Com­mu­ni­ca­tion prob­lems

ONCE A MAR­KET DAR­LING, COCHLEAR’S CHRIS ROBERTS NOW HAS A HARD TIME GET­TING HIS MES­SAGE THROUGH TO IN­VESTORS AND AN­A­LYSTS.

The Australian - The Deal - - Contents - BY REBECCA UR­BAN

Hear­ing im­plant com­pany Cochlear had long been a mar­ket dar­ling, but th­ese e days chief ex­ec­u­tive Chris s Roberts has a hard time get­ting his mes­sage across. s.

Chris Roberts was typ­i­cally self-as­sured when he ar­rived at the Syd­ney of­fices of global in­vest­ment bank UBS for its an­nual health­care con­fer­ence. It was themid­dle of June and the 100 or so au­di­ence mem­bers – mostly fund­man­agers and high net worth in­vestors – were un­der­stand­ably keen to hear what the Cochlear boss had to say about the crit­i­cal junc­ture his com­pany was fac­ing.

A global suc­cess story, Cochlear is a rar­ity in Aus­tralia’s cor­po­rate his­tory. Based on the pi­o­neer­ing re­search of sur­geon Graeme Clark, the com­pany has evolved over 30 years to be a world ex­pert in im­planted hear­ing de­vices. Head­quar­tered in Syd­ney, it has op­er­a­tions in more than 20 coun­tries and has im­planted more than 300,000 de­vices world­wide, with

PHO­TO­GRAPH RE­NEE NOWYTARGER

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