Conference over to Adrian Miller, Vice President of Investor Relations for PAVmed. Thank you. You may begin.
Thank you, operator. Good afternoon, everyone. This is Adrian Miller, Vice President, Investor Relations at PAVmed. Thank you for participating in today's business update call. Joining me today on the call are Dr. Lishan Aklog, Chairman and Chief Executive Officer of PAVmed, along with Dennis McGrath, President and Chief Financial Officer of PAVmed. The press release announcing our business update and financial results is available on PAVmed's website. Please take a moment to read the disclaimer about forward-looking statements in the press release. The business update press release and this conference call both include forward-looking statements, and these forward-looking statements are subject to known and unknown risks and uncertainties that may cause actual results to differ materially from the statements made. Factors that could cause actual results to differ are described in the disclaimer and in our filings with the Securities and Exchange Commission.
For a list and a description of these and other important risks, uncertainties that may affect future operations, see Part I, Item 1A, entitled Risk Factors in PAVmed's most recent annual report on Form 10-K, filed with the Securities and Exchange Commission, and any subsequent updates filed in quarterly reports on Form 10-Q and subsequent Form 8-K filings. Except as required by law, PAVmed disclaims any intention or obligation to publicly update or revise any forward-looking statements to reflect changes in expectations or in events, conditions, or circumstances on which those expectations may be based or that may affect the likelihood that actual results will differ from those contained in the forward-looking statement. With that said, I'd like to turn the call over to Dr. Lishan Aklog.
Thank you, Adrian, and good afternoon, everyone. Thank you for joining us on this PAVmed quarterly update call. As many of you know, we have decided moving forward to hold a separate quarterly call focused entirely on Lucid, which was held yesterday. Of course, since Lucid remains a dominant part of PAVmed's business, we will continue to provide substantive Lucid updates during the PAVmed call. I am, however, looking forward to having some extra time during these calls to provide a bit more of a global overview of PAVmed and provide some more detail on other aspects of PAVmed's business. Happy to report that PAVmed and its subsidiaries are making excellent progress on all fronts and are laying a foundation for us to continue driving our long-term growth strategy and mission to create a leading diversified medical technology company.
Before proceeding, I'd like to thank our long-term shareholders for your ongoing support and commitment. Our combined team has grown to over 100 employees, and every day, every member of this team is singularly focused on growing the PAVmed enterprise while enhancing long-term shareholder value. I'll start by providing an overview of our business, and we'll then pass the baton over to Dennis, who will provide our financial update before opening it up to questions. First, some background on PAVmed and its mission. Typically, I would preface this introductory overview with a quote, "For those of you new to PAVmed, to the PAVmed story," end quote, or something along those lines. I do, however, think this overview of PAVmed today is equally relevant for those of you who have been part of the PAVmed family for a long time.
PAVmed hasn't just substantially grown in headcount over the past several quarters. It has, in several important ways, fundamentally transformed itself and its business model, driven in large part by the needs of its subsidiaries, Lucid and now Veris. Our board and management have been engaged in a comprehensive strategic overview over the past few quarters, heading into and since the Lucid IPO, to more clearly define what PAVmed is today and lay out a strategic plan for the coming years. Let me spend a bit of time reviewing this with you. PAVmed is a diversified commercial-stage medical technology company operating in the medical device, diagnostics, and digital health sectors. It's not, as I am often asked, merely an incubator or a holding company.
Our mission is to utilize state-of-the-art technologies in the service of patients by providing innovative and disruptive products and solutions which significantly improve or save lives while enhancing healthcare quality, efficiency, and cost-effectiveness. Our vision is to build a growing and profitable diversified medical technology leader across the three major sectors. PAVmed's business model has evolved significantly in recent quarters to support Lucid and then Veris. PAVmed now operates as a central engine which provides a broad range of shared services to its subsidiaries and business units, as well as to its R&D team. This allows each of these to be laser-focused on the development, commercialization, and clinical evidence for its product or products. The subsidiaries and business units are managed and financed by PAVmed until a subsidiary reaches the commercial growth phase and can raise its own growth capital, as Lucid did this fall.
We believe this centralization of shared services provides numerous benefits to facilitate value creation across the enterprise, including economies of scale, risk mitigation through diversification, a lower cost of capital, and much greater growth potential. The list of centralized services that PAVmed provides the broader enterprise is long and has grown in recent years. It includes general administration, human resources, and finance functions. Product design and development, protection of intellectual property, regulatory affairs, and quality management also operate at the PAVmed level. We recently brought much of our critical clinical research operations in-house, effectively providing more efficient and less costly internal CRO support across the portfolio. We'll soon be bringing our own small to medium volume manufacturing online and are expanding our internal clinical and medical care support.
These efforts are the culmination of what has been a fundamental transition at PAVmed from being technology-focused to commercially focused. During our early years, we were heavily outsourced and focused on expanding our portfolio and advancing it through regulatory clearance. During the past couple of years, especially in 2021, we've undergone a major transition focused on expanding our internal human systems and physical infrastructure, laying the foundation for commercial success as well as optimizing and rationalizing our portfolio. The infrastructure expansion has included expanding and strengthening our senior management team, securing our own R&D manufacturing and laboratory facilities, adding our internal CRO data and analytic systems. We believe this transition is essentially complete. The expanded infrastructure is mostly in place, and we are now entirely focused on commercial expansion and execution, reimbursement, and revenue growth in the coming quarters and years.
Although we will continue to grow and strengthen our technology and expand our portfolio, we will do so with a greater focus on synergies with our existing commercial and pre-commercial portfolio and opportunities which have the potential to be accretive in the near and medium term. The PAVmed enterprise today consists of two subsidiaries, Lucid Diagnostics and Veris Health, and two business units, CarpX and NextFlo, and an R&D pipeline of products at various stages of development towards commercialization. Lucid is a Nasdaq-listed majority-owned subsidiary of PAVmed. PAVmed owns approximately 76% of Lucid's outstanding shares. Veris is a privately held majority-owned subsidiary of PAVmed, and PAVmed owns approximately 81% of Veris' outstanding shares. Among the business units, CarpX is in early commercialization, and NextFlo is targeted for commercial launch in the second half of this year.
I'll now proceed with an update of the subsidiaries, business units, and R&D pipeline, starting with Lucid, which remains PAVmed's dominant business. My discussion of Lucid will be a distillation of my remarks during yesterday's call, focused on commercial and laboratory operations. I would encourage you to read the transcript or listen to the recording of the Lucid call for additional details, and feel free to contact Adrian to help with this if you need to. Lucid Diagnostics is a commercial-stage cancer prevention diagnostics company focused on the millions of chronic heartburn patients at risk of developing highly lethal esophageal cancer. We believe our EsoGuard methylated DNA assay and our EsoCheck cell collection device together constitute the first and only commercially available diagnostic test capable of serving as a widespread screening tool to detect esophageal pre-cancer and prevent thousands of tragic esophageal cancer deaths a year.
We're very encouraged by the progress Lucid is making with EsoGuard commercialization. We processed 303 commercial EsoGuard tests in the fourth quarter of 2021. That represents an approximately 50% increase sequentially from the third quarter and a nearly 200% increase annually from the fourth quarter of 2020. This growth has continued nicely into the new year. Although our commercial focus has been on targeting primary care physicians to send patients to our test centers for EsoGuard testing and gastroenterologists and foregut surgeons to set up their own EsoGuard programs, we are making encouraging strides across multiple non-GI specialties. We've also made steady progress engaging with large practices, academic medical centers, community hospitals, and integrated health systems. These sites are embracing the potential of EsoGuard to increase engagement with GERD or chronic heartburn patients and create downstream revenue opportunities.
A pillar of Lucid's growth strategy is our expanding network of Lucid test centers. The test centers have very modest fixed costs and attractive margins, operating almost entirely as marginal variable cost businesses. The program has completed its first phase, having advanced from a pilot program in Phoenix to a regional program covering seven metropolitan areas in the Southwest and Pacific Northwest. We are now launching the next stage of the program with accelerated expansion in nine larger states across the nation. Our experience has validated the test center model as a key driver of EsoGuard testing volume. The pilot of our EsoGuard telemedicine program launched in December with a limited direct-to-consumer advertising program in Phoenix. It is off to a good start, and we are seeing a steady flow of self-referring patients.
Lucid significantly expanded its sales infrastructure and operations during the fourth quarter in recent months. The team now consists of 22 sales professionals, including 10 sales reps. We expect the overall sales team to double in size and the number of sales reps to triple by the end of the calendar year. We've also made substantial progress in honing the sales process and sales training. The sales process has become entirely data and analytics-driven, utilizing Salesforce and other sophisticated tools. Our sales training program has also become quite robust, combining an intense five-day educational course and extensive field training. On the laboratory operations side, last month, we announced that LucidDx Labs, a wholly-owned subsidiary of Lucid Diagnostics, had acquired the assets to operate its own new CLIA-certified and CAP-accredited clinical laboratory in Lake Forest, California. LucidDx Labs is now performing all EsoGuard testing at this new laboratory.
This is a critical milestone which markedly streamlines and simplifies numerous EsoGuard testing processes and provides us with the scalable infrastructure to accommodate long-term growth. In conjunction with us taking over the laboratory, we've been able to upgrade Lucid's revenue cycle management provider and are now in a position to start submitting Medicare claims using the effective $1,938 Medicare payment rate. On the Medicare coverage side, we continue to await a response to our submission to the MolDX program of the Medicare administrative contractor, Palmetto GBA, which has been slowed by the pandemic.
We remain encouraged by the October 2021 MolDX Contract Advisory Committee or CAC meeting, which covered EsoGuard and we believe was a strong indication that a draft LCD should be forthcoming. On the private payer side, the laboratory has been submitting claims and has been receiving approximately $1,150 per test, representing approximately 60% out-of-network coverage of the full price submitted. We're just reaching the critical threshold of submitted and processed claims in certain locales, which will allow us to have meaningful conversations with select private payers in these locales on in-network payment and coverage. We're also collecting the critical clinical utility data that payers are seeking in these negotiations. Now let's move on to PAVmed's other majority-owned subsidiary, Veris Health.
Veris was launched 10 months ago as our first foray into the dynamic and rapidly growing digital health sector. Anyone paying attention to the medical technology industry would agree that even if we apply some discount for hype and frothiness, we are in the midst of a digital health revolution. This includes the digitalization of increasingly smart, quote-unquote, smart and connected medical devices, for which the term Internet of Medical Things, or IoMT, has been coined. It also includes sophisticated, FDA-regulated, purely digital technologies referred to as digital therapeutics or DTx, as well as modern approaches to health information management systems. Some common features of these trends include an intense focus on data and analytics, including artificial intelligence and machine learning. We decided that our foray into this sector should land right at the intersection between traditional medical devices and health information management systems.
Thus, in May 2021, Veris acquired Oncodisc, a digital health company with groundbreaking tools to improve personalized cancer care. Veris is developing a remote cancer care platform that integrates an intelligent implantable vascular access port with physiologic sensing, software with symptom reporting and telehealth functions, and advanced data analytics. Today's aggressive outpatient cancer treatments, including immunotherapy and chemotherapy, leave patients unmonitored and at risk of serious avoidable complications. The Veris technology is designed to allow oncologists to detect early signs of common cancer-related complications, provide longitudinal trends of physiologic and clinical data, offer data-driven risk management tools for precision oncology, and incorporate additional prospects for substantial value creation through data monetization and biotherapeutic clinical trial support. The technology contains biologic sensors capable of generating continuous data on key physiologic parameters that are known to predict adverse outcomes in cancer patients undergoing treatment.
Wireless communication to the patient's smartphone, phone, and its cloud-based digital healthcare platform will deliver actionable real-time data to patients and physicians efficiently and effectively. The Veris business model is based on software as a subscription service, which leverages existing reimbursement codes for remote patient monitoring. Veris is advancing in its mission on three fronts: software, device, and data, with the help of a world-class technology advisory board consisting of Silicon Valley luminaries and a distinguished medical advisory board of oncologists from leading cancer centers and busy practices. We're also working very closely with Microsoft as a member of its global partner.
As a global partner, PAVmed and Veris have committed to build its future software and data platforms within the Microsoft ecosystem, specifically on its Azure Health Data Services, across FHIR, IoMT, and DICOM, as well as other services and other relevant cutting-edge technologies. Let's cover each of these three areas that Veris is working on. On the software front, we're working with our outstanding development partner, Loka, to build three interconnected software elements. First, a patient smartphone app designed to communicate with the intelligent implantable monitoring device and allow the patient to enter and track symptoms and other clinical data. The second is a cloud-based software platform to which the patient app uploads its data and provides the oncology team with its clinical data to facilitate patient care.
The platform is designed to integrate with common electronic health records and to include sophisticated telemedicine features. The third platform is a smartphone app for the team, the oncology team, to engage with the cloud-based platform remotely. The software development platform is progressing extremely well, with functional alpha prototypes of the software being circulated internally for testing. We're on schedule for an initial commercial launch in the second half of this year. We're also in the final stages of hiring a Chief Commercial Officer for Veris, who will immediately begin laying the groundwork for this launch. We're also making good progress on the smart device side. We successfully completed feasibility animal testing of multiple prototypes of an implantable device to measure the physiologic parameters of a first-generation device.
We also completed an informative FDA pre-submission meeting, which has allowed us to develop a well-defined device pipeline strategy. The FDA indicated that the implantable vascular access port with integrated sensors would likely be designated as a new device category and therefore require a somewhat longer De Novo clearance process. Based on this feedback, we have split our pipeline development strategy into three phases. What we're referring to internally as Veris Solar combines the software platform with existing wearable and connected medical devices. This will allow us to launch the first commercial product this year and get valuable initial real-world experience with the software platform and engage with early adopters. What we're referring to as Veris Mercury adds our own implantable monitoring device.
The device will include all of the first-generation biosensing features contemplated, but will be a separate device that will be implanted alongside a traditional port. By separating the device from the port, we expect to be able to leverage existing implantable monitors as the predicate and proceed down the FDA's 510(k) path with a target submission launch in 2023. Veris Mercury standalone monitor will also be the foundation for future products beyond cancer care, such as heart failure and renal disease. Finally, Veris Venus will offer the fully integrated intelligent vascular access port utilizing many of the same parts as Veris Mercury.
We will seek to advance this product through the FDA's de novo pathway, but also believe that EU regulations for the integrated device will be less onerous and could allow a classic Europe-first strategy for the fully integrated intelligent vascular access port. Finally, a few words about our data and analytics work. We believe that, as with nearly all digital health endeavors, Veris has the opportunity to create substantial value through data monetization. Our Veris Chief Technology Officer, Sunny Webb, has been tasked with building a world-class data team with expertise in data science, data engineering, and analytics so that we have the infrastructure in place to do the data and analytics work once Veris is deployed and generating data. We hired our first lead data engineer this month. Let's now move on to CarpX.
CarpX is our FDA 510(k) cleared minimally invasive device to treat carpal tunnel syndrome. CarpX continues with its limited commercial release utilizing early adopter key opinion leaders. We have a very experienced team that is a commercial team that's leading this effort, including a director of sales, a clinical specialist, and a sales representative. The goal of this effort is to advance procedural and product improvements before full commercial launch. Eight new surgeons have been trained, and five more are scheduled for cadaver lab training. Seven CarpX procedures were performed in the fourth quarter of 2021, and this effort has resulted in improvements to the procedure and led us to decide to hold clinical cases to implement certain product improvements based on the experience of the surgeons.
This first set of improvements have been made, including addressing a problem with one of the electrodes that lead to the need to fire the device more times than had been experienced previously. We will restart clinical cases this coming quarter, second quarter. Subsequent product improvements are slated to be completed later this year, at which point we should be in a position to expand commercialization more broadly. Development of a next- generation CarpX device incorporating integrated ultrasound imaging is also progressing well with a target FDA submission in 2023. On to NextFlo. NextFlo is a platform infusion technology. The first product incorporating it is our NextFlo IV set, which seeks to revolutionize care by eliminating the need for complex, expensive, and error-prone electronic infusion pumps for most of the 1 million infusions performed in this country each day.
As we discussed during our last call, NextFlo's progress to FDA submission was delayed due to manufacturing issues related to a molded part. That issue has been corrected through a small redesign, and we are back on track to complete pre-BD and proceed to final pre-submission testing. We are currently on schedule to submit and launch in the second half of this year. We have hired a VP of sales for NextFlo, who is working closely with the rest of the management team and with Deloitte Consulting to lay out a foundation for the commercial launch targeting inpatient, outpatient, and home infusions. Now a few comments on a couple of other key products in our R&D pipeline. As we recently announced, PortIO, our implantable intraosseous vascular access device, launched its first-in-human clinical study in Colombia, South America, with three successful implants.
We believe PortIO, which does not require flushing, is the first maintenance-free long-term vascular access device. Although we remain engaged with FDA regarding its requirements for a U.S. IDE study, our success in Colombia has led us to expand PortIO's regulatory strategy. We intend to pursue a European study to support EU CE Mark clearance and provide additional human data for U.S. approval. Our EsoCure device to endoscopically treat esophageal pre-cancer is also progressing well. We completed another successful animal study, including head-to-head comparisons with Medtronic's Barrx device. Feedback from key opinion leaders who participated in the animal studies and our busy esophageal ablaters has been universally positive and really very encouraging. Let me close my portion of these remarks with a few business development updates. As we disclosed on yesterday's Lucid call, PAVmed and Lucid have entered into two agreements this month.
First, PAVmed and Lucid decided to enter into a formal intercompany license agreement whereby Lucid will have exclusive worldwide rights to commercialize EsoCure, which is highly synergistic, of course, with its EsoGuard and EsoCheck products. Second, PAVmed and Lucid entered into an agreement for Lucid to acquire the CapNostics asset, including EsophaCap, under the same terms under which PAVmed acquired CapNostics in the fall. EsophaCap is a non-endoscopic sponge-based esophageal cell collection device, which has been used in pre-commercial clinical research of esophageal pre-cancer biomarkers at major academic medical centers, including Mayo Clinic and Johns Hopkins. Finally, we continue to receive a steady inflow of business development opportunities and carefully assess each in terms of synergy with our current portfolio and the potential to be accretive in the near and medium terms.
With that, I will hand the reins on to Dennis to provide an update on our financials before proceeding to questions.
Thanks, Lishan, and good afternoon, everyone. Our preliminary and summary financial results for the fourth quarter and the full year ended December 31, 2021 were reported in our press release that was published earlier this afternoon. We plan to file our annual report for PAVmed on Form 10-K with the SEC in the coming days. At that time, it will be available at sec.gov and on our website, our PAVmed website. As we outlined during Lucid's Earnings Call, as a rule, EsoGuard tests performed are recognized as GAAP revenue when cash is actually collected by the company.
As previously mentioned, this will more than likely be true during the transition period of negotiating third-party private payer reimbursement contracts and related coverage. As reported to you last quarter for compliance purposes during this reimbursement transition period, we negotiated a short-term month-to-month fixed payment arrangement with the contract laboratory that was processing the EsoGuard assay and was performing the insurance company billing and collections function. This commercial agreement became effective on August 1, 2021 and terminated concurrently with the opening of our own laboratory at the end of February 2022. We recognized $500,000 of revenue as part of this EsoGuard commercial agreement with ResearchDx. Now that we are operating our own laboratory following the February 2022 agreement where LucidDx Labs Inc.
Purchased certain assets from ResearchDx, Inc., Lucid will have the ability to directly invoice CMS as well as private payers. Future revenues will be recognized based upon actual collections until such time that coverage policies are in place with CMS and payment contracts with private payers. This obviously can result in the timing of revenues recognized versus the time they are submitted for third-party reimbursement until these future conditions are met. Consequently, it is our expectation that we will begin to recognize GAAP revenue related to our LucidDx Labs in the second quarter of this year, and it will be adjusted based upon actual collections received for tests submitted for reimbursement by the laboratory. The number of EsoGuard tests performed and submitted for payment are provided in the press release and was discussed earlier by Lishan Aklog.
Obviously, we're in the early stages of our commercial launch, particularly with our test centers. We'll continue to evolve our reporting metrics as various sales and marketing efforts further influence adoption, particularly with the ramp-up of our Lucid test centers and our EsoGuard telemedicine program in cooperation with UpScript. Presently, there are now four banking analysts who have issued coverage on PAVmed and others are doing their diligence as well. The 2022 revenue estimates provided by the analysts are achievable, but quantity and collections are highly dependent upon the evolving reimbursement landscape. As you're likely aware from our last corporate update, the local coverage decision or LCD for CMS-related reimbursement has still not been published. As Lishan previously described, we have reason to expect action on this soon.
I'll provide some summary comments on PAVmed and then follow with similar comments of Lucid Diagnostics as a standalone company. PAVmed remains the controlling shareholder, holding approximately 75% of the voting interest of Lucid. Lucid's operating results will continue to be consolidated into PAVmed's financial results. The statement of operations will reflect a line item to show the non-controlling interest or of profits or losses to non-PAVmed shareholders of its majority-owned subsidiaries. As well, there will be a corresponding offset in the equity section of the balance sheet for amounts attributable to the minority interest equity. The methodology is unchanged as a result of the IPO will continue to be applicable as long as PAVmed remains the controlling shareholder. As mentioned, the revenue recognized the $500,000 relates to EsoGuard for the year ended December 2021.
Despite the negative gross profit for last year, which reflects the initial test center startup related costs at very moderate volumes, incremental gross margins can be around 90% and contribution margins can be 60%-65%. Regarding the operating expenses, during yesterday's Lucid earnings call, we discussed the three components that make up Lucid's operating expenses, namely, sales and marketing, general and administrative, and research and development. Since Lucid's operating expenses represent approximately 50% of PAVmed's consolidated expense for the full year, respectively, we'll summarize the operating expenses.
For the year ended December 31, 2021, PAVmed's consolidated operating expenses were $54.3 million, compared to $23.4 million during the same period in 2020, with 78% of the net increase attributable to compensation related to headcount increases, stock-based compensation from RSA grants to Lucid and PAVmed employees, consulting services and development costs, particularly in the clinical trial activities and outside professional services. There is a table in the PAVmed press release published today and the Lucid press release yesterday that adjusts each of these three components of operating expenses for the embedded non-cash stock-based compensation expense. Without the SBC, operating expenses for PAVmed and Lucid standalone were $39.3 million and $17.7 million for 2021 and 2020 respectively.
PAVmed reported the fourth quarter 2021 and the full year 2021 net loss attributable to common stockholders of $17.3 million and $50.6 million, or a loss of $0.20 and $0.65 per common share for each of those periods. That compares to a loss of $8.8 million or $0.14 and $34.6 million or $0.73 in the same periods in 2020. The press release also provides a table entitled Non-GAAP, which highlights these amounts along with interest expense and other non-cash charges, namely depreciation, stock-based compensation, and financing-related costs to enable better understanding of the company's financial performance.
You will notice from the table that after adjusting the fourth quarter and the full year of 2021, the GAAP loss by approximately $4.6 million and $17.4 million, respectively, for non-cash charges. The company reported non-GAAP adjusted loss for the fourth quarter and the full year 2021.
Of $12.7 million and $33.2 million respectively, or $0.15 and $0.43 per common share. PAVmed has consolidated cash of $77.3 million as of December 31, 2021, which compares to $17.3 million at the same time in 2020, and is debt-free. Thank you for your attention. Operator, we can now open the call up for questions.
Thank you. At this time, we'll be conducting a question- and- answer session. If you would like to ask a question, please press star one on your telephone keypad. A confirmation tone will indicate that your line is in the queue. You may press star two if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing any star keys. One moment please, while we poll for questions. Our first question comes from the line of Ross Osborn with Cantor Fitzgerald. You may proceed with your question.
Hey, Ross.
Hi, everyone. Maybe we start off at a macro level with COVID. Did you guys see any different trends with regards to CarpX versus the other product that we discussed last night? If so, how did this play out over the quarter and also year- to- date?
The CarpX. COVID has had no impact on CarpX at all. You know, the pace and cadence of CarpX, as I described, is really based on getting surgeons trained and performing at cadaver labs and having them do clinical cases to help us, a limited number of clinical cases to help us with our procedural and product development work, which has paid off. As I mentioned, we are getting ready to launch clinical cases again after making the improvements that came out of that activity. COVID has had no impact on that at all.
Okay, great. Maybe you could just lay out how the company defines full commercial launch relative to the limited launch right now? If you're able to quantify that'd be great.
Sure. Yeah. I mean, you know, let me just redefine the limited launch. The limited launch, we'd like to get up to 15-20 surgeons who are trained, who are doing cases and are fully engaged with providing feedback on the procedural development and product improvement side of things. Full commercial launch will be a full commercial launch. We'll expand our commercial team beyond adding sales reps in various locations, and also using, as is commonly the case in the orthopedic space, using distributors to target hand surgeons across the country.
Okay. Thank you for that additional color. Maybe switching to PortIO. Could you walk us through the different use cases between the ER, inpatient, and outpatient and at home, and if there are any different dynamics there that we should be thinking about? Could you maybe highlight those as well?
Are you referring to NextFlo or to PortIO, Ross? Just wanna make sure.
PortIO.
For PortIO is really designed to be a long-term vascular access device that can provide patients who require such devices with access over weeks and months for various things, antibiotics and other medications that have to be delivered over time. So it's really all really on an outpatient basis. This is not just. We don't expect this to be of much use in an inpatient basis where access is really limited to days or a week or two. The target populations include patients who have poor veins as a result of repeated access or other hardware in their venous system, like pacemaker leads and long-term catheters, who need long-term access but have poor veins.
This is a really perfect solution for those folks. The other target population are renal failure patients. These are patients who need to protect their veins. Even if they have veins, they need to protect their veins for future dialysis. These are also patients who are frequently in the hospital, frequently require procedures, and having a long-term access device that doesn't require any maintenance or flushing to utilize to allow the clinicians to protect their veins is very, very attractive. Those are really the two primary target populations, and these would be implanted for long-term use over a period of weeks and months.
Okay, got it. Then last one for me. Could you help us think about OpEx spend this year, specifically for PAVmed? I realize Lucid will still take the majority of it, but just any clarity there would be helpful as we're thinking about the rest of the year.
Dana? I'm sorry. On a consolidated basis as we get through the year, the areas where OpEx will continue to increase are on the clinical trial side, which we categorize in our engineering and R&D areas. As the Lucid landscape for reimbursement continues to evolve, you will see some increased spend on patient adoption, patient education through a variety of means, including continuing to expand, which is now limited only to a pilot program in Phoenix, our direct patient advertising campaign. They're pretty variable expenses and will increase significantly once reimbursement's fully in place.
What you've seen in the fourth quarter ex the stock-based compensation, the non-cash charges will continue to steadily increase over the course of the year.
Got it. Thank you. Congrats on the progress.
Thanks, Ross.
Thanks, Ross.
Our next question comes from the line of Frank Takkinen with Lake Street Capital Markets. You may proceed with your question.
Frank, good afternoon.
Hi, Frank.
Hey, thanks for taking my questions, guys. A couple for me. I wanted to start with one a little bit more specific to the LucidDx Labs now. Can you talk about the transition process? I understand that happened at the end of February. Just curious if there's any disruption from when the contract dollars were coming in from the previous owner of the lab to when you may start to see cash come in the door on a cash collection basis for testing.
Yeah. Thanks, Frank. I'll let Dennis answer that question, but just at a high level, the way we designed this transaction and this process was to be seamless as it relates to the actual operation of the laboratory and the processing of EsoGuard tests. We were able to get the CAP accreditation and transfer the laboratory functions to the new facility without really missing a beat, and with now all of the testing performed at the new laboratory. As it relates to filing claims and processing claims, I did mention that we are now able to control that process completely internally because we're, we control the billing and collections and we've been able to upgrade our revenue cycle management provider as well.
As it relates to the flow, how the transition is going on, with regard to receipts, I'll let Dennis take over that part of the question.
Frank, through the February 25 transaction, we had continued the commercial agreement and, from our comments, you know that it was about $100,000 a month. The month of March may be a little bit of a transition, but through the second quarter, we're expecting to recognize our own GAAP revenue. It will be not as systematic. We will be filing claims with CMS and with the private payers. Based upon the experience that we have seen at the ResearchDx level, the private payer side are paying at out-of-network rates, which is encouraging in that even though the dollar amount, which Lishan reported was a little over $1,100, $1,150 to be exact, the--
They're benchmarking it off the list price that CMS has established at just under $2,000. We will also be billing CMS. We have not received any payments under the CMS as the LCD is still in pending format. We will be able to collect on past CMS or Medicare patients once that LCD is in place. Technically, we should be able to now, but they are in suspense until we believe that LCD gets published. The collection side will be a little bit more variable than the systematic revenue we've recognized since last August, simply because the amount we will bill will be the $1,938. The amount we collect until such time that those payer contracts are in place will be somewhat variable.
The timing of such, we will not be able to record revenue when we invoice, at least for the early part of this transition period. That transition period will last until such time that it becomes highly probable, under the GAAP rules, that's the term they use, that the amount you invoice will be the amount you collect. That will take some experience to establish that standard. That's probably a 12-month to 18-month period of time in total. That is not unique to us. Many of the other companies with new codes like this and new reimbursement landscape have gone through the same exact recognition period. It's a really short window in terms of the transition as Lishan indicated.
A lot of that was bolstered by the fact that the agreement included a negotiated management services agreement where much of the personnel that were performing the activities prior are performing the activities for us now. That management services agreement is in place for up to 36 months. At our discretion, we can continue to add our own staff in replacement of staff from ResearchDx, so that over time it'll be entirely our own personnel and drive, you know, utilization and efficiency of our costs.
Got it. Okay. Very helpful. I wanted to shift over to Veris and ask one a little bit more specifically to that platform. Was just hoping you guys could just simplify it a little bit more for us on the software platform side. I was under the impression the port and the platform are married in a way that they run best together, but it feels like the platform's gonna launch first and then the port's gonna come afterwards.
Yeah.
If you could just help us understand the business model and if we could see any revenue recognition in the call it six, 12, 18-month timeframe, or if we're waiting for the PortIO till we start to see that.
Yeah. You got that correct. What we've done is we've basically taken this pipeline and taken the long-term vision of having the port fully integrated with all the sensors that right now looks like it's gonna be in De Novo, although we think we can get into Europe earlier, you know, by doing it in steps along the way.
The initial launch of the software platform with wearables and connected devices, you know, connected blood pressure cuffs, connected sat probes, connected scales and so forth, which ultimately are gonna have to be part of the overall care platform, the remote care platform anyway, will allow us to launch the commercial launch commercially and within the same business model using remote patient monitoring in a similar way that the final version of this will have contemplated. We decided that we didn't want to delay the launch of the software platform if the time through FDA was extended because of the de novo pathway, and this allows us to do that.
The intermediate step where we have a separate implantable monitoring device that's implanted alongside a port at the same time as sort of an intermediate step is one that we think will have a much more straightforward 510(k) path and allow us to have the actual integration of the physiologic parameters communicating with the platform in real-time. Yeah, I mean, hopefully that's a little bit clearer than how I described it earlier.
Okay. Yeah, that's helpful. I just wanted to finish up with one big picture one, and it's maybe more subjective today, but was hoping you could just help us rank the different opportunities. I know it's not. There's no quote-unquote "less favorable" or less loved child in the portfolio, but if you can help--
You took the words out of my mouth. It's like asking which is your favorite kid. No. Look, I'll try, okay. I mean, I think clearly, the Lucid opportunity, certainly on paper, has the largest market opportunity. It's, you know, $25 billion with the largest target population and so forth. So it's hard not to argue that that remains, you know, far and away the largest commercial opportunity, and it's obviously the one that's furthest along. I think, amongst Veris, CarpX, and NextFlo, it's a tough call.
I think if we can really develop the data aspects of Veris and generate the opportunity to monetize data like you know like some other you know wildly successful digital health companies have done, I think that certainly could be you know in a similar ballpark. You know between NextFlo and CarpX are quite different, right? CarpX is a kind of a traditional surgical interventional device that you know takes time to get physicians to adopt and has a you know has a sort of more of a steady growth opportunity. It is a large target market with 600,000 patients every year undergoing carpal tunnel surgery.
We think we have an opportunity, particularly with the next generation version of this that has ultrasonic imaging built in to be the default treatment for those patients. You know, that is a large opportunity as well, but I think it's not quite what the ultimate potential of Lucid and Veris would be. NexFlo is a bit of a ringer in there because, you know, there are 1 million infusions a day. NexFlo, in many ways, may be the most disruptive technology if it performs like we expect it to, where, you know, 80% or so, according to our Deloitte analysis, of those one million infusions a day that are performed with electronic infusion pumps could transition over time to our technology.
You know, it's a very different type of commercial launch. It's very much sort of hospital system- driven. That's where our focus is in our workings with Joel Sparks, who's our new VP of Sales, who's been working extensively with Deloitte on mapping out how to target both inpatient facilities, outpatient facilities like ambulatory surgery centers and endoscopy suites, as well as the increasing effort to move care into the home, and where infusions are currently fairly labor-intensive and require a nurse and electronic infusion pump. There's a big opportunity there. It's a different commercial pathway to get there. There are some hurdles along the way, which includes sort of the entrenched infrastructure around electronic infusion pumps.
I think long-term, it's a very big opportunity. Hopefully that's helpful.
Yeah, absolutely. Thanks for taking my questions. I'll stop there, and congrats on all the progress.
Great. Really appreciate it.
Thanks, Frank.
Our next question comes from the line of Anthony Vendetti with Maxim Group. You may proceed with your question.
Hello, Anthony.
Hey.
Thanks. Hey, Dennis. Hey, Lishan. How are you?
Great.
Fine.
I just want to get a little better handle on the Lucid test center. Once you identify a site for a center, how long does it take to get it up and running, and start being able to perform the tests?
Right. The answer is actually not very long to get to that point which you just described. You know, identifying a city that we're gonna target, identifying a physical location, leasing that office space, hiring a nurse practitioner and a medical assistant, you know, can be weeks to a month or so. Getting that, remember, that test center is really there to receive patients that are being referred primarily from primary care physicians. That activity, the activity at that center is gonna be driven as much by the time it takes to have good sales representative coverage in that area.
In the cities that we've launched so far, we've tried to get two sales reps per city, per test center to drive cases to the test centers. That takes longer. You know, hiring a sales rep who has good experience calling on primary care physicians takes some, could take some time. Getting them trained both in the field and on the sort of the didactic coursework takes some time and getting them to actually generate referrals from their primary care contacts can take some time. That, that's more on the order of--
You know, I mean, historically in MedTech, I think as you know, Anthony, it can be, you know, nine-12 months before a rep is really operating at peak efficiency. We found that to be quite a bit shorter than that, you know, more like on the order of four months. One thing that's gonna be different with this next stage where we're targeting these nine larger states, and identifying one metropolitan area in each state to open our first test center at, is that several of these states actually already have Lucid sales personnel there.
They're the market development managers and sales reps who are calling on GIs, who are calling on large primary care and family practice practices that are performing the procedure themselves without Lucid test members. There'll be potentially some shortening of the time before we start seeing cases at these test centers because in several of these cases, for example, in California and in Ohio, we actually already have boots on the ground. Those folks are begging for us to get to have test centers in their locations 'cause they know it can actually really help them drive testing volumes significantly.
From scratch, it could take nine-12 months just because identifying the site and getting that up and running is one thing, but getting the field reps to get the practice.
Yeah. Well.
To generate references. You're saying so far you're seeing it's not taking as long as nine-12 months in your case?
No. No, no. Yeah. I mean, we had our first rep in September in Phoenix. We have two reps now in Phoenix, that was in September, and that rep was, you know, generating primary care referrals at a decent clip, you know, several months later. His counterpart, the second rep, is also now contributing even with a shorter period of time, and he just got trained in February.
Yeah, I don't mean to suggest that it'll stretch out, you know, out to nine-12 months, but, you know, from the time we actually physically launch till we're generating referrals and tests at those centers, you know, is on the order of several months, let's just say that.
Just remind me on the expansion plans, you know, how many test centers ideally would you like to have up and running or open by the end of this year?
Yeah. We'd like to open a minimum of nine, perhaps more, but our first target is to get nine open starting in these nine new states. Really broadening our geography and broadening to larger states and states that have more complex laboratory regulations, which we're gonna dive headfirst into. But it's interesting. After we have one site within each state, remember, this goes back to your question about the, you know, what you just said about the sales reps. If we have a sales rep, let's say in, you know, in North Carolina, right? And we open our first center in Charlotte, you know, that'll give us the opportunity to open additional centers since that rep is gonna cover the entire state, additional centers in other cities within that rep's geography.
It's not quite the same as the initial, you know, the time to add other centers , and the amount of effort it takes to add other centers. It's not going to be that great within a certain geography. Does that make sense?
Yes. Okay, great. Thanks very much. I'll hop back in the queue. Appreciate it.
Okay. Thanks, Anthony.
Our next question comes from the line of Edward Woo with Ascendiant Capital. You may proceed with your question.
Yeah. My question is on, you know, what is your cost to open up these test centers? Is it very minimal?
I'll let Dennis answer with a bit more granularity. You know, the fixed cost, as we've noted for these test centers, is actually quite minimal. We often do get sort of people asking us about, "Well, you know, that's a big capital cost, and it's bricks and mortar and so forth, right?" There is some cost. We have to get a lease up and running, but these medical office suites are really, you know, even in more expensive areas, they're really not that expensive on a monthly basis, and then hiring a nurse practitioner and a medical assistant. The overall economics of the operation of a test center is almost entirely variable.
The fixed costs can be covered by two reimbursed procedures a week while the team could perform 20 a day. Dennis, did you wanna add anything, more specific around the fixed cost?
Yeah. Maybe just get a little bit more granular. Lishan said less than two treatments or tests a week, and that's true. The way we get there is that these test centers are presently staffed with a nurse practitioner and a medical assistant, and their salaries combined with the lease cost. The lease cost is, they're generally in the $1,000-$2,000 range per month. So they're not very costly, sticks and bricks. When you add that cost up, it's about $40,000-$45,000 a quarter. A nurse practitioner can do, without breaking a sweat, 20 tests a day, in an 8-hour day.
As you're aware, the tests are just under $2,000, so you just simplify the math, 20 times $2,000 a day is $40,000 a day. We know that our costs are that in each quarter. When you break that down, it's 1.7 tests per week to break even. As Lishan said, it really is a marginal business.
We can open them up rather quickly and do so without a significant fixed cost burden. The other piece parts to put in place, as Lishan's explained, is finding the right salespeople that have the right relationships that can speed adoption and drive that, test count up on a daily basis.
Great. Thanks for the details. My last question is, how do you guys view, I know USRO ops is gonna have a very busy 2022, what's your view about adding potentially new products into your portfolio?
Well, we don't have enough yet there? I'm happy like more than kidding. You know, I think we have a pretty robust pipeline right now with you know, with the goal being to get NextFlo and the Veris, the initial Veris software platform with connected devices launched this year. Our goal for next year is to launch EsoCure and subsequent generations of NextFlo and Veris. PortIO, it's a little bit hard to say. I think we could get PortIO in Europe next year, but you know, as I've described, we've had significant you know, challenges with regard to U.S. FDA pathways there.
You know, there's some other products in our portfolio that are moving, you know, still somewhat in the early R&D phases that I can't, you know, fully predict will be heading into the pipeline in, you know, next year. As I've mentioned, we also, and this is real, we also are constantly being solicited and have active discussions for business opportunities to bring in new technologies into our pipeline.
As I mentioned, you know, the way we look at those has changed over the recent quarters and over the past year or so, where we're more focused on not just, you know, viewing any, you know, anything that's considered in the space, but now that we are, you know, fairly well established as having sort of laid our roots in medical devices, diagnostics, and digital health, that we are focused on, you know, expanding our portfolio within technologies that are synergistic with technologies that are synergistic with our current commercial or pre-commercial products, and that we at least can map out as being accretive, you know, in the near to medium term. You know, stay tuned on that.
There's a lot going on in that space, and we'll, you know, we'll obviously, you know, let you know if we end up consummating those. But I think, you know, as you know, we have a pretty good record of bringing in technologies from the outside over the last couple of years.
Great. Well, thank you.
Great. Thanks, Ed.
Thanks, Ed.
At this time, we have reached the end of the question and answer session, and I'll now turn the call back over to Lishan Aklog for any closing remarks.
Great. Hey, thank you all for joining us today, and again, another day of really great questions. I appreciate that. As always, we look forward to keeping you abreast of our progress via news releases and periodic quarterly call such as this one. The best way to keep up with PAVmed news is to sign up for our email alerts on our Investor Relations website and to follow us on social media. You're also welcome to contact Adrian at akm@pavmed.com with any questions. Thank you, everybody. Thanks so much.
This concludes today's conference. You may disconnect your lines at this time. Thank you for your participation, and have a great day.