Open a copy of this presentation deck from our ASX announcement HERE.

Video transcript:

Mel: Good morning, everyone. Thank you for attending the investor presentation today. The format of today’s meeting will be an update on our business plan and our key milestones. together with explanations for the reasons on our resolutions in our upcoming general meeting and then we’ll open the floor for our Q& A session.

So there is a Q&A box on this session down at the bottom of your screen. So please put your questions in there anytime during the meeting. At the end of the presentation, we will then address those questions. Thank you. I’ll now pass over to Bob.

Bob: Great. Melanie, thank you very much. If you could put the presentation up.

Firstly, I’d like to welcome everyone to the meeting. I really appreciate everyone making the time today to attend. I know it’s been a little while since we’ve had an update. And we’ve been working diligently since the beginning of the year to try to get things restructured. We did share it a little bit with everyone at the AGM on our plans for restructuring, but now it’s time to start to put a little bit more meat behind things.

And so I’m very pleased to have the opportunity to present today. If you go to the 2nd slide,are you seeing the slides? Okay. I’m not seeing the slides right now. They’ve been up there. Okay, great. Joining me on the call today are are parts of our management team and leadership team.

Ward Detweiler recently joined us as chief business officer. We’re very happy to have Ward participating with Imagine. He has experience in image analysis, MRI image analysis in particular, which is really where we need to go as we develop the imaging agents that we’ll go through today. You’ll see that a lot of the future of this has to do with the image interpretation, and Ward brings that to the table for us, as well as having relationships with a lot of the key players in the market in that space.

Also on the call is Melanie Leiden, who is our co-sec, and is a non-executive director of the company, and Brett Mitchell, who recently also joined us as a non-executive director, and I thank them for their participation today. If you go to the next slide, I just want to walk briefly through the story for Imagion.

I know everyone here is a shareholder and hopefully everyone knows the story well, but I thought it would be good to reiterate for everyone exactly what it is we’re doing and why it’s important that we’re doing it. We consider ourselves a clinical-stage biotechnology company developing molecular imaging agents primarily.

Although our technology also has the potential to work for drug discovery, or excuse me, for drug delivery we’re currently focused on the imaging side of things. Our lead product is one for the detection of HER2 nodal disease in breast cancer, but we also have developed a pipeline of products, particularly looking at prostate cancer and ovarian cancer.

And we’ll talk just a little bit more about that as we go through. If you go to the next slide, I don’t think I have to remind everybody of this, but there is a strong unmet medical need for this type of technology, reminding everyone that today we have many types of ways to screen for cancer. But invariably, in order to diagnose the patient having cancer, you have to do a biopsy.

And that’s because today our imaging methods Are not well suited for being able to determine whether or not something that they see as being suspicious. It’s actually benign or malignant. And that’s the gap that we’re trying to deal with in with our technology. That is, can we use imaging to actually confirm the presence of cancer and not just identify something suspicious?

So if you go to the next slide, we tried to develop a simple way for this to be depicted. So here on the left, you see the conventional imaging methods are used to be able to identify a suspicious lesion. or something that doesn’t look quite right. But again, normally we would then need to do a biopsy to determine that.

With our technology, we change that from being able to use imaging not only to detect something suspicious by size and shape, but also the presence of our imaging agent determines whether or not in fact there is cancer that’s there. So that really changes the utility of imaging from being something that is an aid in being able to help determine whether or not they need to do a biopsy to potentially being able to actually be used for from a diagnostic perspective.

If you go to the next slide. We’ll talk a little bit more here about specifically reminding folks how that technology actually works. And so these are actually examples of images from our phase one study in HER2 breast cancer. So the way our technology works is that our particles have a specific targeting molecule on them that targets a particular type of cancer.

And when our particles bind to those cancer cells, it changes the way an MRI image looks. And so you see the picture on the left where there are two Nodes in the breast from a patient that had her to breast cancer. The picture on the left is before we gave a dose of our imaging agent, and the picture on the right is what the nodes look like after our imaging agent has been applied.

And what is about a 30 percent change in the contrast in those nodes, and that change in contrast is associated with the presence of our particles. So now not only does the radiologist have the ability to look at that node and say it looks irregular in shape or in size. But I also see that the MagSense imaging agent is there, and that means it’s there because it’s bound to tumor cells.

And now I need to worry about whether or not that person has metastatic disease in their lymph nodes. So if you go to the next slide, talk a little bit more about the technology in general, not the specific case of breast cancer. But in general, why do we think that this technology has a place in the marketplace, right?

It can be used with conventional MRI. So we’re not inventing a new way of detection. We’re simply augmenting the way MRI can work. We know it is safe because, in fact, we have a long history in humans with the use of iron oxide particles for various applications, including the treatment of anemia.

And we know then that the technology itself can be used for a variety of different types of cancer. So it’s not, we’ve always said in the past. We’re not a one trick pony where we only have a breast cancer detection agent. We’ve got a platform through our particles by which we can use it to image a variety of different types of cancer.

So our business model has really been to develop the first imaging agent as the proof of principle, develop the pipeline of products and demonstrate that we’re actually doing something new for the medical community. That is, we’re changing the way MRI can be used to detect cancer. In the next slide it talks a little bit about then where are we then from the development perspective, shareholders should remember that at the end of last year, we completed our phase one study for her to breast cancer.

This is a phase 1 study done in Australia at 4 different institutions in Australia. We collected data on 13 different patients where we had dosed, where we taken images prior to dosing the patient and images after dosing the patient. And then we did a formal radiological review with an independent set of radiologists to confirm that in fact, those images that we see were interpretable more so than just if they had done an ultrasound, for example.

So we’ve got, we actually have clinical data on our first imaging agent and now need to continue to advance the technology further towards commercialization, not being satisfied to go to the next slide, please. Not being satisfied with having that just that her to breast cancer. As we began to work our way through the clinical phase for that first product, we realized, in fact, we needed to start to demonstrate the platform’s capability.

And so we’ve developed imaging agents for prostate cancer and ovarian cancer. They’re not as far along from a development perspective as the HER2, which they have not been into the clinic yet. But they’re ready to do this, the remaining studies necessary to get into the clinic. But all of this takes money.

And so we’ve held off on continuing to advance those until we see that in fact, we’ve got traction and we can start to move those programs forward as well. But ultimately what we’ve demonstrated here is in fact, we’ve got one product in the clinic for her too. And we have two more products that are ready to go should funding be available.

And we’ll talk a little bit more about what that looks like from a strategic perspective in a couple more slides. Next slide. If you would, I’d like to really address why. In fact, we think that the this technology really has a place out there. I mentioned earlier a little bit about that, but I’d like to spend a little bit more time just talking about that right now.

So one of the things that’s important to understand is that there is, in fact, a very strong rationale. for MRI imaging agents. There’s over 50, 000 MRI imaging machines around the world. There’s about five times as many MRI machines in the world as there are PET imaging systems, for example. So if we’re looking at the ability for this technology to impact patients around the world, really doing an imaging agent for MRI has a much more global impact than if we were, for example, to focus on radiopharmaceuticals or radiotracers.

We believe that there’s a real opportunity there, and that strategic imaging partners should be interested in that because of the pervasiveness of MRI imaging agents, of MRI systems, excuse me. We also know, for example, that imaging agents in general are already part and parcel of the imaging field.

People are probably familiar with imaging agents for other types of technology. There are CT imaging agents. There are barium contrast agents. There are pet tracers. Gadolinium is often used with MRI. So we’re not asking the industry to do something different than they’re already used to doing, but we’re offering a new way to do it with MRI and bringing a capability to MRI that doesn’t exist, and that is the targeted molecular specificity of our detection technology.

What’s also nice is that using this type of technology fits very well with the current clinical workflow. We’re not changing the way a physician or the physicians treating a patient. would need to do anything. Radiological review is still already part and parcel of what a oncology patient has to go through.

But here we’re adding something to the capability for the radiologist to do there and potentially avoiding biopsies on patients that don’t need a biopsy because their results are negative. We’ve done some health economics on this. So one of the things early on in the work that we did here was not only identifying that there was a market opportunity, but what do we think in terms of our ability to actually get paid for this?

So we’ve done health economics across all three of these different products, breast cancer, prostate cancer, ovarian cancer, and in all cases, the use of our technology would actually save the healthcare system. It’s expense on a per patient basis. If we are able to eliminate biopsies on patients that don’t need them, but we focus on using imaging in the proper way to try to triage the patients past the initial screening protocols, we can actually save the health care system costs, and therefore there’s a place economically for us in the system to get reimbursed for these products.

So if you go to the next slide, we think that of that whole rationale, then marries well with our focus on strategic partnering, right? So the idea here is that we’re bringing something new to the table that imaging companies should be interested in, in, in in having access to. We’ve always said that is a small company, it’s unlikely that we’re going to try to commercialize this on a global basis by ourselves.

But our job is to try to develop the technology to a point where it becomes attractive to a strategic partner. And so again, what I said earlier, These types of companies in this space all are already familiar with the use of imaging agents to augment the actual systems, hardware systems that are out there.

And the cancer market itself in general is growing and in the diagnostic imaging space. Use of contrast media is the fastest growing element of the imaging business. So we think we’re well positioned to participate in that space. And use with our pipeline well positioned to potentially attract a strategic partner.

And in fact, if you go to the next slide, you’ll see that this is in fact how this industry is working. So recently, as recently as this year, there have been a couple of deals in this space in particular, whole logic having acquired endomagnetics earlier in the year for 300 million. Now their product was already approved in the through the clinic.

So they were further advanced than we were, but you can see the kind of valuation that a company gets When their technology actually makes it through to the clinic. More recently, Lantheus made it an investment in a radiotracer company. That investment has future potential milestones based on how that company further develops that technology.

And this is exactly the play that we’ve been talking about trying to get to. When, how do we get to a point where our technology is positioned well enough To be able to attract those types of partners. Part of the reason that Ward has joined us, as I said earlier, is his connections in this industry.

And that’s the focus of his and my attention largely is keep advancing the technology. But now let’s start to go reach out to those companies because we know that in this space, they don’t do all the early stage development themselves. They look for partnerships. They look for opportunities to acquire technology that they won’t necessarily develop themselves, but that they then have the commercial depth to be able to bring to market.

So if you go to the next slide. We’ll talk a little bit about where we are as a company then and what we need to do. So in order to be able to attract those strategic partners, we can’t sit on just the phase one data that we have. We need to continue to develop the products themselves, bring them further along, because every stage along the way as we develop it is taking risk for that commercial partner out of the picture.

And so our current plan right now is to resume HER2 breast cancer product. pursue an IND. Which is an investigational new drug application with the FDA because we need to go get more clinical data. 13 patients is not sufficient to go get approval for the product. But we do need to do the next phase of development, which is to optimize the dose, improve the imaging protocols so that we could then go on to do our formal clinical study.

Our goal right now would be to raise enough funds in the immediate future to be able to pursue that IND and pursue that phase two study so that we can then further develop that technology. If we had sufficient funds, we would also then begin to further develop the prostate cancer and ovarian cancer products.

Those products each have larger market opportunities than the HER2 breast cancer product. So one might argue why aren’t you prioritizing those versus the other? And that’s because they’re still at an earlier stage and there’s still a little bit of risk involved with them. And so we want to continue to develop the product that’s furthest along.

There is an attractive market opportunity for it. But clearly there’s an opportunity for those other products. That’s large, and we would like to invest in continuing to develop those. Ideally, we could find ourselves within the next 24 months with having three products in the clinic if we actually had the funds to be able to do that.

And so that’s really the path to growth and value for our shareholders is being able to fund these clinical developments for the pipeline of products that we have. We’re not going to do any new R & D. We’re not going to try to do invent anything new. We’re going to leverage what we’ve done up until now to try to advance the products in a meaningful way that would go attract the commercial partners.

So if you go to the last slide we talked a little bit now about what’s the current status then and what are our priorities? So over the last six months, we’ve significantly reduced our operating costs. We shared that in the annual general meeting in May, and we’ve completed effectively the restructuring of the organization.

We’ve cut everything down to where we’re minimally I should say in terms of employees and GNA costs, et cetera, what’s the bare minimum necessary to be compliant with ASX and ASIC and be able to actually just run the company. We realized at the early part of the year, That the next phase of our business, everything that was on that previous slide we can do with outside consultants and advisors.

We don’t need to have an employee base to be able to do that. So by cutting back our R & D and operational activities, we’re able to now focus the money that we have on external R and D to try to advance those products. And that gives us some control and levers over The spend that we have, right?

So the idea here is that we spend, pay as you go, so to speak, as opposed to including infrastructural costs. We don’t have any rent any longer. So we’re operating now really with the minimum organization necessary to continue to advance the technology using outside services that we can have available to us.

The key for us, as I said, is to resume the development of that MagSense imaging agent technology, primarily focused on the HER2. If we don’t continue to advance that, we really are are not really providing any value to shareholders just sitting here as an organization without further developing that.

Where we can continue to develop some intellectual property, While we’re doing the R & D work, the outside R & D work, but really our focus is, has to be on using those outside resources to try to advance so that we can get to a meaningful set of milestones like an IND and the phase two data. In the meantime, we’ll also focus on that strategic partnering activity.

We have significant outreach programs to try to now get in front of folks. That we think are attractive in that marketplace. We have a list of all of the companies that are in both contrast media, as well as the MRI hardware side of things. And our job is to now get in front of them with the data that we have and try to make sure that we can attract someone to either make an investment in the company or partner with us to continue to try to advance the technology.

So today I would say. The primary focus for the company has been for the last six months restructure the company in a way to reduce the cost. And now the question is, how do we fund the company adequately to continue to advance in those places where we can bring value by advancing the clinical stage development of our pipeline?

And with that, we’ll go ahead and begin sort of question and answers session. I think primarily I’d like to get out of the way, if you will, some questions that might be on top of mind of shareholders related to the upcoming EGM next week. And while if folks have questions that they’d like to submit, as Melanie indicated at the beginning, go ahead and submit those and then she’ll help moderate questions that come in.

RESOLUTIONS

But in the meantime, I’d like to just address the resolutions that are part of next week’s meeting, because I think it’s important for shareholders to understand. The implications of what it is we’re asking them to vote on. So generically, one question might be why was it necessary to restructure the Mercer financing facility?

That’s part of what that’s what resolution one in next week’s meeting is all about. And really, there’s two parts to the to that restructuring that were important both for imagine as well as for our financing partner. One was the ability to push out the maturity date. So The Mercer has agreed to extend the maturity date on the original notes that effectively gives the company more time to establish financial stability before that debt becomes due.

The second part of the restructuring was to reset the conversion price. to be more in line with current market conditions. And by doing so, we create the opportunity for that debt to be converted into equity and the debt, therefore, to be taken off the table if our share price continues to is able to appreciate.

So it’s important for the company to be able to Restructure that note to terms that push the maturity date out and give the the lender the ability to convert because both of those are in the favor of the company. If shareholders don’t approve resolution number one, we are at risk then of potentially not being able to raise external funds otherwise, and higher risk that the company would potentially go insolvent at that point in time, because it really limits our ability to raise capital.

This resolution is two and three for next week are also related to Mercer and related to issuing new shares to Mercer. And the question might be, so why? Why was that necessary? As part of the original conditions of our our facility with Mercer, there was a condition associated with a suspension of trading.

Because we had a suspension of trading during the month of April and May we were in breach of our agreement with them. This resolutions two and three allow us to address. the and have Mercer waive their rights to redemption based on that breach of the contract. So this really provides for the company to be able to compensate Mercer for the suspension of trading that we had without Mercer taking action against us as provided by the original agreement.

If we don’t approve items two and three resolutions, two and three really what that means then is that the ability to provide those shares to Mercer will impact our placement capacity under listing rule 7. 1 and there again, it will impact our ability to raise capital on a go forward basis.

So we’re asking our shareholders to support resolutions one, two, and three. to help us continue to work with Mercer, who continues to be supportive of the company, but make sure that we’re now in a position to work with them, such the terms of maturity dates and conversion for them, allow the company to continue and go raise additional capital.

Because again, we’ve always said, we don’t want to fund this through debt. We really want to use the Mercer agreement to be able to supplement and support the company when needed, but it’s not the means by which we want to fund the company. And then the last two resolutions of the of next week’s meeting relate to performance rights for directors that those were being asked for shareholders support because, in fact, we’ve been historically, we’ve been paying our Directors at below market rates, and we felt that we’ve had any questions in the past about why our directors have more equity stake in the company and in alignment with shareholders.

So we created an opportunity here for directors to continue. We’ll continue to pay, but our salaries for non executive directors. Will be at below market rates, but will incentivize them to continue to be invested in the future of the company, and those performance rights are really related to will only be realized when the share price or market cap targets are achieved.

So the idea here is that directors are directly incentivized in the same way that shareholders would end up achieving value because those at equity compensation really is tied to share price and market cap performance.

QUESTIONS

There were a couple of other questions that came in prior to the meeting. So I’d like to try to go through those quickly as well. One question that came in from shareholder was effectively, where is IBX at with getting on with the products back in and in bringing revenue into IBX. So hopefully I addressed that with that slides, but effectively, I’ll just recap that the next stage for us is to continue to try to develop and move forward with the phase two study for her to breast cancer because we think that will bring the most value.

In terms of potentially attracting strategic partners, and the most immediate step to be able to do that is we first have to file an IND because we need to do that study in the United States, where we have access to more patients. Shareholders might remember it took us a while to do the study in Australia simply because of the limited number of patients that are there.

So we can’t do the next step of development only in Australia. We need to be able to add the United States where we have access to a larger patient pool. A second question that came in was, is IBX still going to be working with Siemens and or where is that? Where’s the relationship with Siemens at?

Yes. In fact, Siemens has continued to be supportive of our work. We as soon as we start resume the IND process and start to work towards the phase two study. We expect to be able to continue to bring Siemens in on that. We have a collaboration agreement with them that extends into the United States.

And so we continue to expect that they will participate and help us as we move that study forward. And then a third question that came in was imagine his website indicates that the nanoparticle operations are temporarily suspended. Does this mean you suspended work on mag sense technology and or will this impact advancement into phase two studies for the HER2 nanoparticles?

Yes, we have suspended nanoparticle manufacturing because we eliminated our manufacturing operational facility. We are in the process of working with two separate companies that have interest in licensing that technology to be able to make the nanoparticles, and we expect to be able to consummate one of those relationships probably in the next month or so, and they will then restart making nanoparticles.

We are not reliant on them for us to continue to proceed. We already have a CRO that we can work with. that knows how to make our particles that could continue to supply us for the phase two study. We have in fact already built all of the particles that we need for that phase two study. They are sitting in inventory waiting to be used by a CRO that will then go ahead and finish making the material for us for that phase two study.

So at present, The game plan continues to be we can proceed with the I. N. D. And with the phase two study because we have material already made. But in concert with that, we are working with one or two other vendors who may then wish to take over manufacturing nanoparticles for our third-party R. N. D.

Customers. That does not take away anything from us for our ability to continue to develop the Maxence technology. So we see effectively the end. By partnering with somebody in the research markets to make nanoparticles, we eliminated the cost of manufacturing operations for ourselves, but don’t lose anything with our ability to continue to move forward.

And I think that was the three questions that we had in advance of the meeting. Melanie, if there’s been other questions that have come in, I’d like to go ahead and open that up.

LIVE Q&A

Mel: Sure, we’ve got a couple of questions that have come in. The first one is, and just sticking to that nanoparticles topic, which you may have already answered why did we stop producing the nanoparticles seeing as this was IBX’s only form of income with cash being what we now have, we have none and we cannot seem to raise?

Bob: Yeah the cost effectively of maintaining the organizational structure to make nanoparticles was in excess of the revenue that we were creating at this time. The whole idea all along was that we would supplement our own need for nanoparticles by selling to third parties, such as NuPhase that we had, and we recorded revenue for them as well as another customer last year and early half of this year.

But that cost, but that revenue did not sufficiently offset the cost to manufacture. So it was always a bit of a added revenue to the company, but actually was not a standalone business. As we looked at having to reduce our costs in the first half of this year, we realized that in fact, we couldn’t continue effectively to pour good money after bad, so to speak, and keep our operations in place because we just couldn’t afford the, both the manufacturing facility and the personnel.

Because we weren’t generating enough revenue. Some of those customers could, down the road, generate more revenue, but they were slow in being developed, and it was very clear that we were not going to be able to generate enough revenue in 2024 and 2025 to offset the continued expense of doing that. So that’s why We did that.

We said temporarily because we allowed ourselves the opportunity to potentially revisit that down the road. But in the meantime, have now identified, as I just said to external vendors that are interested to pick that up. Those relationships will allow us to receive revenue from them. So we will get a royalty on sales.

We’ll do a technology transfer. They will service the customer, but we’ll continue to get revenue from them on royalties of their sales. None of that impacts our ability to make particles for ourselves, for our own imaging agent technology. All we’ve licensed, all we would have licensed out then is the revenue associated with third-party particle generation.

Mel: Thanks, Bob. Another question, how does the board intend to drive value for investors? Some investors from two to three years ago are down up to 98 percent on their initial investment.

Bob: Yeah, so again, I go back to that slide that where the value inflection points have to, I think, come in are related to it continuing to advance in the clinical development of our products.

We, we would have expected, a little bit more appreciation for the fact that we have clinical data. If you look at companies that are either drug companies or radiopharmaceutical companies, having clinical data is a meaningful is a meaningful value add for for the company.

And we’re now a company that actually has clinical data and we have a pipeline of products right behind it that work in the same way. So I think really we have to continue to on that path. We’re not going to go generate third-party R and D revenue by nanoparticle production. The most value add that we can generate for the company is to continue to develop the imaging agents that we have and demonstrate that in fact, they have a place in the marketplace.

Mel: Thank you. Another one. It took 20 months for IND for phase two and progress. How to speed it up?

Bob: So we haven’t, we, so I would say effectively at the beginning of 2024, we suspended the process towards the IND because of limitations of funding. So in fact, we had made very good progress in the period of let’s say about May of 2023 through November of 2023.

The majority of the I. N. D. package is now ready to go, but we now have to pick back up. But we suspended that activity. So I think it’s it’s not quite an apples-to-apples comparison to say it’s taken 20 months to get there. We’ve actually really started the I. N. D. process mid-last year, worked on it for six months, suspended it because we did not have the funding at the beginning of this year.

But now I want to continue and fund that. And I expect we’ve got about six months, realistically, considering the time it takes to submit and get FDA review of it. We still have about six months of activity to go there. But in fact, we’ve made very good progress with at the beginning, before the end of last year, and that package is ready to get resumed.

And that’s really what the next level of funding has to be. The use of funds for any capital race that we do going forward has to be focused on getting us into that I. N. D.

Mel: Thank you. What assurances can you give share? Oh, hang on. What assurances can you give shareholders on continued further investment if the clinical data IBX has so far an additional data will actually drive shareholder value?

Bob: Yeah, so I think we go back to that slide that shows partnerships in the industry and that they pay for further development, right? Most if you looked at that slide. Most of those companies were either already commercial or were well along in their clinical development. It’s very typical in the drug industry as well as in the in the imaging industry.

That the partners want to see as much risk taken out as possible. They’re willing to get involved at a relatively early stage if they see the path is relatively low risk. But in fact, they don’t typically get involved at the preclinical stage of things. And so this is what we’ve said all along is that we had to get into the clinic.

We had to demonstrate that it was safe to be administered to humans. That we had some reasonable expectation that it was going to work. Which I think we now have with our 13 patients and the radiological review. And every step we take along the way, even getting an I. N. D. would give a strategic partner comfort that, in fact, this has been reviewed by the body like the FDA, which is the most stringent regulatory body in the world, and we’d be given permission to go ahead and proceed with testing of additional patients.

So I think really the only assurance I can give investors is that’s the way the industry works. There’s clear evidence of that. And that slide I showed is to two examples, even in 2024 where partnerships. By the larger companies really drive investment into earlier stage development companies like, imagine.

Mel: Thanks, Bob. There’s no further questions through the Q and A box.

Bob: I’d like to thank everyone who’s attended today. My understanding was there was a rather long list of attendees and I’m very grateful for people to have taken the time to, to join us today. I really want to assure everybody that we are really trying to focus exclusively on what use of funds can we have that will really drive shareholder value, minimize our operating costs.

We’ve done, I think, a tremendous job over the last six months of really pairing things back to the bare essentials necessary to have a compliant company, but still be in a position to try to advance the technology. And we’ll use those funds judiciously on a pay as you go basis to fund those activities we really think can bring shareholder value.

I really hope that we have shareholder support for our meeting next week. Those resolutions are important for our ability to continue. As I said, the consequences of not approving them really could be could be difficult for the company to continue to raise capital. But we have support from our, from Mercer.

We’ll use that money judiciously, but we need that support in order for us to continue to advance. So again, I’ll, I say thank you to everybody who’s participated today and look forward to giving you an update down the road.

Mel: Thank you, everyone. We will now close the webinar.

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For questions about this webinar, please connect with us: info@imagionbio.com