as good as yourself. That's where we have that one. That's our main target. That should be about 50% counted over five years. It's currently 121%, so we're well above that. If we ever are going to change any measures or targets, etc., we don't do that very often. It would be the third one we change. The main business lines of Sectra is imaging IT that Marie is heading and IT security, which we'll not discuss here. We'll have another capital markets for that in the fall. Headed by Magnus Skogberg. Actually, the cybersecurity now is our by far fastest growing area.
It grows a lot, not the least because the security situation in the world is a little concerning, but also because we have a very good management there and we have maturity in our product that we developed for many years. We will not discuss that further here. I will discuss a lot on this session about non-financial things. That is a little what we do besides imaging IT, which is the main business. What do we have as growth opportunities? What will become the big things going forward long-term? We have a few of those organized in a unicorn business innovation. Medical education headed by Yohan. There he is, Yohan. If you want to know more about education, you can ask Yohan. He will also be a demo architect. Orthopedics headed by Gustaf Schwang. Sitting there. Genomics, Fredrik Gustavsson, sitting there. Our newest area.
We have research, and Claes Lundström is Research Manager. He's not here today. Mainly doing research in AI, AI for medicine. We have a lot of growth opportunities that we do not discuss very often, but I will mention here inside Imaging IT. That is pathology for instance. Elin Kindberg is not here. She's managing that. That's microscopy, which is another type of images. Come back to that. Cardiology, Björn is here. There you are. Björn Lindbergh heading cardiology, another type of images. We have AI platform headed by Nynke Breimer, and she is actually in the U.S., so she's not here either, which is our app store for AI applications. I'll come back to that. We did strong performance in all operating areas in all markets, which is nice.
We are rapidly transitioning to sales as a service model, and you will hear a lot about that today because that's been going on for several years. It will go on for one or two more years as well. That is a tough thing to change because you lose all that nice front-end income and you spread it out. After a few years, it's better, but during the transition, it looks not at all as good as it would have looked if you continued in the old way. We are growing a lot. We had a very large order intake, especially in imaging IT and communications. We do have high customer satisfaction, as I discussed before the past year. This is an interesting thing.
If you get paid per exam, which we do, you get paid for every exam passing through, the number of exams needs to go up if you're going to grow. This is the number of exams. This actually tells more than the financial figures now because they changed our business model, kind of put that initial thing and flattening it out goes forward. This is actually what's going to pay it. You see there's no flattening out there. We are growing a lot. In the world, it's typically so, a little more than in Europe. In Europe, they do about two radiology procedures per capita per year. In Sweden, it's a little about one. Most countries, it's about one. Each person in the country generates about one radiology exam per year. This is a radiology only.
That means that we act as a primary radiology system for somewhere between 110 and 150 million people, which is quite a lot of people. If they go to a radiology exam, we take care of the images. An interesting fact, we do about 4.8 exams per second. 4.8 final exams done by radiology saying good or bad or what disease each second, day around, year around. This is per country or per sales group. You see that there is not a coincidence that Isaac is here from the U.S. U.S. is by far our largest market. About half of volume today is in U.S. and Canada. We have the other countries of which U.K. is the biggest one. Partner sales is increasing a lot. Partner sales is interesting.
We sell to distributors in countries we do not prioritize highly or we don't see we can afford to go into ourselves. Sometimes we buy our distributors after a few years. That was the case in Denmark. That was the case in Netherlands. Both of these distributors we acquired after a couple of years. We're now doing very well in both of these. We have distributors in the Middle East, in a lot of countries around the world. That is quite interesting business. That's still an income per license sales in the beginning. We will transition to a service as well, but it's not there yet. Growth comes from three factors: adding new customers, of course, normal growth, no growth by selling more. We also grow with our old installed base because healthcare grows by itself.
People are getting sicker and sicker and older and older, so they grow 5%. We also grow with our installed base. Our growth is double, both selling more, but also that our installed base is growing and doing more patients. As we get paid per exam, that's a thing; it increases our income. Of course, if you are selling as a service, you cannot lose customers. We have a very low churn, about 0.5%, which I jokingly said that's an average stay time with each customer of 200 years. Two hundred years later, they will still be there. That is, of course, joking a little bit. It is very low. That is important because if you lose customers, that software as a service model becomes a bad business model. We do not. Example of growth outside of the main business.
I will not talk about Imaging IT. Marie will do that. I will talk a little about kind of the little seeds we have here and there that I spoke about, just brief. All of these that I will now mention will not make it, may not make it, but some will. None of them are small. They're opportunities. We are like a greenhouse. We have good ideas. That's where we use that extra margin, about 15%, to invest in these future businesses. So far, we've done great. All have revenue. All have positive growth. Sorry about the spelling error. I did that yesterday in late. I will talk about medical education. Medical knowledge, and that's interesting. In 1950, the doubling time of medical knowledge was estimated about 50 years.
If you came out of medical school and you knew a lot of things, 50 years later, you needed to know about double as much in order to practice medicine well. That's a lifetime, right? What you learn in medical school, you keep for the rest of your life. Things are changing. In 1980, it was estimated to be seven years. The doubling of knowledge needed to practice medicine on some form doubled in seven years. In 2010, estimated 3.5 years. 2007- 2005, 73 days. Today, so much research is done in medicine that in 73 days, two months, a little more than two months, the medical knowledge needed to practice medicine doubles. That means your knowledge when you leave medical school is already obsolete. That's created a situation a little like us engineers. You have to relearn.
What I learned at university, people even know the name of it. I said fourth round, and they look at me and say, "What's that? It's a cap something?" The medical professionals are coming into it like we in engineering have been for a long time. They have to learn anew. This creates both areas where you need to learn medicine from the beginning, but you also continue to need to renew your knowledge. That has created an area, a market that's grown very much for tools. We have now in imaging under Yohan, a portal, educational portal we can subscribe to. You can also have those large tables that we have shown historically. We can teach patients. It started with orthopedics because it was difficult to find people who wanted to donate their grandmother to be kept up by my students these days.
Still do it, but not as many. When you learn in universities, you catch up one patient or one person, a corpse, you learn how that corpse was, but you do not learn how the variants are. If you have it all digitally in three dimensions, and we will show that here, you can see that you variants diseases much better for learning medicine from the beginning. We started there in the initial medical school. Now we have expanded into both teaching our customers in image that if you want to do the latest and the greatest in medicine, you now have photon counting CT. How can you use those images? We have a portal that is international. It is our first real cloud business with it, and definitely our most international business. This is our medical schools, our universities, and clinics around the world that use the systems.
That's the only thing we have in China, for instance, and we are all over the world, South America. The interesting thing is that students do this. In Sweden, they don't say, "We're going to do an autopsy or anatomical lesson." They say, "We're going to do a Sectra lesson." Now, 10 years, 15 years from now, there will be decision makers, and they will have seen Sectra in their entire basic training. That's a huge synergis there. The growth is good. This is only cloud business. This is the revenue per year, the growth. This is the usage, the number and quantity, number of logins. You see every one of these curves is growth per year. In March here, you see that the growth is quite large. They pay per month or per usage as well.
Not super large today, but very interesting because this need of continuous education will continue and grow. There's also a lot of synergies with especially Imaging IT. Orthopedics, we have a specialty. You remember the old people's diseases? We picked them up here. Musculoskeletal disease. The challenge here is that 1.7 billion people have musculoskeletal conditions. I guarantee that some of you have a piece of metal somewhere. Some have a lot. My mother-in-law, she has replaced both hips and one shoulder. This has become a replacement people to some extent, right? It's a leading contributor to disability, and disability is expensive. 30.5 million orthopedic surgeries annually done all over the world. That's a lot. 30%-40% of all medical imaging is used for musculoskeletal disease. It's the third largest healthcare cost on the planet. We do pre-operative planning.
What prosthesis, there is like 60 or 100,000 different prosthesis available. Which one should go into you when you need one? When my mother got a prosthesis, her leg ended up like half an inch shorter than the other leg, but she was happy anyway because she did not have pain anymore. Now the people who get the new hip, they are going to run a marathon next year. The demands on having exactly the right prosthesis are going up. We do planning for that. We do follow-up after. That is a very interesting area because you do not want to replace the prosthesis if you can avoid it. It is very complex and for men, quite dangerous operation. We need to take out an old one and put in a new one. We have special tools to detect so you do not do that unless you really have to do it.
It's the estimated growth per year. It's about 6% for orthopedics as a whole. The usage in our environment is quite good. If you look at the last curve up there, 3D plan is new. Before you did that planning and what prosthesis should I put into this patient, we did that in 2D, so it's a flat image. Today, you increasingly do it in three dimensions, much better because it's a three-dimensional body, right? We have all these plans or the templates as CAD drawings from the vendors, and we can plan so you as a patient get exactly the best prosthesis you need. 3D is the newest, and that grows a lot right now. We're doing 30,000 per year, and we have about 5,200 active users. Then we come to genomics.
The challenge in genomics is that in cancer, especially, the use of genomics and planning for or sequencing is the survival rate in cancer has gone up tremendously. Anyone here about my age or above, I think everyone else knows someone who died from malignant melanoma, for instance. Malignant melanoma is skin cancer. It was almost 100% deadly disease only 20 years-25 years ago. Today, 65% survive five years when malignant melanoma. It's an enormous change that has been made possible by precision medicine and immunotherapy, which means you actually use your own body's immune defense against the cancer. You teach your own internal police to fight the cancer instead of just trying with chemo and stuff. You need to know what cancer it is and what immunotherapy will work and which will not. That is increasingly done by DNA.
You measure the DNA of the cancer, which is called somatic genomics. We were contacted about two and a half years ago by one of our customers, University of Pennsylvania in the U.S., who wanted help because the volumes have gone up so much that it was impenable to continue. I mean, they kept track of the mutations. In the old days, I have a friend who's an oncologist. She said that 20 years ago, five mutations. Most people have heard of the BRCA gene. The BRCA gene is a bad thing if you're a woman. It really with very high probability causes breast cancer or ovarian cancer. If you have the BRCA gene, you need to know it, and it's inherited from on the female side of families. Most women who have that gene will take away both breast and the ovary CTAP preventive reasons.
That's a few other genes. Now it's like 500 genes you need to track, CTAP, and no human can keep that in their head. You need tools for doing that. You need tools because it's becoming production. Perhaps you did five sequences per week a few years back. Now you do hundreds or 500 per week. This area needs industrialization, and that's what we're good at. We are doing industrialized medicine. It sounds like hard and bad, humans who cannot, but what is industry? It's doing the same thing with predictable quality at the lowest price possible, lowest cost possible. That's exactly what medicine has to go through. Otherwise, we can't handle that demographic situation. We need to industrialize medicine best possible and predictable quality at the lowest possible cost. This area is exactly there right now. It's growing like crazy, and it needs to be industrialized.
The growth driver is increased usage, as I said. More and more cancers are sequenced, almost all. Some very famous institutions, they sequence everything. Everything that comes in. You need to reduce your cost. You need to get the speed up. It is very seldom acute, except for very few cases. This is a thing that can take a week or two, but it is a very rapidly growing area. We were contacted by the University of Pennsylvania on this one. They asked us. They had a home-built system that they had built by a doctor, but that is scary if you are a big hospital, right? It is packed by Bill. If Bill is run over by a car or a bus, it is a bad thing for the hospital. They wanted an industry partner to build a really production system for them. Fredrik ran that group.
In one and a half years, we built something. That has now been used almost a year, and they are very happy about it. It does not do everything genomics, but it does the industrialization, the workflow very well. You see that the estimated growth in genomics is 10%. It is a big underlying growth as well, in addition to the growth that we will have when we begin December. Amplifier. That is another of those new things. The challenge here is that there are thousands of AI applications for medicine. It is not ChatGPT. It is image analysis and other things. Oh, ChatGPT is coming as well, but that is not what we are addressing here. We are addressing things that can detect cancer or detect disease in images that help out the medical doctor. Rapidly growing demand.
Difficult business case because each of these companies, thousands of companies around the planet, very smart, very well financed, but they cannot afford to do the sales call because they get so little per procedure that the sales call will take their revenue for five years. It is very difficult. They need to have other channels out to the customers, and we are already there. We said that instead of building all that knowledge and competing with thousands of companies, we build a so-called app store that you all have for your iPhones and Androids and sell it to them. It is also integration complexity when you get such a system in. Just to get access through the firewalls of the hospital takes forever. Administration, how do you invoice so small sums in a reasonable way for hospital? We include that in Sectra One.
This is a real high-growth area, 35% estimated for AI use in medicine. We only do the app store part of it, but we charge a percentage just to manage the invoicing and installation integration in this area. Today, we have more than 100 AI applications in radiology, pathology, and radiology. We have about 40 partners providing those through us. That, of course, makes life much easier for the hospital. They only own one invoice, however many of these they use. These customers, this is quite new business. It's not as spread out yet, but we are growing. Some of the famous ones are Banshees in St. Louis, U.S., Greater Manchester, U.K., Northeast London, big, big customers, Northern Ireland and region, Copenhagen in the U.K., and then smaller hospitals in different places.
The Amplifier usage per month, note that the scale on the X-axis is one per year over here, and then it's per month. It is an unlinear scale on the X-axis here. You just see the last year you see the growth is very large in the usage of this area. It's part of the PACS business. It's not a thing that is a unit that we make money on by itself, but it's a very strong argument for buying the PACS business for us because we can provide this from anywhere. Digital pathology. The challenge there is microscopy needs to be digitized. There's a lot of benefits. Workflow and cooperation. They want to ask the colleague. They want to work from home as everyone else wants now and then. Telepathology and working from home, as I said. Teaching.
Teaching pathology has been looking at a microscope and then they tell the student, "Look there on the right," because it's only one, right? There are multiple head microscopes, not many. How do you discuss when you have to explain, "Look there under the lower right of the corner?" You can't even point to what you mean. For teaching, this is big in pathology as well. We have teaching and education portal as well. You can have thousands of cases that demonstrate for students how it's done. That can only be done in digital. High need for AI. This is probably one of the biggest areas for AI because it's a lot of boring seeded Tesla counting 200 cells that have a special structure or a special color. That can be done by a machine in milliseconds. Very large data site. It's not easy.
This has to be built like Google Maps. You don't have the entire map of the entire planet that they're scanning your phone. Your telephone speaks to the big service and gets exactly what you see downloaded. We built this in exactly the same way. Image viewing is completely different from radiology, but the workflow component is very similar, which meant we could take a lot of things from radiology and just reapply it in pathology. We changed the viewer. This is a good thing for hospitals. We're in pole position. Sweden was a pioneer country in the world on this. We were awarded to be the demonstrator that it could actually be built at all. These images are huge. We did that with a research team. Sectra and Sweden lead. We have almost all installs in Sweden. Not all, but most of them.
We lead the market here. Sweden is by far the most digitized. It's a little like mobile phones for us in the beginning. Sweden is trigger happy, right? We like new things. That cannot be bad. Sometimes it is bad, but then we change our mind after a while. It's an easy market to start new technology. Rapid growth in almost all countries. We moved it from research into imaging IT because it made more sense. It's more of a package that fits into imaging IT with all the infrastructure we have there. We are the only vendor with Pathology and Radiology in the very same system. I'll come back to that later. The number of IT systems is a problem for hospitals. There are too many IT systems. It's too expensive. Now we can reduce them at least one.
That's why we have Pathology and Radiology into one system. It very often is that we go in with either Radiology or Pathology, customer's happy, and then we get all of it after a while. This is where we are today. This is number of labs. It's a very early market in the U.S. because the FDA was a little slow about approving this. We have very interesting growth in the U.S. as well now. As you can see, in Korea, for instance, we have 14 installations. In Korea, we couldn't go in with Radiology. They have a good local vendor. We can come in with Pathology, same as France. Of course, we can add up with more allergies later when they want to buy Radiology as well because it's the same system. This is the growth we see today.
This is viewed images per month. You see we're up there around 3 million, 3.5 million images viewed every month in our system. Heavy growth. A little about cardiology. Another of those disease areas. Cardiovascular disease is the single leading cause of death in the world. It's about two times as much as cancer. The single largest healthcare cost in the world. You need a lot, you use a lot of images in it. It has been special systems dedicated for cardiology before, but now we have it in the same system as everything else. Cost in the U.S. for this disease is predicted to quadruple in the coming two decades. What happens is that new technology decreases mortality, but the aging population compensates for that and more. It's a growing area of concern for this society. We have special units.
We run it in the same system, which is very beneficial for most hospitals. They do not want so many IT systems. There is a lot of correlation. There is a lot of correlation between genomics and heart disease as well because the cardiologists want to see the risks of these different diseases, and they see that on the gene profile of people. The current state. We have been working with third parties earlier in this area, but now we are building more for ourselves, and we're building it for the clouds in the beginning. Focus on the daily workflow. That's what we're good. We are industrializing things, right? We're making production go up. We're making it efficient. The very esoteric thing you do on one patient per million, we will find a partner for those, but we do the production.
We are very flexible to adding other subspecialties. With that, my session is over, this one. I just want to go through and show you all the interesting things we are doing. All of these are selling today. We have other ones are not selling. We're not discussing those. Every one of those is bringing money today. They are very auspicious. Everything works. With that, I will leave the word to Marie, who will tell you about the largest areas, a largest area, which is Imaging IT, which is mainly radiology, but also pathology.
Okay. Thank you, Torbjörn. Hello. Nice to see you all. I am so happy to share a little bit about Sectra Imaging IT Solutions.
Today, I will have the opportunity to talk a bit about the organization because I've seen the questions beforehand, and there were a lot of people who wanted to be more educated. What do you do? How do you deploy? I mean, how do you sell it? What do you do? In which countries are you? That is what I'm going to focus on today. Yep. Marie is my name. I've been working at Sectra a very long time, almost 30 years now. I surprise myself. Time flies when you have fun, and I have fun at work. I joined Sectra in 1996, so that was a long time ago. I always had working with healthcare. I have computer science as my background, but I was interested in medicine as well as Torbjörn. Choose between these two areas, and I could combine them.
Before I started at Sectra, I was working as a developer and working with EMRs, medical records, and developing them. It has always been my interest and driving forces to do something good for society as well. Yeah. It has been put up here. I am a member of Royal Swedish Academy. I am proud of that, but unfortunately, I do not have time to spend that much because traveling is taking a lot of my time. I should travel because we have, as I will show you, people out there serving our patients and our customers in many countries. Yes. Torbjörn talked about KLAS, and I also am super proud of our KLAS award. Super proud.
I personally go to Utah together with some members of my team, including Isaac, and talk to this KLAS, the institute KLAS, and they tell us what we have done good and what we maybe could improve, the trends. We listen carefully to this every year. They also go to our headquarter in Linköping, and this year they were there, and we focused on, in this case, Germany, U.K., and Sweden, and listened to them and what the customer says. They interviewed thousands of customers, and we got their comments regularly that all vendors can get this, and it's not only Sectra. We really listen carefully to this. This is something I'm very, very proud of, and I'm eager to keep and work with our people so we understand the importance of this.
I'm going to start with current state, and I think Torbjörn mentioned quite a lot about this. Enterprise imaging. Yes, we were super early out with this. We started a long time ago. Although, I don't think we have reached the market totally with that message. We could do much more there because we are unique in having one platform with all of these in one place. They don't need to go to different workstations or users. They don't need to draw menus or spending time flickering between. We have one platform for our products. The second one, with the big trends that we see, is Digital Pathology taking off again. Yes, Sweden. We're early out, but now it's taking off in the U.S. and all the other countries. Super important.
Isaac and his team are, well, we'll have a good job trying to sell that to our U.S. customers. Brilliant workflow. That's something Fredrik Häll will talk later about when he talks about product, at least a bit, I do hope. This is important. That was also something we understood very early because if you're going to be efficient, you need to have the right workflow, not clicking around, not looking for new features. It has to be there for the customer, for the end users. It is easy to find and also that we understand in what way they're working through our products so we can confirm and optimize our product accordingly. Very important. That's something we focus a lot about. Lisa here, she's an expert on that one. Yes. Consolidation. You know this is going on not only in Sweden. We are consolidated.
In the U.S., there were thousands of hospitals. There's still thousands of them, but there's not that many because they form groups, private groups, change, or they go together into one hospital. That's what's happening. We see it in the U.S. coming very strong and is there in the middle of it, but it's also coming in all countries, even in Germany, where there are many mid-sized hospitals. They form and start building groups. That's perfect for us because our platform is built in a way that you can easily scale out and add on new sites. That's how we built the whole architecture. AI. I don't even need to mention it. It's essential. For us, it's not only in our products. It's also how we work internally. I'll talk a bit later about that, how we can use AI as a tool.
Of course, as Torbjörn said, software as a service. This has been a paradigm shift in our organization. It's not easy to go from delivering licenses and the customer takes care of the platform. You don't have to bother when you have delivered the licenses, install the trainer. You don't need to bother that much. Today, we have to be there for a customer 24 hours a day, every day in a year. Every minute, we have to be there for the customer. We are the IT department. Delivering a service is something completely different from delivering licenses and then going back now and then. We have to be there. I will talk a bit about how we work together with our customer regarding this. Numbers of exam. Yeah. Torbjörn showed it as well. I just want to show the growth.
You can imagine our job is to make sure that these users, we have more than 350,000 users in our universal view, meaning the labs and the techs and the referring physicians. We have more than 300,000 users in a diagnostic workstation. Our job is to give them tools so these people could be effective, can be effective, and serve the patients. That is our job. It is quite a few. They serve, what is it, 160 million patients. We made them assure that they are effective, and that is their job. I am going to talk a bit about how we do that. We have, since a couple of years back, formed in three regions. One is Scandinavia, one is North America, and one is the rest of the world. Where we do not have our own subsidiaries, we work with partners in certain chosen countries.
We have a big world. We're not everywhere. We have picked the regions and areas where we think our offering and our product fit the most, the best. That's how we pick these. In places where we don't have our own subsidiaries, we work with partners. We have around 20 distributors, partners, in 26 different countries, serving more than 400 customers and handling also a lot of exams annually. In part, even in the U.S. and in Canada, we could work with partners, and they can take the customers that we don't think we have the perfect fit for. They could be too small or something like that. We work with partners, and we cooperate with our partners. That's how we can do this.
We really believe that this is a strong growth potential in areas where we decide not to have our own subsidiary, and also when going cloud, because it is easier for us to control that the core for our products is okay, is safe, is set up in a way that we can, well, guarantee the quality, and the partners can work with it, and customers. That is a way for us to grow. I think we will see more about that in the future. Highlights in North America. I will not mention much about the U.S. because that is Isaac's job, and he is doing this very well. I will talk a little bit about Canada. I think most of you know that we have a recent win in Quebec. That was a big deal. It was the biggest we ever had. We are starting off very good.
I was there myself just a few months ago in Montreal and talking to the customer. When you're running these projects, and this is what I will talk a bit about as well, you have to be extremely structured. You cannot handle such big size and go into the customer, "Hey, well, how do you think we should deploy this project?" You have to be super structured. You have to have good methodologies. Otherwise, you will not succeed. We also see that it is more coming up in replacement sites coming up in Canada. As Claes said, they have never seen such a fast replacement market. Today, we have a very good position, I will say. Our brand is good in Canada. This is what we have today: 14 installations, where we had 12 on-prem and two cloud. The latest one is cloud installations.
We serve today 4 million patients, and that means approximately 8% of the market today. With Quebec, this is before. Today, when we have Quebec starting the installation, we're not yet there. We have started it up, but we have not yet brought in that many patients. We have pre-cloud, where we have a super big one. It means 12 million exams. Now, together, we have 60 million exams in Canada, or soon we will have, which means that we're going from an 8% market share to a 30% market share. It is very good. We have a super good team in North America Corporation with the U.S. team as well. We can share specialists. We can share the burden, and we can help out when we have peaks. Yeah. Canada is run by our President for Sectra Canada, Nader Soltani.
Highlights in Scandinavia then. Scandinavia is a home market, as Torbjörn mentioned about Mjölby and Visby and all these. I wasn't there at the Mjölby time, but I was almost there the other ones. We just have a very, well, it's not one and a half year. We won Region Hovedstaden in Denmark, Copenhagen, and that has been a very successful project. It's very fun to run it. These customers are super happy as well. We see that there's still growth, especially in Denmark, but there's also a lot of add-on sales in Scandinavia. Most of the sites have radiology, maybe something more orthopedic they have usually, but we have ophthalmology, cardiology. There's still a lot of things to do in the Scandinavian market, even though most of them have our radiology products.
All new sales, I would say, in Sweden, we've been earlier, has been cloud, but our private cloud. We have two platforms, private and public cloud. I think concerning the climate, the global what's happening in the world, this could be maybe quite good to have already had two platforms, both the private for Europe and then the public one. You never know what's happening. Anyway, in Scandinavia, we have our private platform. Most procurement, of course, in Scandinavia is European Union procurement. That is complex sales, and I will get to that as well here. When it goes to rest of world, we have six countries: U.K., DACH, France, Benelux, consisting of the Netherlands and Belgium. Iberia is mostly Portugal, but even Spain, and then Australia and New Zealand. That's the six countries. We call them rest of world.
We are market leader in the U.K., and I will show you some numbers soon there: Portugal and the Netherlands. We have a very fast cloud adoption in the U.K. U.K., you know, it's NHS that decides what they should do there. They have been quite strict. First, they said okay to private cloud, and now they say okay for our public cloud with our preferred partner, Microsoft. NHS gives these directives, and we can act accordingly. They were early out as well, as well as Scandinavia with cloud. In DACH, meaning Germany, Austria, Switzerland, Belgium, Spain, Australia, and France, we see a huge growth potential. We're not market leader there. We have a way to go to get there, but we have a good position, and we have a good brand in these countries as well.
When I just mentioned it before for Scandinavia, most procurement are European Union procurement. That means quite complex sales. It takes a long time, tough to sell, but when you have got the sites, it's long-term profit. Also in the Scandinavian countries, we have a RIS. That means we have a very broad solution. RIS is Radiology Information System that control and administrate not only the images, but also the referrals and the requests and whatever, because with the booking and everything. That is needed in the Scandinavian countries. That makes a very even more complex sales with that broad offering from our side. Just two examples. I think the clock is up, but I think I have some minutes to go. 10 minutes. Yeah. Good. U.K. and DACH, this is just two examples of how we are positioning ourselves.
As you can see, in the U.K., we have a big share of market in radiology and even more in pathology. There is more to do, but we have a good market share. If we take another country then, it is Germany or DACH, Germany and Switzerland. We have a quite small market position in Germany, as you can see here. Switzerland a bit more, but pricing in Switzerland is higher than in Germany. Here we have a huge potential. We changed leadership there for a bit more than a year ago. We have a very strong leadership and today in Germany, a good position with a good brand. That was our operations, the different countries. How do we do that when we install? How do we work with our customer?
First of all, when we grow, we realize, and that's also something Claes said to us, you need to keep the close contact to your customers. You cannot lose that when you're growing. We form portfolios where a dedicated team works with dedicated customers. That makes it possible for our team to get to know the customer and know a bit more instead of having a customer when they call us or mail us or chat with us. They do not get a new face for every call. We know them, and we can plan for them. We can be there with them. That was a really big change for us forming these portfolio teams. We do that in the same way globally. We work with the same process, the same methodology, and we have the same kind of organization. Almost, not exactly, but almost.
That is so we can form our quality systems accordingly. We have frameworks for how they should work with the customer, how often they should talk to them, at least regularly, which report they can use to see that their performances are okay, or if there is any trend that the performance goes up and down or whatever. We can see how they use our product and help them. We have customer success managers that work with the customer and have discussions with them regularly and say, "Hey, we see a trend here that your performance is getting a bit slow. What can we do about that?" or, "Seems like your people have not gone on training. What can we do with that?" That is something we work daily with our customer with. Yeah, and have this meeting.
The trend we saw when we introduced these portfolios in the U.S., KLAS, again, said to us, "They had never seen such a big change." The customer was even more positive. It was really going up like this because they felt that we know them even though we were growing. Earlier, we saw that this was a downgoing trend, that they thought we were not that personal anymore. They did not get the contact with us. That has totally changed since we introduced this portfolio. We started with that in 2021. I say in the U.S., we are totally done there. In all countries, we have that, but some have been a bit slower than the U.S. We have something when we talk about customer success and how we work with a customer. We call it the Sectra One Journey.
It starts when we, luckily, get a deal, a sign, a contract with a customer. Then we look, how do they look like? What can we do with this customer? How should we start deploying this customer? We have our best practice we work according to, and we have blueprints. Five, six years ago, we were more open when we came to a new customer and asked them, "How do you want to work?" Now we use the experience. The customer asks us to use our best practice, our experience, so we can make them as effective as possible. Because as Torbjörn said, that's what matters. You have to help them be more effective. Fredrik Häll and his team could also steer. They are doing our product accordingly, that a certain workflow fits best for our customers. That's what we do a lot.
There is a wheel. We do the upgrades. We are coming back. We talk to them regularly. That is the Sectra One Journey. We are with them all the time doing this. The future state then. We have three pillars. We work with OKR, Objective and Key Results. One is sustainable growth. Whatever we do, we cannot grow that much that we lose quality. That is number one. Super important. Customer success. Whatever we do, we cannot lose our customer satisfaction. The third one is cloud first. We need to go to a SaaS organization. We are already there. We need to continue working with it. We need to get our customer on cloud, or the current customers as well. That was one. We also have a five-year vision that is mainly internal. To reach this goal, we need to guide our people. We are quite many.
We're more than 2,000 people. How do we make sure that everybody is running in the same direction? You need to have goals. You need to have goals for each country, for each organization, each department. This is a five-year vision we have. This vision is made internally because we could have said money, but we took a goal in double the number of exams. It could also be, and that's what we really mean, help twice as many patients. Because that means something for our people. That's what they're running for. That's what they care for. According to this, you can see it's going better than we even expected to help twice as many patients because that's what it's all about. We also have a wanted state. Where are we going? We are going to help large organizations.
That's what we're focusing on, to be as effective as possible. That's our wanted state. This drives the goals we have. How do we get there? You cannot just say, "We want to be there." We have to have measurement, and we have to have initiatives so people know what to do. That's something we work very hard with. This is our wanted state. When it comes to our product here, SaaS is, of course, our future. That's the platform. Amplifier, yes, of course, we need to continue working with that. Also understanding how our customers are working in our product. I think you will mention a bit about that, Fredrik, yeah? That we see the usage. Are they doing it in the right way? Are they using the product in the wrong way? How could we help them to be more efficient?
That's the wanted state and the strategy about the product. When it comes to technology, we need to use AI, of course, not only in our products, but also when we're working with support, installation, automation, whatever we do. Customers, we focus today, as in the U.S. and Canada, all these cloud customers. We also need to convert our on-prem customers. We have hundreds of customers that need to go from their on-prem platform to the cloud platform. That's a job we have planned for, and we're starting that journey to help them and make plans and structure a process to help them go cloud. You cannot take them one by one and do them differently. We need to have a methodology there as well. That's what we have. Two minutes. Yes, I'm all done. Thank you. It's so interesting.
It's so fun to tell you what we really do because that's something I'm super proud of. Whatever we do, again, we cannot lose our customer satisfaction. We have a very low churn today. We want to keep that. The customer journey, I told you about the Sectra One Journey. We need to do similar processes with all our customers. Otherwise, we cannot control it. Otherwise, we cannot do it in a good way. We have to do that. That's why we have a global and aligned organization where we have a matrix organization where we have specialists all over the globe, but they're working together to form this. Yeah. The last one is true SaaS, again. We go into a DevOps organization and, again, cross-functional teams. According to product, yes, technology and AI need to go together.
We need to handle our customer in the right way. We need to know where to go. Otherwise, we will not get there. Right. To summarize, global organization, efficiency and best practice guides us and our customer so we can help them be effective. Sectra One Cloud, which Fredrik Gustavsson will talk more about, is the business model we use. You cannot have different contracting and different legal agreements for all our customers. There will be a mess. Least, but not last, customer success. Together, patients in the center, that's what we care for. There is a lot of new things we can work when you can talk about oncology, as Torbjörn said. You need all information available to take the right decision about a person's future, a patient's future.
Our job is to deliver these tools to the end users so they can help patients. That is what we care for. That is what my heart is with. Who is building all these products and who decides what will be in these products? That is Fredrik Häll and his team. He will tell you a bit more about that. Yeah. Thank you.
We started our journey within radiology and breast imaging. That is where we grew up. That is where we came from. Over the years, we found that we can extend our platforms into other ologies, leveraging our assets and providing benefits for the customers from the heritage we come from. Growing that into pathology and cardiology, and then most recently also into genomics IT. How does that relate to what we see in the competitive landscape around us?
Are we the only ones that are seeing that this makes sense for health systems? Of course not. Where I see us being different from the competitive landscape is in two facets. One is the width of the portfolio. As Torbjörn mentioned, there are things that we do that are unique to the market. No one else is able to provide the width of the portfolio, including pathology and genomics, into the same infrastructure. That is something that is unique to the market. The other element is to the degree that this is all in a shared platform. Take, for instance, Fujifilm as one of the imaging IT competitors. They have one platform for radiology and cardiology, and then they recently acquired a company for pathology. Yes, they could offer pathology, but that is a completely separate platform, separate IT and infrastructure.
Looking at Philips, one of the other big players in the industry, they have one platform for radiology and breast imaging, another platform for pathology, and another platform for cardiology. Yes, there's a single vendor able to provide a wide range of IT services, but it's not a single platform. I'll get back to some of the benefits that we do see for the customers of providing that single platform. A couple of things that are possible to realize with one integrated IT platform for multiple ologies is increased return on R&D investment. This is good both for the customer and for Sectra. Let's say we're investing in improving the way we present the patient overview. We build that once, and we can leverage that benefit both for the radiology customer and for the pathology customer and for the cardiology customer.
These means that we get leverage for our investments and that the customer gets more value for their money. Another facet is savings. As Torbjörn mentioned initially, there are significant lifecycle costs for our customers in managing these disparate IT platforms. They need to make sure that each platform integrates with their EMR, that it is safe from a cybersecurity standpoint. They need to manage and maintain each system. They need to train their staff on each system. All of that compounds. If you're able to consolidate them into a single platform, these are pretty significant savings from a TCO perspective as they're able to consolidate these platforms. These are some of the same rationales that customers are already used to driving consolidation of EMRs and creating cohesive platforms for the medical records. Finally, this also means a reduced time to value.
This is beneficial for Sectra in terms of getting our product into market, but also for the health systems. If you look at the alternative, for instance, if they want to digitize pathology, their option of procuring a completely separate system, designing that, integrating that, deploying that, training users, versus extending and enabling a component within a system they're already used to, with a vendor they're used to, with a service organization they're used to, this will be a much faster and much more efficient journey for the health systems to take. The first topic was related to providing that consolidated platform. Who do we try and provide those systems into? We focus on the largest health organizations in our market. We've shared that earlier, that there are benefits of consolidation that allows our customers to service a larger patient audience.
We find that we are an excellent fit for those large customers. Today, we are leading in providing solutions for large customers. In the markets where we're active, if you look at the largest health systems per those markets, you will find them to be Sectra customers. This is what we strive to do, and this is what we do well. If I look at the differentiation from competitors, I think this is something that influences what are the competitors that are able to service on a national scale, or to the left, for instance, in the U.S., multi-state actors that work on a large portion of the U.S. That's a difficult problem to solve. Not a lot of vendors on the market are able to address those customer needs.
If we look in Europe and in New South Wales to the right, quite commonly, there's a demand to also include built-in reporting. If you look at the vendor landscape of who's able to provide solutions on a national scale with built-in reporting, that's going to be a very short list. What does that mean from a competitive standpoint? It allows us to differentiate and create opportunities for Sectra in the market in three ways. The first one I've already touched. This is a high bar for competitors. It means that the bargain basement companies that primarily compete on price, they can't service this segment. It means that the providers that do provide quality products at a nice market price. This is something where there's fewer competitors and an ability for us to differentiate in an excellent way. It's also an excellent opportunity to upsell.
If you look at a large geography or even a national installation, as they've consolidated on radiology and breast imaging, which is usually the starting point, when they see that the time is right to go from 30 different cardiology systems and try and consolidate those, this is an excellent area for us to upsell consolidation of additional ologies. It is a great arena for us to work with and upsell towards those large installed customers. The last part is these form long-lasting customer relationships. Assuming we do a good job, we provide happy customers, these will be customers that are going to be with us for a long time, providing low churn and nice long-term revenues.
Because if you do a good job, the political decision that those customers need to take to potentially replace you is going to be a very difficult decision to make to drive and organize a reprocurement from a system that works on a national scale. The last part relates to what then do we try and do for these customers? As Torbjörn mentioned initially, there is a huge focus on the healthcare industry to try and do more with the resources they have. I think the radiologists in the image over here look fairly happy. Unfortunately, that is not too common these days. There is tremendous productivity pressure on all markets, coping with increasing data volumes, increasing study complexity, and diminishing payments and diminishing staff resources. There is tremendous pressure to increase the productivity, which is an opportunity for us to help accomplish that for our customers.
If we can be more successful in providing productivity benefits than our competitors, this is an attractive landscape for us. One of the ingredients for productivity is performance. There is an old saying, "Speed is king." I think providing top performance, there is nothing that frustrates users more than watching an hourglass just turn and turn. Providing top-level performance, regardless if we are talking a thin slice CT containing 10,000 small images, or if we are talking digital pathology with huge, huge images, or cardiology within Björn's domain here, watching beating hearts circling at 100 frames per second in multiple views, you need a performance system regardless of the domain. Doing all of these things well, that is a high bar for others to pass and something that we have as a passion and a competence within us. The last part that Marie touched briefly is related to workflows.
You can have the fastest car in the world, 1,000 horsepowers, but if you can't get it around the track, if you go off the rails in the first turn of the corner, you're not going to get much done. Being able to provide smooth workflows is perhaps an even bigger productivity benefit than the raw performance alone. This is something that we invest continuously in. If you'll have the opportunity to walk by the demonstrations, I'm sure that all of the workstations that we demonstrate will provide ample opportunities to show how can we bring productivity through efficient workflows. Now, providing a full solution with built-in nice workflows doesn't mean that we do everything on our own, building everything in-house. It's a wide market with lots of specialty companies. We strive to build the best solution for the customer.
Sometimes that means that we build things ourselves, and sometimes that means that we partner with other vendors. One recent example is that we are working together with Siemens that produces the top-line CT machines in the industry to be able to do post-processing directly within PACS from their flagship modalities. Lisa will be able to demonstrate that if you're interested in the details of that. This is something that is unique to the industry and a good example where Sectra and Siemens that could be seen as competitors work together to provide benefits for our customers and a more efficient workflow for the end users. Another example of this is where we've worked with GE that provide advanced visualization capabilities for the niche workflows, and we embed them into our product.
For the end users, that means that fewer clicks, highly integrated workflow, and being able to access the highly specialized tools without jumping between workstations or between environments. These are examples where we work with the other vendors to provide cohesive solutions for us, for our partners. This is an area where I see the landscape continuing to evolve. We've gotten very, very positive feedback both from the customers and from the industry partners around wanting to do more of this. I would expect us moving forward to identify additional opportunities where we can work together to bring the market forward, to be thought leaders in terms of how we accomplish these things for our customers and make more of this happen. All right.
Now we go into the next session, the demos. Torbjörn, you rapidly presented the demo guys before, but I think you guys need to stand up so you can be acknowledged and found out in the coffee room where we will have this combined session, so to speak. If you're not tech-savvy, do not worry. Lisa tried me as a guinea pig, and even I saw some benefits to this. I urge you to delve into the different solutions that the guys.
I work for you. Demoing is Björn Lindbergh. These are radiology. We haven't spoke so much about that as our main business. You are in education and Fredrik Genomics, right? We have many more, but we try to keep the numbers down a little bit.
Yeah. Following that, we will have the touching up on some of the questions we had in the first Q&A session. Fredrik will cut in on the Sectra One and the business model transition. Following that, Isaac will attend to the more focused on the U.S. section where we also will be technology provided. Hopefully, we'll talk to a real-life customer, Dr. Navarro from Kaiser Permanente, which is of great value for us, I think, to listen into. Okay, so mind the time, please, and enjoy the demos. Without further ado, from the cinnamon bun to Sectra One.
Thank you so much, Mats. Yeah, that was a good start of the day. Good afternoon. Great to see you all. My name is Fredrik Gustafsson. I'm the CTO. I've had the pleasure of being with Sectra for some 12, almost 13 years now. I've been in the e-health business for about 25 years. I'm going to talk about the transition to cloud and services today. Torbjörn already mentioned some of that during his Q&A sessions. I'll try to flesh out that a bit, give some nuances, and talk about what that shift means, where we're at, and try to paint a picture on this very important step in Sectra's journey. Pleasure being here. Hope we'll have 15 interesting minutes. One of the things we did four or five years ago was to really try to simplify our offering. Making something simple is very hard.
Every day we work very hard to make the lives of our users simpler and easier and more effective and efficient. We do that with our business model, our service delivery as well. We did Sectra One. It is actually about four years, maybe four and a half years from now. That was the shift to a single subscription model where customers had an easier way of getting access to all that innovation and to the products and modules that we have been talking about. It was a big success. It was very successful. Customers really liked that. The big shift we are seeing right now is the shift to software as a service. Customers ask us for something that is really comprehensive, predictable, and scalable. We are going to talk more about the shift to cloud services.
Basically, today, when you're buying new solutions for PACS radiology, most of our customers feel like, "Well, I'm not going to install this on-prem. I want to actually get this as a service. I don't want to manage. I want to go out and buy hardware. I don't want to buy storage. I don't want to buy network switches. It's too complicated, too much effort. I have a lack of resources. Can I buy this in a better way? Can I get access to this technology innovation in a better way?" That is where Sectra One Cloud comes in. It is the combination of the Sectra One business model that we started with that was just for the software, and then combination with cloud and software as a service. I will expand a bit on that. I will contrast a bit what some of our competitors are doing.
Some of our competitors, if you may look at it and look at those margins, they actually take the software, sell that to the customer, and then the customers sort of have the fun task of getting that onto the cloud platform themselves. All right? That means that that revenue recognition happens upfront, which improves the profit margin short term. Okay? From a Sectra perspective, we do not think that is the best way. Our customers ask us for a service, not just software that then they have to host on their own. They want Sectra to help them on the journey of becoming more effective, efficient by using the Sectra software. We think there is a fundamentally better way to deliver our solutions and innovation to customers. That is by providing a comprehensive software as a service.
We sometimes use the phrase "one throat to choke," which is politically correct, that is, but it sort of really illustrates what it's all about. It's us taking responsibility to deliver a kick-ass service to our end customers. If something has it wrong, we're going to fix that. That really comes back to that culture that Torbjörn talked about earlier this morning: customer dedication, customer focus. We can deliver much better service to our end customers. I think there's a fundamental economical perspective in terms of efficiency that we should cover as well when we talk about SaaS and cloud. This is why we think it's a much better model of delivering our innovation and technology to customers. If you think about having thousands of customers in a dispersed, spread-out environment, think about 1,000 different customers, 1,000 different environments. Okay?
Over here, I do everything in the cloud. I can automate. I can really create efficiencies of scale. If I install in 1,000 different customers' environments, or if I run it in the cloud, it's fundamentally different when it comes to long-term efficiency and profitability. That is why we think the model that we have selected is a far superior way to deliver the services, both from a customer experience point of view, customer satisfaction point of view, and ultimately efficiency and profitability. Customers ask us also for, and we did have a bit of a chat over the cinnamon bun and the coffee, how can we take down thresholds for customers to access new technology, to access the education portal, to access genomics, to access digital pathology?
We are doing that by providing customers access in our cloud solution by sort of taking down the threshold and saying, "You pay on a usage basis," whereas historically they had to pay upfront for the software license, right? Also, if they were to start using pathology, they might have to go about buying a petabyte of storage. That is an upfront capital investment. When we are delivering a SaaS and a cloud service, we can say, "You can get started tomorrow. You pay for what you use." We are taking down the thresholds. We let customers get much faster access to our technologies and services. The usage-based pricing is fundamentally also taking down thresholds, providing access to innovation and technology. This can spur growth and scalability. All right. We have already touched on some of the reasons why customers are really moving to the cloud.
I think there was a question, "What are the benefits or customers' testimonies in terms of efficiencies or benefits they've seen?" These are three different areas where we see sort of really drive the adoption of cloud and basically the why. AI and scalability, so as I mentioned, the ability to scale when you have organizations that acquire other organizations and the ability to quickly bolt them on and to create efficiencies within radiology groups to share information and to really leverage that organizational growth. If you have to start buying hardware, setting that up, constructing, scaling, it becomes much more complicated in an on-prem environment. A dynamic landscape, a cloud solution is far superior when it comes to scalability.
It also provides access to AI, both in terms of Amplifier, which is our AI store that Torbjörn talked about earlier, but also new technologies such as augmentation through GPT and reporting. The actual ability to gain access to a lot of that AI innovation right now also really connects well into that cloud story. As mentioned, genomics is actually only available in cloud. All of this really creates a fundamental, powerful platform for customers to grow on. It really gives them access to innovation, scaling, growth. Torbjörn did mention security. The average cost, and again, the healthcare customers are really prime targets. This is data from the U.S. The average cost of a data breach in the U.S. related to PHI or patient healthcare information is about $10 million.
Through the combination of experience and know-how within Sectra on the cybersecurity side, with the fundamental knowledge about how we develop safe and secure software, in combination with also the capabilities that are exclusively available on the cloud platforms, we can create an offer that's as strong as it can be. There's never a 100% guarantee, but there is really a tremendous difference between trying to manage that level of threat when you're on-prem and if you have a lack of resources. It's hard to recruit. It's hard to recruit cybersecurity professionals if you're competing with the Googles and the Amazons and the Microsofts if you're a small hospital somewhere. That shared leverage of size and technical ability really builds a higher level of security into our offering. All right. Have we been successful? I really think so.
It's actually to the point where 85% of the order intake right now is cloud-based deals. Torbjörn presented during the nine-month year-over-year comparison, 44% growth on the cloud recurring revenue. As you think about it, the 85% on the order intake is a precursor to revenue growth, right? Those are the contracts that over time will materialize into revenue. It's a huge proof point that the shift is happening. Customers are really loving it, and we're seeing a huge adoption in the market. Now, how quickly it will go? Will it take five years? Torbjörn said there are some differences in different markets, so it's very hard to predict, but the numbers are very, very clear.
Another number I wanted to share with you is that when we compare software-only versus our SaaS cloud deals right now, and do not sort of take this as a rule, but now on average, it is about a 100% increase of the revenue for the total deal. Comparatively speaking, if we were to sell a solution for X, it is actually 2 times 2X when you add on the service fees for cloud hosting, storage, and other services related to that. It is a top-line growth. If you think about those economies of scale that I mentioned in the beginning, in that 1,000 environments versus one cloud environment, looking in the future, the efficiencies are going to be huge. Okay. Torbjörn also mentioned some of the changes that we have seen already and that we are seeing over the coming years in the shift in terms of revenue recognition.
I'll run you through an example just to sort of for illustrative purposes. We'll look at an example where we look at a deal, comparatively speaking, on the software-only, and then for that identical software component, but in a SaaS setting. Okay? We're looking at a deal about $500,000 software and maintenance historically, and it's over six years. It just sort of rounds out the numbers in a good way. What we're seeing here is that on the left-hand side, we see the revenue recognition for that traditional on-prem sale, where from a revenue recognition perspective, that first bump comes up, that first nice sort of set of revenues. Then there's a lower maintenance fee throughout the contract period, and that sort of continues in perpetuity, right?
When we do this in a SaaS perspective, due to the fact that there are integrated performance obligations, the revenue recognition is spread out. When you look at these different colors, the blue one is the on-prem sales upfront component, lower per-year fee in maintenance. When we do this as a SaaS service, it's a higher annual total fee that sort of goes on in perpetuity. There is a break-even point at about five, six years. I want to stress this is not adding the hosting components. This is just looking at the software component in isolation. It may sort of explain some of the delay in the growth of revenue, comparatively speaking, to what Torbjörn showed you when the graph in terms of growth of the number of exams. Does that make sense? I see a few heads nodding at least.
This is actually the illustration of the break-even level on that. You have the opportunity to ask questions later. I will leave that at that here. I want to maybe just stress again that this is software-only and the treatment of that software in the on-prem version versus when we deliver SaaS or a cloud delivery model. Okay. Some other financial perspectives on the shift to SaaS. As you might imagine, the balance sheet effect is not that dramatical. Customers are paying on a subscription basis. Generally speaking, they pay sometimes a bit upfront on a quarterly basis. We have our payments to our cloud providers sort of sync up with that. There is no huge effect on the balance sheet. We do not buy hardware. We typically grow this on a public cloud basis, I should say, and scale that as our business grows.
That's very nice. We don't make upfront investments on the cloud side. Cash flow perspective, we already started the shift to subscriptions four or five years back. From a cash flow perspective, that subscription shift already happened. Now, that revenue recognition perspective, though, shifts when we do SaaS, as I mentioned before. Profit margins without making any promises. I just want to call out again the question about economies of scale. Managing today thousands of customer environments throughout the whole world versus managing a few cloud instances. That's, I think, a very much clear picture on where we're heading, both with existing customers and new customers. There is also a very nice sustainability perspective to add to this. That's when we're moving to public cloud.
We're moving into the modern, most well-managed data centers that's out there that has much less carbon footprint and environmental impact than any else data centers. We see this in the European markets when customers are asking us for our environmental impact analysis. Moving to public cloud really helps customers to also sort of respond in a positive way to what they do to contribute. Because if you run a data center on your own with the cooling and the power and the power requirements, that's usually much more ineffective than what you can do when you run these really large data centers. All right. That was a bit of fleshing out on Torbjörn's comments. I tried to add a bit of detail on the shift into software as a service and the revenue recognition perspectives and some of the drivers.
I think with that, I'm actually spot on 15 minutes. That was that. Thank you so much. Let me also introduce Isaac. We've had great success in the U.S., and Isaac is the captain leading that team. Isaac Zaworski, please.
Thank you, sir. All right. Thank you, everyone, for giving me the opportunity to speak this afternoon. I, as Frederik indicated, get the opportunity to give you a little bit of an update on how things are progressing in the United States market. This is building off of what you heard from Marie, but then also touching a little bit on the business model transition and the product side of things as well. First off, who am I? My name is Isaac Zaworski. I'm the president of Sectra, which is our US-based entity.
I joined Sectra. I'm the newbie in the group out of all of these, except for maybe Jessica. I joined Sectra just almost four years ago now, coming up this summer on four years. Actually, before that, I spent the rest of my career in the defense and intelligence industry. Got introduced to the American-Swedish partnership world through a number of previous ventures that are joint ventures that integrated technology from Sweden with market demands and needs from specialized industries in the United States and figuring out how to scale them and bring them to market. It's been a fun three and a half for almost four years, both coming into Sectra and having an opportunity to get to know the organization, but also to get to know the market itself and the industry as a whole. My background's in mechanical engineering.
I used to build race cars, but strangely, somehow through a various winding path, I've spent all of my career in IT, high-performance computing, and image processing to include some deviations in sandy parts of the world and all sorts of strange places. As we look at the U.S. market from the Sectra perspective, really, I have the opportunity to have a very transparently positive and bright view of where we stand right now and what is in front of us. The U.S. market is not always the first to do anything. I think we've heard multiple examples here today where Scandinavia or some of the European markets have been ahead in their adoption of certain technologies and policies and approaches to problems.
The U.S. has a long track record of not always being first, but when we decide to move, we tend to move very quickly and throw a lot of resources at the problem. I think we're in the midst of several major transitions in the healthcare industry where some kind of long-standing alignment around what direction to take has kind of settled in, and we're now very much in the very rapid investment and transition curves, which is a fun place to be, particularly when you've established the foundation to work from that we have here at Sectra. Speaking of that foundation, this is not the first time you've heard this today and probably won't even be the last time that you'll hear it today. Customer success is the foundation of everything that we work with here at Sectra.
I'm extraordinarily proud of the team in the United States for the fact that the Best in Class awards this year represent 12 consecutive years for our organization in delivering that best-in-class customer satisfaction for our customers. It's always good to be on top, but it's always difficult to be on top in the way that you become the target for everybody else that's out there. As Marie alluded to earlier, we invest an incredible amount of time and effort engaging with not only our customers, but also engaging with organizations like KLAS to make sure that we are keeping our eye on where the ball needs to go.
That has driven a lot of our strategic changes, which I'm also extremely proud to highlight, has led us to a place where not only is this the 12th consecutive year that we're best in class, but this is actually the highest scores for customer satisfaction that we have ever had as an organization. Coming through my tenure here at Sectra, we've gone through some major organizational changes where we set expectations with our customers that through those changes, the experience with us would take some time to stabilize. We had to retool our organization to be able to scale from a people perspective, from a customer perspective, from a customer engagement perspective. We are now, as Marie indicated, kind of on the tail end of many of those big organizational changes as far as the way we interact with our customer.
We have transitioned through a dip that we knew would be coming. Even though we were still on top, it was a dip in the overall scores. We are now on the other side where we are not only trending higher and higher than we have ever been, but for me, the fact that we got not a single score from a customer under the 70% threshold is one heck of a strong example of the level of detail that we go into with every single one of our customers. We leave no one behind.
I think one of the powers of the reorganization that we have undertaken is that it really allows us to get back to that small business level of focus where we have small groups focused on small groups of customers, so nobody gets left behind no matter how big we get or how many new customers we add. Add to that one additional piece of data that I'll share from the data that KLAS collects. This is a bit of information around all of the procurement decisions that they tracked, I believe, between the end of 2023 and the beginning of 2025. A couple of things to note in this. Out of all of the procurement decisions that they tracked amongst the cohort of customers that are relevant for us, we were considered in half of the deals.
Within those deals that we were considered, we won half of them, which is a pretty astounding statistic. You can take the half that we were not considered in as either we qualified them out as we did not feel that they were a good fit for us, or there were organizations that decided to stick with their incumbent vendor or something to that matter. That is roughly where that is. By far, if you look at us in comparison to the rest of the industry, we are being considered more often and we are winning more often. Couple that with the little column on the right-hand side that highlights the fact that now 100% of our customers, our existing customers, view us as a part of their long-term plans and are not looking in any time in the near future to shift away from us. 100%.
It's a heck of a stat. What does the market look like today? We have 122 customers in the United States that represent many more hospitals beyond that. As of right now, the bulk of them are still our on-prem install-based customers. We have seven active live Sectra One Cloud customers. This has been a big area of focus for the new sales and deployment side of the world for us now. Of those 122 customers, that represents about 62 million annual exams that we are managing through active systems, which, depending on how you do your math, based on volume, puts us at about an 8% market share in the United States. If we look at what is under contract, this is what is signed in backlog being deployed right now in the near future. That number for installations jumps a little bit, 133 installations.
You'll notice that that includes some transition of some of our on-prem customers into Sectra One Cloud, as well as continuing to aggressively add new Sectra One Cloud customers. Out of the net 11 new installations that are getting added here, that represents almost a 50% increase in the overall exam volume that we're going to be hosting in those lab systems, which is, needless to say, not a small jump. That'll take us over the 10% threshold, not to 12% or thereabouts in the market. This is just what's on contract right now that we're executing on. Needless to say, a lot of work is ongoing. I will say that our organization is running very fast.
I like to talk to my organization about the fact that we've spent the last several years, to one of the questions earlier, working through the, how do we manage all these organizational transitions? How do we get through the early stages of getting to a first reference customer for Sectra One Cloud in the market? How do we start scaling our ability to deploy those so that we can keep up with the demand from the market? If we were looking at this in an analogy to a race at this point in time, I like to say that we've gotten off the blocks and our heads are up, but we are still very much gaining speed and there's a whole lot of runway in front of us.
Getting to the question of what's really driving the decisions in our favor in the market, you've heard much of this from some of the previous presentations, but really to put a fine point on it, consolidation is a huge driver amongst the customers that we're engaging with today. You'll hear it again from Dr. Navarro here in a few minutes from the Kaiser Permanente perspective, but this is just true across all of the major health systems that we're interacting with today. They're investing heavily in commercializing their management and their infrastructure. When you have new leadership coming in from frequently the outside of the industry looking at the almost 2,000 IT systems that an individual hospital is maintaining, consolidation is very high on their priority list.
You add to that the fact that we're dealing with organizations that are, in many cases, distributed across an entire state or multiple states, multiple time zones, where they're looking for solutions that can actually support not only the scale of their operations from an exam volume perspective, but actually the physical scale of their operations as well, which is a non-trivial problem to deal with. Ultimately, it comes down to cost. For them, our healthcare in the United States is under tremendous pressure from a cost and efficiency perspective. Every decision that is being made is being made through the lens of cost control. Granted, the investment in us may not be directly cutting costs, but it is enabling efficiency in revenue-generating centers for the hospitals that yield a net return on investment that's quite significant.
That is where the software as a service message really starts to resonate. Because once you have leadership in these big organizations that are looking more holistically at the question of how do we generate return on investment, how do we cut costs across the entire organization, the message around software as a service and the fact that you can remove some of these really tight pain points, generate efficiencies, allow us as a vendor to do the thing that we're best at while focusing your staff on where you're actually generating revenue, that message really, really hits home. In that context, the Sectra One journey, which was referenced earlier, is a key component for us.
As I mentioned, the incredible volume of new work that we are bringing on, and add to that the volume of conversion work as we start to look at that install base of on-prem and recognize that we need to be able to get them over into our Sectra One Cloud infrastructure as quickly as possible in order to recognize the efficiencies that we have planned on and that we really want to see out of these investments. We have to be able to run things very efficiently in parallel with as few staff as possible. That is a challenging aspect.
Through the work that we've invested in the Sectra One journey and changing the methodology for how we do things, we're getting much more effective at being able to empower the customers to do more of the work, to take more of a standardized approach where we can do things repeatably and efficiently, and then really focusing down on how we structure the engagement with the customer all the way from contract signing, all the way up through their activation and go-live, but then the continuing customer success cycle where we continue to grow with them and roll out additional modules and generate additional value in a much, much more efficient and structured way. That really, truly is going to start to hit as we really build up some momentum in this transition process. For us, I've set a very aggressive goal for my organization.
I have the benefit of the fact that our market does not face any of the policy challenges that maybe Europe does in whether or not we can move to a public cloud software as a service. I have been very aggressive with my organization in ending sales for new on-prem customers. We did that last year. We are going to end sales for hardware refreshes for our existing customers in the very near future as a means of, as rapidly as possible, moving all of our customers into this new model. I have been very transparent with our customers, and the response has been quite positive from them thus far. It is going to be one of our key areas of focus, certainly over the next several years. That, I think, kind of brings us to the, where is our North Star? Where is our orientation?
What are we orienting our organization towards? The answer really comes down to execution at this point in time. We've done an incredible amount of work internally in order to prepare the organization to execute at scale. Now we're really starting to pick up steam. As the business model and the revenue recognition side of things starts to catch up with the usage side of the world that we can see very materially, I think our organization is in a really strong place to move forward. Beyond that, as we think forward to our next presenter with Dr. Navarro coming on board, the question of where do we in the U.S. go from here? That is an incredible amount of business, but it is bread and butter business in my mind. It's the stuff that we really know. We know well.
We're taking the products that we are really, really comfortable with, even the ones that have maybe been more dedicated in the European market. We're really bringing those and scaling them in the market. What comes next for the market is going to be huge. This is where we're starting to see a massive recognition in the value of what we'll call either enterprise imaging or integrated diagnostics, looking at the broader medical imaging world through the lens of modern oncology and cardiology use cases, where as technology and AI continues to develop, the ability to get towards that more precision medicine future state is going to be enabled by these platforms. That's where going from what used to be radiology into radiology and cardiology and pathology and then genomics and being able to pull them together in a way that clinicians like Dr.
Navarro can actually look at the holistic picture of a patient is really the future of where we're going. With that, I think I'm handing it back to Torbjörn, who is going to introduce our next presenter.
We will now proceed with the last presentation. Then you're free to have coffee or go, whatever you like. All right. Thank you. Where are we going as some final remarks? Once we hear from customers, not the least in the U.S., but all over the world, we lack medical staff and our workload is increasing. The burnout risk is real. There have been surveys done in U.S. medical doctors where more than 50% say, "I'm just on the brink of burning out." That is not the case in Europe. It's not as bad here.
They make a lot of money compared to European salaries, but there is a limit. People need to see the kids, even if you're a medical doctor. If 50% burn out, the workload on the rest will be absolutely impossible. This is a real concern in hospitals. We are scared. We can't get new ones because it's too few around. Our workload is increasing. People are getting older and older and more and more images is done. We risk burning out the ones we have. Very, very, very important driver in healthcare, and not the least in the U.S. Work-to-efficiency becomes paramount. A lot of the customers who are up for or replace the systems is because it's not fast enough. We are super fast. They need to be fast. You cannot walk up and go.
That's why the integration with Siemens CT is so important for them. Because Siemens has come out with a new photon counter CT, the best product in the world. But you need a special software to view that efficiently. You can view it in a normal workstation, but then it's just a normal CT. You would buy something cheaper than a Siemens very potent photon counting device. The doctor says, "I cannot rise up. Go to another place, log in, find the patient, view the images, take down the results on a sticker, go back to my normal workstation, work there." It takes too much time. Even if it's better medical care, they won't do it. That collaboration between us and Siemens, at least I showed out here, and Fredrik has been paramount in. We have a lot of Fredriks, by the way, so Fredrik Health.
It's super important for customers. That is really nice. We are good at working with other companies. Most companies see everyone else as competitor. Our primary take on everyone else is primarily cooperator, a partner in delivering what healthcare needs to get in order to survive. We want healthcare where we get old as well. I'm almost old, but not there yet. Another thing they say, we have too many IT systems. Untenable. I can't hire the people. I cannot support it. There's huge cybersecurity risks because no chain is stronger than its weakest link. If you have 1,000 IT systems in a hospital, there's 1,000 potential attack vectors. You can't be sure all these are safe. Stanford University Hospital, one of our customers, has 1,085 IT systems. You know the cost of a software engineer in Silicon Valley, Palo Alto, is not cheap.
It's dangerous and difficult to maintain. Later, you also integrate diagnostics. Take a diagnostic decision on a patient. It's not the job of a single radiologist or single pathologist. It takes a team to do that. You want all information available that you need to take a decision. We can provide all that information to, for instance, a tumor board, where there is pathology, there's genomics, there's radiology, there's patient history. That is super important. If any time saver is important, those tumor boards when there are 25 doctors in there, super stressed, sitting in one meeting, losing two minutes there is disaster. Also, AI will need data. So far, AI has gotten data for only one modality. You get AI in pathology, AI in radiology. No human would do that.
You don't take decision only without even reading the patient history. It is now being realized in the AI industry that an AI needs auxiliary information as well from the EMR, from other modalities, and then AI can become really strong. Very few AI today do that. As I said, tumor boards and these meetings, 25 doctors sitting there with a very high cost per minute. If they don't get the information presented effectively, that's a disaster. They don't have that time. We have radiology, cardiology, pathology, genomics, ophthalmology, dermatology, orthopedics. We have taken these four or five different major diseases for the aging person, which will be a critical problem going forward in society. We are addressing all of them one by one. Ophthalmology addresses, of course, the eye diseases, where we worked with Kaiser during the pandemic. A very interesting development.
Our team sat in Linköping. No one can travel anywhere except we can go to Norrköping, perhaps, and to the shop. In California, they were locked in, really. We developed it during the pandemic. With Teams meetings, we showed them the prototypes during the entire development that this works. It's fantastic. We can work directly with customers in the U.S., within years in Sweden, to develop a very good product. We are the only vendor with all of this in one single system. That creates opportunities also for true integrated diagnostics. We can have all this data available when it takes the decisions, which is crucially important. Save cost and time to treatment. It decreases cybersecurity risk. We see ourselves as Microsoft Office in imaging. You can buy in the old days, you can buy a PowerPoint solution.
I think it was called Elders' Preservation in the old days. You can buy the word processor, and you can buy spreadsheets from different vendors. Today, you buy Microsoft Office, and you solve kind of all of it. It takes a very, very good spreadsheet to get in or compete with Excel when you already have it. That is what we do. We provide a Microsoft Office to our customers, and we have Excel, and we have PowerPoint, and we have Word included in that package, which is a good thing for both, in our opinion. We charge per hour or charge per exam. It is quite similar to a Microsoft Office delivery of their software today. Coming up, our PACS will gradually morph into Pixel EMR, Dr.
Navarro's statement here, which he invented, which is enterprise imaging, which Marie was very much driving from the beginning, which will then become enterprise integrated diagnostics. Genomics is not images. That's something else. We are adding the information that's needed for other specialties to do a diagnosis fast. Because the faster you do a diagnosis, the better the treatment, and the less cost for both patients and hospitals. This is absolutely required for precision medicine, especially in oncology. You need that tool. You cannot take a decision on pathology or radiology only. You need all of it. AI will be used more and more, more than only for image detection. We have so far spoken mainly for AI as an interpreter of images. AI, you have all used ChatGPT. At least that is my assumption. These LLMs, large language models, they have now out.
They tried it on the final exams to become a doctor, board exams in Harvard Medical School. And the LLM standard, just out of the box, performed as the top 10% of the medical students. This will revolutionize medicine. My personal say it will save medicine because this burnout risk, it won't work. Someone has to introduce food as well and cars and stuff. This will save it. It will change medicine in its foundations. I don't know if you know who Semmelweis and Fleming were, but they were important people in the history of medical. Semmelweis discovered that actually you need to wash your hands before going between the morgue and the delivery department of babies in Vienna. And so sterilization. Fleming invented penicillin or antibiotics. These change medicine in its foundations. So will AI. It is different between the AI for detection.
We are working a lot with LLMs as well, but LLMs need all this information as well. This does not mean that we will abandon our core customers in radiology and pathology. We will be with them as before. We want to be the best. We have separate groups knowing everything about these specialties. We will be the best for each one of them. We also can deliver something together and widen the scope for hospitals, which is what Kaiser Permanente recognized. We will also concentrate a lot on the output because the output of diagnostics is the value for the hospital and the patients. We will do more work in the output and creating of outputs on the hospitals. Yes. With fewer IT systems, improving diagnostic efficiency, quality of diagnosis, and cybersecurity. This is what we have today.
We started with radiology, it's the patient and the organ level of diagnosis. You see organs, you see the patient as a whole. Pathology goes down into the cell, which is very important. Now, the next level we need for complete diagnosis, looking at everything, is down to the gene. We developed this picture we've used for many years. Many of you have seen it before. This is our vision. We need to get all this data. We need population health and probability data for the EMR. We can pick it up. That together makes we can build a toolbox for integrated diagnostics. That's what we are doing. We are coming from imaging. We're becoming diagnostics in more general terms because that would be crucial for the future. A little about the culture.
I present this in our rookie course for the people and say, "What is it worth of a Sectra?" So it's me there on the right, and it's a new rookie at Sectra to the left there, right? At Sectra, there's only two things that you need to remember. We do important things for important people. We had a glitch here in mammography. You might have read about that. That was where we didn't think all the way for the risks. It was not really a bug, but it increased risk. That meant a few women with cancer were not detected. We have to be careful doing these things. It will happen again. We have so many lines of code. If we do mistakes, people might die, and people might live because of us. Like the pandemic, keep all promises. That's the thing.
People ask me in the interviews, "Who do you think is most important in Sectra for employee?" I have one single answer, honesty. Because if you're not honest internally and with customers, society doesn't work. We are a team. We have to work together. If you see a problem at Sectra, you own it. It's a little about the customers. When I go to a customer and they complain about the wrong working or something, I need to take care of that. Every single one of the Sectra employees has to listen to customers. If they get a complaint, overspend on customer complaints, we'll fix it. I like this picture. Some of you have seen it before. We are there to build integrated diagnostics. People didn't think it was possible to build pathology, but we did it. We are going there as well.
That concludes our day. Our feedback is very important. Note that you also have a QR code. You can give feedback on that. These meetings are not for us. They are for you. As we listen to customers, you are today our customers. Give us feedback, and we can make these days better so we can become even better next time. I open for some final questions before we close. All right. Thank you very much for coming. I hope you had good use of the day. Thank you very much.