Good morning, everyone. I'm Robbie Marcus, the MedTech Analyst at JP Morgan. Very happy to have our next session led by CEO of GE HealthCare, Peter Arduini. Peter will do a presentation, followed by some Q&A. Pete.
Thanks, Robbie. I guess it's still good morning, good afternoon for those on the webcast. It's great to be out to a sunny JPMorgan. Just kind of kicking off, we'll use obviously some forward-looking statements here. A lot of our financials will be Q3 year-to-date, and we'll give our full year and our Q4 results on February 4th when we announce. So from just a quick overview, if you don't know us super well, GE HealthCare, this is the beginning of year four as a separate public company. Focus about creating a world where health care has no limits. Bold statement about problem-solving and working with customers on some of the big longitudinal challenges that exist. Our strategy is focused on these three pillars: precision care, growth acceleration, and business optimization.
Think of Precision Care really as what it sounds, as bringing better, more focused individual care and solutions, whether it be in imaging and diagnostics or how it plays out in therapeutics. But our goal is to really move from a world-class imaging company to more of a health care solutions company. On the growth acceleration, we've been very much focused on what our products are. We'll talk more about that specifically to drive faster growth, our solutions, and really the markets that we choose to play in, the mix of that. And then on business optimization, it's a combination of a multitude of things, but building out the company to be more agile, to be more flexible, to move quicker, whether that means on inorganic integration into the company to margin expansion plans, which we'll talk about in a little bit more detail as well.
And a focus then on our foundational principles, which we set when we came out separate out of General Electric, which is a focus on servant leadership, lean mindset, which is all about continuous improvement across the board, from growth to from the cost standpoint, an entrepreneurial spirit, making sure that as we bring different thinkers into the org, that we can keep them and have them bring creative ideas, a common line on future care and bringing changes within the delivery system, and then building the right world-class teams that execute together. So if you think about 2025, I'll touch on some things. I think from a macro standpoint, geopolitical, although there's been a reasonable amount of volatility, we've kind of kept our heads down and focused on what we've needed to do.
I think many of you know we've been on a lean journey as an organization, which is really all about how you create standard work, consistency in our daily management, and the ability to just problem-solve faster, that cycle time to work through challenges. And I would say on the precision care front, the biggest part is really the new product introductions that we've come out with. Our biggest trade show, the Radiological Society of North America, beginning of December, we introduced quite a few products I'll talk about. And it's been a culmination of about four years of over-investment to really get to this point where we've closed product gaps we've had with near competitors and moved past that into leadership positions. Many of those will be launching this year, and we'll talk about that. We continue our investments in artificial intelligence.
When you look at the top FDA list of AI authorizations, we lead really all of medtech with 115 authorizations, and we'll talk about what that means as well. It's an important component of getting more price, more value, ultimately making a difference for patients, and then this growth that's taking place in nuclear medicine, particularly in the therapeutic side, our role in the diagnostic side, and the integration and synthesis of that data and workflow; we're super excited about. All that translates then, as we said, into more expanded top-line growth. We've talked about our investor day a little over 1 year + ago, where we said these new investments are worth a point to two points of total growth to the company.
I'll frame up a little bit of that, as well as the progress we're making on what we call enterprise deals, which is working with big institutions on multi-year agreements where they have exclusive work with us. We work on bigger problems together. It might be enhancing their electrophysiology practice. It might be working on workflows in different areas. But as you can see, about $7 billion of life cycle value since the spin that we've acquired. And then on business optimization, moving us from a teens player in margins to something that starts with a two, fundamentally has been our focus. And good progress there as well. The business we run in four segments: imaging, advanced visualization, patient care solutions, and pharmaceutical diagnostics. These businesses all have interplayed together across different disease states, used at different areas and points.
The pharmaceutical diagnostic is enabled really in our imaging business with our PET and SPECT business, but you can see the breakouts here of the size of the business, imaging being the largest at about 9.1. I will comment that these numbers we did as a trailing 12-month, just to kind of give you a view on that as well. You can see the range of the margins on here, and all of these at this point in time, we're pretty optimistic about their potential here for growth in the coming years, so the one interesting part about this dialogue is that when you start taking a look at where artificial intelligence plays and also our digital strategy, it really is the glue that links together many of these businesses, as well as this focus that we have, which we call D-3.
When we talk about Precision Care, we frame it up around this concept of D-3, which is smart drugs and devices, smart meaning very much AI-enabled, very much cloud-based, how they integrate into a care pathway, or more specifically, in many cases, a disease state, whether it be structural heart or it might be breast cancer from end to end. And then the last D is on digitization, particularly the cloud enablement, the movement of data, and then the use of artificial intelligence to help clinicians drive a better outcome, as well as administration drive better productivity capabilities. And if you think of us, we typically play a big enabler for many players within medtech or even pharma to implement their products. What do I mean by that?
If you're going to deploy a TAVR, if you're going to be implementing very expensive high-end oncology drugs or other areas, using imaging to actually plan and implement becomes a critical component of that, which is why our growth and our markets, we feel quite good about the health of those. The next part is, as I just touched on, is we've been on this lean journey. Really, as part of General Electric, I've been on a personal lean journey for many years. But as part of GE and as we've separated out, we've really focused on this. And this is a chart to kind of lay out what we've branded as our proprietary lean management system, which is Heartbeat. And if you think about this again in the spirit of continuous improvement, a business system in this case is really all about driving better execution, top-line growth.
It is about how do you focus even more intensely on the customer while also taking waste out of the system. And so for us, we've built a world-class team. We've got everybody in the boat. But even though everyone's in the boat, the ability to row on stroke at speed is really what a management system does for you. And it's a continual way as we bring new people into the company. You're brought into the organization 30, 45 days, really learning how to work within the system.
I would say we've already seen some really good results from it, from our ability even to shorten the timeline to get products out once we're building a big backlog, to how we're thinking about interactions with customers relative to something like our pharmaceutical diagnostics process, to be able to get them up to speed faster, or in other areas within the company as well on innovation, big focus on the innovation pipeline. You can see the components of it here on how we take a look at and manage operating metrics, our innovation process, which we've now kind of inculcated across the company, which is driving, I would say, a reasonably high say-do ratio on what we've committed to, and then areas where we're looking to transform the company and using it again in a very consistent way across 53,000 colleagues around the world.
So the big part, I would say, if you think about us, is this idea of the new product innovations. As I mentioned at the RSNA, we introduced a significant amount of new products, but there were nine big items there that are real needle movers for the organization. And so some of these, I'll call it on the page, our total body PET system, the Omni, which is FDA pending, will be in the process for approval and order taking, we believe, later this year, is a great product. I think it's going to be a transformative product in the way PET CT can be used. Our approach, the Crystal and the integrated AI approach we bring really opens up opportunities down the road into screening and other capabilities. And we're very excited about that.
Our new photon counting system, which is called Photonova Spectra, really the only approach in the industry using Deep Silicon, which we have pioneered. We've focused on it now for many years. We think, obviously, the whole industry moving this direction with other players is important for care. But we do believe our approach is going to bring differentiation that others don't. And some of that is around what's called energy discrimination, ultimately helping change a diagnosis or a therapeutic intervention. A product I'll also call out called StarGuide GX. You may see in the radiopharmaceutical world, there's different energy systems that are used, beta and alpha. There really isn't a machine out there today that can image those together.
This is really the first device that can do this and integrate it into one machine, the ability to quickly set it up and change, the ability to manage through that, and so as nuclear medicine and the hope of radiopharmaceuticals continues to grow, we're really super excited about StarGuide GX as a one-off, and then on our MR business, we have a multitude of launches, but one of the things that's so important in the MR world is it's not been our highest margin component of our business. We've talked about platforming. We've talked about the things we needed to do to increase our margins within that. This is the first move within that space, and so it brings capabilities and leadership features to the customers, but importantly, it also brings a platforming capability that sets us up to grow our margins within this extremely important modality.
And I'll point out just two others on the device side. The Vivid Pioneer, it's our new breakthrough technology within cardiovascular ultrasound. Product has been out now in the market about six months, doing tremendously well. Heavy AI integrated into the product has premium pricing on it, and customers are just super excited about what they see and what it can do differently. And the Allia Moveo is our first integrated cath lab lineup product for peripheral vascular. And if you think about all of the different applications that are taking place in vascular, to be in a leadership role within cardio and peripheral vascular is a big deal for us. And then I'll touch on Flyrcado separately, but this is why we're super excited.
We talked about this four years ago, what we needed to do to double down on investments in R&D, hit our dates, and come out with products that can really drive growth. This portfolio in front of you, all of this around the world will be positioned for sale in the United States and CE marking here within 2026, and so this is a really important year for us, getting these products ramped up in position and out to the marketplace. Radiopharma specifically, super exciting area. There's been a lot going on here. Again, I think kudos to the pharmaceutical and therapeutic businesses that have been really driving transformative outcomes, particularly in cancer and other areas.
We play that enabler on the diagnostic side with the devices needed, with the diagnostic tracers needed, with the digital integration and the tools to be able to manage that, and also the workflow expertise to how to set up a department, and so you can see some of these keys here. New reimbursement in the U.S. that now pays for the ASP value of the drug where it was kind of packaged in as a supply before. The momentum that's being reached because of therapeutics and diagnostics, and so we're quite bullish on this potential. One of our major molecules that we've recently launched is called Flyrcado. I'm sure some of you've heard of it for myocardial perfusion imaging. It's really one of the biggest breakthroughs for myocardial perfusion imaging in this space in many, many years and has the potential, long-term potential, to be a billion-dollar molecule.
So a lot of work going on in this area, and we're quite excited for what this can do for patient care really around the world. Next is inorganic growth. We have been a company that's been set up well to invest organically, but also filling gaps and add tuck-ins into our portfolio. And we announced this deal here in the fourth quarter with Intelerad. And Intelerad is a very exciting fit for us. It is actually a PACS, archiving-based system. But really what it is, is ultimately it creates a cloud-first AI enablement for imaging in an ecosystem. If you look out in the marketplace today, there's inpatient solutions, there's outpatient. But when you think about an integrated enterprise approach, there really isn't a full solution today. And a platform then that can orchestrate and execute artificial intelligence applications that are not made by GE.
They could be made by us. They could be developed in-house. They could be actually third-party applications, and that the workflow is then enhanced, and that's a super exciting part for us that we think this is going to be a great fit and an important part of our Precision Care journey, and then we've been super disciplined on the M&A. This is a great tuck-in fit. We have a right to win in the space. It's accretive top line, accretive bottom line. EPS will be able to offset with other efficiencies in the near term, and then it's quite accretive over the long run, but it does bring recurring revenues, and it does bring this capability strategically to continue to grow in our AI journey, so very excited about this. This will be a deal that we believe will get closed here within the first half.
And then on the optimization side, lots of things going on, and we've been focused on this as we've separated out from GE. But I mentioned platforming. And again, platforming is how do you leverage common componentry? How do you get scale and scope that allows speed to bring new products to market, but also leverages cost advantages that will show up in better value for customers, but also margin that will translate into value for investors? And so our MR business is one that we talk a lot about, but every business that we have is going down a platforming journey. Jay, our CFO, we've got a mantra. You're going to get money for new product investments. Your gross margin has to be higher than the predicate product, or you're not going to get funded. Outside of a safety and quality issue, you're not going to get the money.
And so it's a super important aspect to think about the differences of it. Just simple examples, in past, in certain modalities like CT, where we might have had 15, 16 different types of products and configurations, we might have had 10 different table platforms. Now we have three: short one, long one, bariatric, all coming from the same areas. You quadruple the amount of volume into that given supplier, the ability to get lower costs and value that we can pass on to both investors and profit, or we can pass on to customers and values there. That's the concept that we're executing across the board. Variable cost productivity as well. In the world of tariffs and challenges that are out there, every year finding a way to get better costs into your products is as much about an aspect as process.
This is a critical part of how we run the company. And then we've been looking across the whole board around organizational simplification and structural optimization, playing into multiple aspects of that, either on how we run the company for speed and agility, and also how we think about footprint, how we think about using AI inside. We have quite a bit of work going on about how we can optimize the organization with artificial intelligence inside as well. So stay tuned on that. And all of this fits into this new Heartbeat management system on how we run it, how we think about daily execution, weekly management, and monthly problem-solving, and how we manage the metrics and data around that. So from a capital allocation standpoint, probably one of the most important things that we do, very much focused on making sure that we optimize our allocation.
First, organic investments have been the biggest focus. I think Exhibit A would be the new products that we have coming out. It's super critical for investments. We've increased them quite a bit since the beginning of the spin and will continue to increase at a steady rate in line with sales or slightly higher. Strategic M&A is another area, and particularly in this case, it's really about tuck-ins to fill in the gaps in our portfolio. I think the Intelerad is a great example of that. We have a very disciplined team and a disciplined structure about what we need to hit when we achieve that, including ROICs of at least high single digit or high single digit plus by year five, but how we look at the strategic mix and how it fits into the businesses. We've done about eight acquisitions here since we've spun.
Returning cash to shareholders, obviously important. We have a quarterly dividend. We've also been opportunistic about buybacks. And then maintaining a strong balance sheet. Jay and the team, we've paid down about $1.5 billion of debt since spin. We're in a good position now with balance sheet and feel very good about our positioning here as we look into the next two to three years. Midterm financial framework, this is the same framework that we've shared, honestly, before challenges that we've seen in different markets around the world or even some of the challenges with tariffs. And we feel very good about this midterm look between 2026 and 2028 of mid-single-digit revenue growth, high-teens to 20%+ adjusted EBIT, high single-digits to low double-digit on EPS, and 90%+ free cash flow.
A lot of that, again, ties back to what I had just spoken about, the innovation pipeline bringing 1-2 points of growth. Better execution with our management system has actually been bringing growth with the current platforms that we have. And then the EBIT levers that we have in place, whether it be the structural components, the gross margin components, we feel quite good about what that can do to increase our profitability. And I'll make a shout-out to our operating team and to Jay and groups just relative to managing tariffs. When they hit, we were probably one of the hardest-hit companies within the industry just because of our global footprint. And we jumped in very aggressively. It was about a gross $1 billion, got it down to about $500 million.
By the end of the year, it was running in the $250 million-$260 million. But really, we're on this mode to say, "We are going to do everything we can with our suppliers, with our operation base, with any types of smart locations and planning to be able to say, as we go into 2026, our tax burden will be lower, our tariff burden will be lower than in 2025, even though we'll have a full year versus nine months," and we're on track to that, and I think many others within our industry may not be in that same situation. We feel quite fortunate that we could move very aggressively, and honestly, that sets us up quite well as we start 2026 and 2027 and beyond, and so just to kind of wrap up and we'll jump into Q&A. Look, we're on a path to accelerate shareholder value.
That's been the goal. That's why we separate this company out. We have a really terrific focus board. From that board down through the management team, everyone aligned is aligned on those aspects. How do we optimize for our customers and patients, and how do we deliver high value for shareholders? The differentiated portfolio is obviously a key part of it. How we run the company and execute and do that consistently is obviously a very important part of it. The other aspect is our capital allocation strategy, which, again, we will remain very disciplined in how we do it. So with that, I'll stop there. I invite Jay, I think, and Robbie up, and we'll do Q&A. That way I'm not overtop you.
And everybody, Jay Saccaro, CFO, joining for questions. Pete, maybe we could start with that last slide you had up, accelerating shareholder value creation. And you were spun out of GE a couple of years ago. There was a lot of wood chopping initially right out of the gate. Fast forward to where we are today, you've had a huge acceleration in new product introductions. You've had a very impressive operating margin expansion improvement. Where do you think you are in sort of, if we take it in two different sections? One, the initial wood chopping coming out of GE, and then part two to your slide up there, creating shareholder value.
Yeah, it's a good question, Robbie. I mean, look, I think we're still early in the journey. I think we've made very good progress in getting the core business set up, simplifying how we run the business. Obviously, we're on this next journey of even shifting into a higher gear about how we run the company with our lean management system.
I think I've got, with getting the right people in the right roles that understand how to run this type of a complex business, I think we've got the right capabilities in place. A big part of this has been, as we talked about, and you talked about the wood chopping, some of that was to create oxygen to fund innovation. So there's no secret answer here relative to that. We squeezed a lot of costs. We looked at IT systems. We looked at many of those things so that we could move our R&D up a couple of points as a percentage of sales to be able to be at this point to introduce those products. So I think we're in good spots for that.
But the next level of this is to continue to fund at this level, to continue to have the follow-along set of products after we get these out, as well as really think about the company from an inside out differently. I think Jay has been leading this, but the AI inside opportunity to how we grow faster, how we run the company more effectively, we think there's big opportunities as well. And that will be an important part of the margin story as we go forward.
Maybe to follow on to that, you talked about capital allocation. And capital allocation, we've seen a number of deals just even last quarter. How are you thinking about internal versus external innovation? And do you feel comfortable with the portfolio and pipeline you have internally? And what's the need to continue to invest externally?
Yeah. I think we have the luxury of both. The interesting part about us as a company is when you think about an MRCT or even a vascular. We touch many different disease states. If you think of yourself as just that device, then you probably don't have a lot of opportunities outside. If you think about yourself as a facilitator amongst that disease state, it opens the lens up to a lot of different plays that can get into it. As I've mentioned, we're interested in tools right or left, further into diagnostics, further into therapies that we can play a significant role in or we have a right to play in. That's how we think about it. We obviously are biased towards how data flows amongst that and our ability to help enable that. That is an important part.
But I would say, look, with all the innovation we have coming out, humbly stated, this gets us in a great position to win and grow, but it's not the destination. We need to continue to invest our own internal side. I think if you were to quiz some of my team here and you said, "GE, could you use $2 million and what products you'd come out with? Do you have some great ideas?" We have some great ideas. And so we're going to continue to fund those. But there's always interesting inorganic opportunities that you can plug what we're doing plus another device together. 1 + 1 is something north of 2. And Intelerad, honestly, is a great example of that.
I think everybody in healthcare would love to have AI attached to their story, just given how much hype and market cap it's created outside of healthcare. A lot of people talk about it. You actually enact it. You monetize it. It's been with GE HealthCare for many years now. How important is AI to GE HealthCare and competitive differentiation, and how well are you monetizing it today?
I don't think we're monetizing it as effective today as we could. I think what has been super important for us is it's really helping build the foundation for future monetization. What do I mean by that? There isn't really a product that we make right now that doesn't come out, that doesn't have some type of AI incorporated into it, whether it be machine learning, first elements of large language model capabilities.
We capture that in if this product does something productivity-wise more effectively than others. We capture it in more price and ultimately more margin that comes through because the value is seen by the customer. The next step is, how do these things work together multimodal to actually help drive a diagnosis or to fundamentally change the workflow around a given disease state? And in that level, and we're beginning to launch some of those products actually this year. We have one on our platform, which we call CareIntellect, which is a family of deployment capabilities for artificial intelligence that you bring multi-products and multi-capabilities together. At that point, that becomes more of a SaaS model, becomes more of a separate revenue-generating capability. And I think we're now entering into that phase with the company. I'll come back to Intelerad.
Again, one of the interesting parts, if you think about a reading system, obviously you don't deploy reading tools specifically for a given modality. You may incorporate AI to facilitate that machine. But where it all comes together and how you're going to deploy many of these productivity tools is in a common reading and viewing system. And that was one of the other reasons that we viewed AI deployment in what traditionally was thought as a PACS system becomes super important for orchestration of many different applications that are going to be out there.
Jay, on the last earnings call, you talked about how you're excited for 2026 and commented that growth can accelerate. Any thoughts or comments on how 2025 ended up and what are some of the reasons to be excited about accelerating growth when you sit there today for 2026?
Sure. No comments on how 2025 ended. We'll save those for February. But what we said on the call is, listen, we expect 2025 to grow 3%, and we expect to see acceleration into 2026. Now, here's the interesting thing. That statement was based on all of the solid commercial performance that we've put in place over the last quarters and months and years. And what that resulted in is incredibly robust backlog. And a lot of that backlog is targeted for 2026 delivery. Furthermore, incredibly robust order growth over the last four quarters, very strong book-to-bill ratio. So all of the dynamics around commercial execution, the partnerships that we're putting in place situated us very well and allowed me to make the statement, we expect 2026 to grow faster than the 3%.
Now, the interesting thing is, I think one of the things that we collectively are most proud of is the progress that we've made on innovation at our company. Pete walked you through that in detail during this presentation. But the most interesting aspect of that is that's really not going to benefit sales in 2026 that much. It starts to accrue much more to the benefit of 2027. As you see whole-body PET, as you see photon counting, the MR suite of products, those will start to accelerate performance in 2027. And so what happens in 2026 is all the good work we've done yields and allows us to accelerate.
And then as we aspire to this higher end of mid-single or we start to get healthily into that mid-single digit range in 2027, 2028, according to our expectations, all of that becomes supported by that great innovation investment we've made.
So one of the areas that has held back performance in the past few years has been China. You've done really well in the U.S. and rest of the world, ex-China, outside the U.S. Any change to your view on China as it relates to market growth and GE HealthCare's performance there?
Robbie, I mean, we've talked about this pretty openly. I mean, the last two years have been tough for pretty much all players within China, right? Due to either government policies or whatever the scenarios, the market had slowed down across many sectors.
At the same time, when we look out into the future, it is a market that is going to continue to improve and perform better. I think for someone that's been involved in China businesses for many, many years, we're all used to 10%, 15% type growth. We don't think those days are necessarily what the future will hold. But in the mid-single digit ranges as a market, and with a market as big as it is, with 1.4 billion individuals, you could argue, is there 1 billion or 800 million, how many people need increased care? There's going to be room for local players, multinational players to continue to support that kind of growth. It's just a significant market that's out there.
And the last thing I would say is we aren't counting on heroic turnaround within that marketplace when we even talk about the numbers Jay presented. We're being very pragmatic that the turnaround and the time could take some time to ultimately get there. If it happens faster, that's a benefit from us. But as we're calculating our plans, we're being rather conservative about how we think the marketplace will recover.
You talked about a number of new products launching at RSNA in November. You launched your Photon Counting CT. This gives you an entry into a market that's been primarily dominated by one of your competitors. Maybe speak to the competitive profile of your offering. You talk about maybe a more of 27 impact. I imagine it's probably a decade-long impact here. But how should we think about GE HealthCare versus the competition and the impact to the P&L?
Yeah. No, look, I think like most of these evolving technologies, this is the first change in how a CT's image has been fundamentally made since Hounsfield at EMI started the system in the U.K. So this is a pre-transformative change. Obviously, one of our competitors has been out in the market for about four years with a particular design. And there's been a lot of great work from it from the standpoint of how these systems can be used and such. We've taken a different route by using, again, as opposed to a detector that's made out of a CZT or derivatives thereof, we've taken this Deep Silicon approach. And part of that's been the research that we have been doing really over the past 15-20 years prior to the processing speeds being strong enough to do it.
And the reason we went this route is a CT scanner in many cases is the Swiss Army knife in the hospital. It can pretty much do anything you need it to do to diagnose. And so as you start bringing on something like photon counting, the more specialized it is, the more limited it will be for a particular application. And so our approach is many of the systems that are being discussed today on the other platforms. You want extra high resolution, you have to be in a high resolution mode. If you want wide coverage, you have to be in a certain mode. There's other aspects which are about energy discrimination. And that's the part that is really exciting to us that we believe we're going to have a differentiation on.
What that means is in a given set of tissue, you actually get added information that can help you determine what's going on there, which can determine a different therapeutic outcome. Just take a coronary artery that may have soft plaque. It's at 60%-70%. Question is, with FFR or some other, do you actually stent it? Or can you actually determine what's inside of that has the potential to break away? That's the power of having that added information. In our approach, you don't have to determine the mode upfront that you want to go into. It's a standard mode across the board. So, again, I think there's going to be rising tide will lift all ships. I think there's plenty of room for everyone to grow. We've got very strong competitors and folks that are going to help build the category.
To your point, Robbie, I think this is a 10-year journey of turning over full installed bases into these technologies over time.
Maybe staying on growth drivers, radiopharmaceutical diagnostics. You're a leader there. Flyrcado, I think, is top of mind for everyone. You launched this 2025 and have a, I think, $500 million target out there over the end of the long-range plan. How do you feel about the first year of launch and your progress towards that end goal?
Yeah, we're very excited about Flyrcado. As we said on the third quarter call, one of the things that we're seeing is nearly universally positive feedback from our customers regarding diagnostic image quality. I mean, it's a step change in terms of improvements there.
We're seeing actually broad-based interest, be it from hospitals, freestanding imaging centers, cardiology clinics, people who use SPECT, people who use PET, huge interest in this product area. We paid that off with a couple of really substantial partnerships that we put in place with CDL, which is about a third of the PET MPI. Then later in the year, we added a partnership with CVA. We're incredibly excited that after their pilot with our technology, they chose to roll this out across their network and give clinics the opportunity to embrace this. We're very excited about that. For us, as we ramp, we have to ensure that we have the right workflow at the customers in place. We're hard at work supporting that. In addition, we need to have incredibly high support rates from our radio pharmacy network.
We put the network in place last year, and then it became about helping them optimize production so that you can have 95% plus. What we've said is we feel very good about an excess of $500 million in 2028, and then longer term, in fact, if you converted simply 25% of PET MPI, it's a billion-dollar opportunity, and we're excited to get after that.
And I would just add too, Robbie, I think just to kind of geek out a little bit, proprietary molecule out beyond 2030 for us, first major breakthrough in myocardial perfusion imaging. Again, myocardial perfusion imaging is where's the blood in the actual tissue going versus in a cath or a CT? How are the three pipes that are feeding that tissue? And so both of those areas become super important.
And of the total amount of the procedures done today, less than 20% are done with PET. If we get 25% of just the PET volume, it's $1 billion a year. So it's a super interesting and exciting opportunity, and it's a field that has a lot of tailwinds, not just because of cardiology, because what's happening in oncology, what's happening in neuro. So it's a major topic for customers. And this tends to be a big topic in our enterprise discussions, value we can bring to customers and how to set up their operations.
I think it's also a big area of focus for investors, just given how big the opportunity is and the margins that come with it. Is the goal to provide guidance for Flyrcado in 2026, like 2025?
Stay tuned. We'll talk about that on our earnings call. All right.
Hope everybody dials in for that. We're just about out of time. Pete and Jay, thanks so much for a great discussion. Thanks, everybody, for joining today.
Thanks, Robbie.