Lifeward Ltd.

Good day and welcome to the LifeWord, Inc. fourth quarter 2025 earnings conference call. All participants will be in listen-only mode. Should you need assistance, please signal a conference specialist by pressing the star key followed by zero. After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press star then one on your telephone keypad, and to withdraw your question, please press star then two. Please note today's event is being recorded. I would now like to turn the conference over to Alma Ghadar, Chief Financial Officer. Please go ahead.

Thank you, Rocco, and thanks everyone who's joining us on the call today. My name is Alma Ghadar. I'm LifeWord Chief Financial Officer, and with me on today's call is our President and Chief Executive Officer, Mark Grant. Earlier this morning, LifeWord issued a press release detailing the financial results for the fourth quarter and the full year ended December 31st, 2025. I would ask you to review the full text of our forward-looking statements from the press release. We anticipate making projections during this call, and actual results could differ materially due to several factors, including those outlined in our latest filing with the SEC. And with that, I will turn the call over to Mark.

Good morning, and thanks, everyone, for joining us on the call today. Before we get into the details of the quarter and the year, I want to start with what we believe is fundamental to the LifeWord investment thesis today. We're executing against a strategy to build a leading, diversified biomedical innovation company with multiple technology platforms and strong clinical foundations. Importantly, we're establishing a clear line of sight to scale through continued progress in reimbursement, commercial execution, and product innovation. Our strategic transaction with Oramed gives us meaningful access to capital to support our growth initiatives, and we remain focused on driving the business toward cash flow positive operations while investing in innovations that will define the future of the company. An important milestone for Lyford is the pending close of our strategic agreement with Oramed following the receipt of shareholder approval last week. This partnership significantly strengthens our financial foundation and expands our strategic scope. I want to thank our shareholders for approving the transaction. Your support reflects confidence in the strategy we've laid out and the opportunity ahead of us. I also want to acknowledge the outstanding team at Oramed. They've been great partners, and I look forward to building a long-term collaboration that creates meaningful value for patients, partners, and shareholders. Personally, this opportunity is particularly exciting for me given my background in diabetes at Medtronic and metabolic health at Bristol-Myers Squibb. One of the more compelling assets in this partnership is ORMP 0801, an advanced clinical stage oral and insulin candidate that has the potential to fundamentally change how insulin therapy is delivered. Because oral insulin is delivered through the gut, it goes through the liver first, mimicking the path of natural insulin for the pancreas. For the patient, this can mean better regulation of glucose production by the liver and less circulating through the body, which can reduce weight gain and the risk of hypoglycemia. Multiple studies have shown no increased risk of hypoglycemia compared with placebo. This is an important distinction in the insulin field, and if successfully developed, could meaningfully improve both patient safety and treatment adherence. We're excited about the potential of this program and believe it represents meaningful addition to LifeWord's long-term innovation platform. The current plan is to move forward with the new U.S. study. The unique funding structure for the clinical program also allows LifeWare to maintain pinpoint operational focus on profitability and cash generation of our portfolio, while simultaneously gaining exposure to the potential substantial upside of a large-scale biotech opportunity. Another major recent step forward for the company is the acquisition of intellectual property and technology from Scalable. This transaction was structured in a very capital-efficient way, and we believe it will prove to be highly accretive as the technology advances to market. The technology we acquired supports development of a powered upper extremity orthotic system with AI capabilities designed to assist functional movement and restore function in individuals with weakened or paralyzed arms and hands, particularly following stroke. The device is intended to enable patients to perform activities of daily living that would otherwise be very difficult or impossible while supporting therapeutic goals such as muscle reeducation and improved range of motion. In the U.S. alone, this upper body neuro rehab system can help an estimated 245,000 newly diagnosed stroke survivors annually and an addition of 4.6 million stroke survivors who remain disabled. With plans to develop and launch a product, we are eager to get to this patient population. What makes this acquisition particularly valuable is not only the technology itself, but it's the team that comes with it. As you know, you don't have the opportunity for outside-in inflection points that often. So the Core Scalable Engineering Group will be joining life for bringing more than 60 years of combined experience across electrical, software, mechanical, and industrial design. That experience is incredibly important as we integrate the technology into our development framework, bring the original engineering team with the platform ensures continuity of knowledge, and allows for a disciplined transfer of intellectual property, design intent, and technical architecture into our broader pipeline. The Stellar engineering team will also be a core team working on the advance, advancing, and the rest of our neuro rehab product portfolio. We believe this platform expands LifeWords leadership into whole body robotic rehabilitation and opens a significant market opportunity with neuro rehabilitation. In fact, the new platform is highly complimentary to our existing Rewalk ecosystem. We will leverage our established clinical relationships, distribution network, and reimbursement channels to accelerate at time of commercialization. And I want to underscore here that LifeWord's focus in robotic rehabilitative technologies is exactly that, to rehabilitate and help the human return to full function or return to as much function as humanly possible. We're committed to continuous innovation, deploying the most advanced robotics and AI technologies to restore full health, and quality of life to a broadening patient population. Now turning to our established core neuro rehab business, we continued to make important progress across reimbursement, clinical partnerships, and global distribution during the year. At the same time, revenue for the quarter and for the full year came in lower than estimated, and there were two primary drivers behind that. First, in the United States, we implemented a major change in our sales and distribution infrastructure. As we discussed on our third quarter call, we began a transition toward a hybrid model that combines our internal direct sales efforts with external channel partnerships. Building those partnerships takes time. They don't translate into revenue overnight, so you're not seeing the full impact of those changings in our numbers yet. Within this restructured also our sales organization internally to better align with our business evolving. Today our commercial efforts operate across three focused areas. First, our direct-to-patient channel, which supports individuals pursuing a personal rewalk system through the reimbursement process. Second, our capital equipment sales team, which focuses on institutional customers, including rehabilitation centers, hospitals, and support medicine facilities for Alter-G. We believe there are substantial untapped opportunities here that can better be served by our capital equipment sales team. The third is a dedicated reimbursement and payer engagement function that works across all payers to expand coverage and support both our direct and distribution channels. As you know, reimbursement is a critical driver of our long-term growth strategy, and building a stronger payer engagement capability is essential to expanding patient access, accelerating adoption of our technologies. It's critical for our patients to be able to access our technologies through their healthcare benefit in their community. We believe this structure will ultimately improve the overall sales process, strengthen payer engagement, and drive greater adoption. As those changes mature, we expect to see the positive effects begin to show in the coming quarters. The second factor affecting the revenue was the decline in Ultra-G sales tied to a specific distributor dynamic. In 2024, one of our distributors made a very large inventory purchase. That distributor did not place that comparable in 2025, which created a year-over-year comparison headwind. Based on our discussions with them, we expect that purchasing to normalize again in 2026. Despite those temporary dynamics, the underlying fundamentals of the business remain strong. Reimbursement coverage continues to expand, clinical demand remains solid, and we're building a growing backlog and qualified pipeline. Recently, we achieved reimbursement for coverage of REWOC and the three largest Medicare Advantage insurers in the U.S., Aetna, Humana, and UnitedHealthcare, which collectively represent over 16 million covered lives in America. We also made meaningful progress expanding international distribution for REWOC. Following the receipt of the CE mark in September of last year, we've been accelerating our efforts across Europe. Germany has become our primary international test market and is proving to be valuable insights to reimbursement pathways, clinical adoption, and patient demand. International markets represent a significant long-term opportunity for the REWOC platform, and we're opportunistic about the trajectory we're seeing so far. Through an agreement with Veritha Neuro and a partner-led capital-efficient structure, we expanded distribution in New Mexico, Thailand, and the United Arab Emirates. Our core neuro-rehabilitation business serves as a powerful innovation engine for LifeWord. We have multiple next-generation technologies in development. A new version of Alter-G should be expected, and our next-generation rewalk is currently targeted, and with the scalable IP and technology acquisition, we expect our upper body exoskeleton platform to reach the market too. Together, these programs significantly expand our addressable market and strengthen our long-term product pipeline. I will now turn the call over to Almag to review our financial results and provide additional detail in operating performance and liquidity position. Before doing that, please note, given the significant transformation LifeWord has recently undergone, and the pending close of our agreement with Oramed, we will not be providing guidance at this time. We remain excited about the long-term prospects and cautiously optimistic about the growth in our core MedTech business, together with continued improvements in operating expenses will help drive the company toward a positive cash flow in the near future.

Thank you, Mark. Today, as we have a lot to share about the existing transition LifeWord is making into a diversified biomedical company, I will review highlights of our full year 2025 results. You may refer to the detailed report for the quarter and full year in our press release, which was issued earlier today. Please keep in mind that as we review our results, I will discuss both GAAP and non-GAAP figures. The non-GAAP results exclude the item detailed in the reconciliation table in today's earnings release, and in our view, provide a clear picture of the company's underlying operating performance. I encourage you to refer to the gap results in the reconciliation table as we go through the 2025 financials. Revenue for the year ended December 31st, 2025 was $22 million compared to $25.7 million in 2024, a decrease of approximately 14%. Revenue from the sales of Rework Personal Exoskeleton was relatively flat at $8.5 million in 2025 compared to $8.9 million in 2024. Importantly, while revenue remained relatively stable, the number of unit sales increased by 22% year-over-year, reflecting growing adoption of the Rework Personal system and increase reimbursement-driven demand. We believe this trend reflects continued progress in reimbursement coverage and increasing clinical adoption of the reworked personal system. Revenue of the motorcycle FES bike declined by 50% to $600,000, primarily reflecting the transition away from an exclusive distribution arrangement and the company's strategic focus on its core product portfolio. Revenue from the sales of AlterG products and services was $12.9 million, a decline of 18% from 2024. This decrease was primarily due to lower international sales, including timing factor related to one international distributor that had placed larger orders in the fourth quarter of 2024. We believe the decline largely reflects the timing of distributor orders, which can vary from period to period. Across both the Rework and Altergy product lines, our commercial pipeline remains healthy. For the Rework product line, we close the year with a pipeline of more than 104 qualified leads in process in the United States. Our growing medical-related accounts receivable balance also position us well for future cash inflows. In Germany, we had 49 leads in process at E-Rent, including 22 active rentals, which historically convert to sales within three to six months. For AlterG, we lost a quarter with 26 systems in backlog. Move to gross profit. Gross profit increased in 2025 to $8.4 million, or 38.2% of revenue compared to $8.2 million or 32% of revenue in 2024. On a non-club basis, 2025 gross profit was $9 million or 41% of revenue compared to $11 million or 43% of revenue in 2024. The year-over-year decrease in adjusted gross margin was primarily driven by lower sales volume which reduce absorption of mix, manufacturing overhead, as well as higher tariffs and freight expenses. Operating expenses declined by 25% to $28.1 million in 2025, compared to $37.6 million in 2024. This decrease primarily reflects the impact of larger impairment charges recognized in the fourth quarter of 2024 related to certain acquired intangible assets compared to a 2.8 million goodwill impairment charge record in 2025. On a non-GAAP basis, adjusted operating expenses also declined by 12% to 24.1 million in 2025 compared to 27.5 million in 2024. This decrease was primarily driven by improved productivity in marketing and sales operations, greater efficiency in reimbursement activities, and lower R&D spending following the completion of major development programs. We expect the positive trend in marketing and sales efficiencies to continue into 2026. At the same time, we plan to increase investment in R&D as we advance new products to market, including our recently acquired power upper body exoskeleton. Operating loss narrowed by 33% in 2025 to $19.7 million compared to $29.3 million in 2024. This was primarily due to a $9.8 million impairment charge recognized in the fourth quarter of 2024. On a non-GAAP basis, operating loss narrowed by 9% to $15.1 million compared to $16.6 million in 2024. Net loss narrowed by 31% to $19.9 million in 2025 compared to $28.9 million in 2024. On an ANGA basis, adjusted net loss narrowed by 5% to $15.3 million in 2025 compared to $16.2 million in the prior year. We also reduced operating cash usage by 23% to $16.8 million in 2025 compared to $21.7 million in 2024. The improvement was primarily driven by better working capital management, including stronger collection of receivables and lower inventory levels. The benefits was partially offset by lower revenues relative to operating expenses. During the fourth quarter, we entered into a 3 million loan agreement with Oramed, providing additional capital support to further strengthen our liquidity position as we move towards closing the broader strategic transaction. As of December 31st, 2025, LifeWorld has $2.2 million in unrestricted cash and cash equivalents on its balance sheet. We expect to finalize the closing of our strategic transaction with Zoramed in the coming days with only a few remaining administrative steps. Upon closing of the transaction, The company expects to receive $10 million in a convertible Note A financing from Oramed and another investor as described in January 13, 2026 press release.

With that, I will turn the call back to Mark for closing remarks. To close, I want to return to the broader picture.

LifeWord today is evolving into a diversified biomedical innovation company built on multiple complementary platforms, neurorehabilitation, robotic, and metabolic therapeutics. Each of these areas offers meaningful growth potential, and together they position us to build a company with scale and impact of a billion-dollar-plus enterprise over time. With Oramed partnership, we now have access to the funding necessary to execute this strategy, and we will remain disciplined in our approach as we approach as we move the company forward to cash flow positive operations. We're confident in our roadmap, confident in the strength of our technology platforms, and confident in our ability to execute. Thank you, everyone.

Thank you. We'll now begin the question and answer session. To ask a question, you may press star then 1 on your telephone keypad. If your question has already been addressed and you'd like to remove yourself from queue, please press star then 2.

And our first question today comes from Yale Gen Adelaide Law & Company.

Please go ahead.

Good morning, and thanks for taking questions, and congrats on the transformation. Maybe a few questions related to that. The first one is for the Oramed Pot technology. How would you think, I mean, if the focus is on this oral insulin, how would that... align with your, I mean, first of all, how much work needed to be done before get approved? And secondly, how would that align with your or leverage your commercial infrastructure?

Yeah, a lot of that question is going to have to be answered once we actually get through the close. But in short, right, you know, I've got a long history, almost three decades in the metabolic space. And so this really drives synergies across med tech and biotech. When you're looking at a diversified portfolio and a durable company, I think it positions us really well. I also think that if you look at how we're approaching the market and moving from a centralized approach of selling patient to patient to decentralized and excluding commercial models, having a biotechnology like this fits. We become an innovation company that then allows us to actually move into a decentralized approach.

Okay, and maybe just if I may add, in terms of your current commercial infrastructure, how would a product like that be able to leverage your current availability, or you would need to build up a new, added more new products or other to be able to accomplish or success commercialization.

Yeah, so I think the beauty of this is in the short term, you know, while we continue to go through clinical trials, this is completely funded through the acquisition and allows us to actually keep completely focused on our core business while we continue to expand the opportunity with ORMED. So the good news is, you know, in the short term, Yeah, good news is, you know, in the short term, it's actually fully funded and in motion. And secondarily, you know, just to expand on your question of, you know, what does it mean for our distribution network? Look, I've got multiple years' experience developing these networks and bringing products to market. So, when the commercialization opportunity presents itself, we'll be adept at that as a company. So, it's something I'm going to pull through while we're going through the clinical trials.

And maybe just one more question here in terms of your upper extremity. robotic assistance, I guess you suggest that it will take 18 to 24 months to complete. Could you give us a little bit specific timeline in terms of the study need to be done, the regulatory process, and maybe lastly, how do you see the market of that and how that complements your rework the system and things.

Yeah, so if we're able to stay in the current space that we believe we're going to be in in coding, this becomes a 510 exempt product. So as we go through innovation and bringing it to commercialization, the barriers to entry are quite low. But we still have more to discover as we go through and making sure we meet the appropriate coding and making sure that we fall into that category. But that's a trajectory that we believe that we see and that we've discovered during diligence. And as far as the 18 to 24 months, as far as 18 to 24 months, yeah, we're confident hitting that. We've already started that work.

Would that be some sort of clinical study needed and any timeline you can suggest on that as well as the timeline after that for the regulatory process? Anything else?

We haven't outlined the exact clinical study yet. What we do know is it won't need to be high in numbers, and it's probably going to be more oriented to a safety or bench study, just show efficacy and safety. So it's not something that takes a large amount of time, given the barrier, given the hurdles to entry are low. You don't have to have a high clinical bar.

Okay, maybe the last question here is, in terms of the upper extremity, that seems to be other... competitor in the space currently, and how do you see your benefits over others to be commercially successful in Mexico?

Look, that's a great question. And, Gail, I think that there's so much to come that I'm going to reserve the opportunity to answer that at a later date. As I see it today, we're going to enter the market differently. And while there may be competitors in this space, our job is actually for expansion into new areas. So let me get a little bit under my belt before I actually address that one. But I think you guys are going to be excited about the simplicity and efficacy of this product.

Okay, great. I appreciate it. Thanks a lot and congrats on the transformation process and I'll get back to the queue.

Yeah, thank you. Thank you. And as a reminder to ask a question, please press star than one. Our next question comes from Swampacular Ramakant with H.C. Wainwright. Please go ahead.

Thank you. This is RK from H.C. Wainwright. Good morning, Mark and Elmob. A broad high-level question, you know, similar to what Yale was just asking. I think about two or almost three years ago now, the previous management brought in Altergy to kind of expand on their, you know, within the MedTech mobility space. And then, you know, it was just, you know, trying to integrate that whole business together when Mark, you came on board. And now you're kind of pulling another lever into kind of biotech sort of space. Plus, on top of that, you added this upper extremity portion of it. So, in general, you know, for an investor trying to follow the story, how should he or she think about this, you know, at a high level? And You know, if they are concerned that you're going multiple places without kind of strengthening or deepening in one area, you know, is that a fair assessment or people are not really understanding, you know, the strategy?

RK, great to hear your voice and thank you for the question. Look, I think the fundamentals of commercialization, you know, weren't as strong or stable as they should have been. And I think what everybody should expect is getting products to the market through the right channel with the right coverage are most important. What you're going to see over time is us evolving into an innovation company that understands the channels to go to market. It's not going to matter whether it's a biotech or a medtech product. I'm going to use the experience that I've based over the last 30 years and also the experience that we're building within the organization through our payer and channel team to exploit these opportunities. And so I think the expectation is, hey, listen, you've got a very diversified med tech and biotech portfolio, which should be very, gosh, It's exciting, durable. It should be able to weather the storms of what comes and goes for us. Also give us a lot of different opportunities to move products into the space. What you're going to see is this will become an execution company that understands reimbursement and commercialization better than anybody else. As you know, but I'll make sure the broader audience knows, I've actually authored thousands of payer and commercial contracts across the globe. And bringing that discipline here into the business coupled with the new operational discipline, that's what we should be known for, you know, is getting the right products through the right channels at the right time with operational discipline that allows us to scale. I think, you know, the one thing that's probably a little confusing to everybody, so I'll get the elephant in the room, you know, being a core neuromed tech company and then moving into biologics, you know, does it make sense from an investor standpoint? Absolutely makes sense. Who wouldn't want the aspects of having a biologic on the hook, you know, inside the organization? Who also wouldn't want to have it on the hook for somebody who's known for executional discipline and commercial channels? You know, so I think that, you know, I'm going to have to work over time on my talk track around what it looks like when you have multiple backgrounds. But if you look across, you know, some of the larger organizations in the world, having a biodiverse medtech company is important. And having those differentials in the same ecosystem is doable.

Okay. Thanks for that. So talking about execution, you know, initially we were under the impression that, you know, you're fully... revenues would be within the range of 24 to 26 million, but obviously it's higher. So what drove this additional execution? And do you think some of the things that you brought to the table are helping out? And that's the sort of stuff that we should be looking for in 2026 and 2027.

I'm going to describe this company a little bit because I think it's important to the answer. You know, I view the company as a startup even though it's actually got a long tenured history. And the reason I do that is because the commercialization and understanding of the reimbursement pathways weren't explicit. And so as we've integrated those into the organization and started to pave the way for a growing the reimbursement, which everybody has seen. Since I've joined, we've started to garner better payer and global coverage. And we'll continue to do that over time. We're still not there, right? So we still have another 12 to 18 months until we maximize the coverage across our products. And I think that's important. That discipline did not exist. Secondarily, there was a lot of lift and shift of manufacturing. that was going on as I entered the business. I would love to tell you it was as planful as it should have been, and it wasn't. So the good news is I've done it before, so we actually have cleaned up some of those areas. We're looking for the highest quality products on the market, you know, delivered on time. And we've gone through those discipline executions here in town and inside the company and started to put the framework so we can lift and shift and do this with other products. So I think really the importance of building the business fundamentally, and I've said this before from a foundation from the bottom up, You know, the good news is there wasn't a lot here. So when we actually build the bottom from, you know, I know what good looks like. So when we build it from the bottom up, we'll have the operational procedures in place to bring in new technologies. We'll also have the reimbursement understanding in a team that's well adept across a multitude of products, whether it's biotech or medtech. And then lastly, we'll have the channels for distribution already set up and going. But those three areas are core to us as we go forward.

Okay, so one last question from me before I get back into the queue. You know, in terms of placements for Medicare beneficiaries this year, obviously, it was a record. And, you know, is there a way for you to quantify the backlog that you currently have as you enter, you know, 2026?

RK, there is, and you guys know that we've been getting to the data. As we've expanded our payer coverage, though, we're going back through the qualified leads and pulling more and more into the pipeline. That's new since we've got a lot of reimbursement coverage. I think what's exciting is the 22% growth in units year over year. I think you need to stay hyper-focused on that and hold us to that unit number. You're going to see that expand as we move through this quarter and into next. But the pipeline is not solidified right now because the reimbursement is growing. So the lineup side is actually growing, which is good news, but I don't have the exact numbers for you today.

Okay. Thank you very much. Thanks for taking all my questions.

Yeah, thank you. Yeah, I appreciate it.

Thank you. And that concludes our question and answer session. I'd like to turn the conference back over to the company for any closing remarks.

Listen, I want to thank everybody for showing up today. I appreciate the support. We're excited about the journey that we're getting ready to head on and can't wait to report out next time. So thanks, everybody. Have a great day. Thank you, sir. That concludes today's conference call.

We thank you all for attending today's presentation. You may now disconnect your lines and have a wonderful day.