Nanox Strategy and Business Model

Executive Overview

Nanox is an Israel-based medical imaging company founded in 2012 and headquartered in Neve Ilan, Israel. The company is best known for trying to lower the cost and broaden the reach of diagnostic imaging through its Nanox.ARC imaging system, supported by a cloud platform, AI-based imaging analytics, and teleradiology services. Strategically, Nanox sits between traditional medtech, healthcare software, and diagnostic services: it is not trying to be only an equipment manufacturer, but an end-to-end imaging platform that can earn revenue from scans, workflow, and interpretation. That positioning matters because, based on the latest annual results publicly available in 2024, Nanox was still early in hardware commercialization and generated roughly $10 million of revenue in FY2023, with much of that revenue coming from acquired service and AI activities rather than broad Nanox.ARC deployment. Its operating footprint is anchored by Israeli research and development, meaningful U.S. commercial and service operations, and international expansion ambitions through partnerships. The strategic test for Nanox is whether it can turn regulatory progress and technical differentiation into scaled clinical adoption, dependable recurring revenue, and proof that its lower-cost imaging-access model works in routine care.

Nanox at a Glance

Logo
Common name	Nanox
Full legal name	Nano-X Imaging Ltd.
Headquarters	Neve Ilan, Israel
Ownership	Public company listed on Nasdaq; as of the FY2023 annual report filed in 2024, Nanox did not disclose a controlling shareholder.
Ticker	NNOX
Exchange	NASDAQ
Market Cap	$105.43M
Revenue (FY2024)	#N/A
Founding / major historical milestones	Founded in 2012; Nasdaq IPO in 2020; acquisitions of Zebra Medical Vision and USARAD/Medical Diagnostics Web in 2021; U.S. Food and Drug Administration clearance for Nanox.ARC in 2023.
Industry or industries	Medical imaging, healthcare technology, radiology workflow software, and diagnostic services
Key products or services	Nanox.ARC imaging system, Nanox.CLOUD platform, Nanox.AI imaging analytics, and USARAD teleradiology services
Geographic footprint	Israel-based R&D; significant U.S. commercial and service presence; broader international commercialization ambitions through partners
Business segments as officially reported	As described in recent company materials, operations center on Nanox.ARC, Nanox.AI, and teleradiology services.
Company website	https://www.nanox.vision/

1. What Is the Strategy of Nanox?

Based on Nanox’s FY2023 filings, investor materials, and 2024 management commentary, the company’s strategy is best understood as an effort to build a lower-cost, more widely distributed imaging network rather than simply sell capital equipment. Using the Playing to Win framework:

1. 1a. What is the winning aspiration of Nanox?

   Nanox’s public aspiration is to expand access to medical imaging and earlier detection by reducing the cost and logistical barriers associated with conventional imaging infrastructure. In practical terms, “winning” appears to mean proving that Nanox.ARC can support a scalable imaging-access model and then monetizing that installed base through cloud workflow, AI analytics, and radiology services. Nanox has spoken more often about access, affordability, and broad deployment than about a fixed long-term revenue target, so the strategic aspiration is clearer than any formal quantitative end-state.

2. 1b. Where does Nanox play?

   Nanox plays in medical imaging, radiology workflow, AI-based imaging analytics, and teleradiology. Its target customers are healthcare providers and screening-oriented care settings that need diagnostic imaging but may be constrained by the cost, footprint, or complexity of traditional systems. That includes hospitals, outpatient imaging centers, clinics, public health screening programs, and distributed care networks. Geographic ambition is global, but the U.S. market is strategically central because regulatory clearance, commercial reference sites, and reimbursement logic there can shape adoption elsewhere.

3. 1c. How does Nanox plan to win?

   Nanox is trying to win through economics and workflow integration. The core idea is that a lower-cost imaging platform, paired with a pay-per-scan or service-driven model, could open demand in settings where conventional imaging economics are harder to justify. Nanox also seeks differentiation by combining hardware, cloud software, AI, and remote radiology into one platform. If that works, customers buy access and workflow simplicity, not only a box. Relative to large imaging incumbents, Nanox’s approach is less about competing at the very highest end of modality breadth and more about affordability, distribution, and recurring platform revenue.

4. 1d. What capabilities must Nanox have in place?

   To execute that strategy, Nanox needs several capabilities at once: device engineering around its X-ray source technology; regulatory and quality-system execution; manufacturing and field-service readiness; cloud connectivity and workflow integration; clinical validation; enterprise and channel sales; and the ability to run AI and teleradiology services at healthcare-grade reliability. Because the company is commercializing a new platform while also operating services businesses, coordination across engineering, operations, and go-to-market functions is unusually important.

5. 1e. What management systems does Nanox require?

   Nanox needs management systems that are stricter than those of a typical software company and more adaptive than those of a pure device manufacturer. Key systems include medical-device quality and compliance processes, installation and uptime tracking for deployed systems, channel-partner governance, post-market surveillance, cybersecurity controls, and capital-allocation discipline. Management also needs clear milestone tracking around regulatory progress, installation conversion, recurring revenue mix, gross margin development, and cash usage, because the company is still bridging from development stage to scaled commercialization.

2. What Are the Current Strategic Initiatives of Nanox?

Nanox’s current strategic initiatives, as reflected in FY2023 disclosures and 2024 communications, center on moving from technical promise to commercial proof.

• Commercialize Nanox.ARC after regulatory progress.The most important initiative is converting regulatory progress into real-world deployment. That means installation readiness, customer onboarding, field support, image-quality consistency, and evidence that the system can fit routine provider workflows.
• Build an integrated imaging stack.Nanox is not positioning Nanox.ARC as a standalone device. The company is working to connect hardware with Nanox.CLOUD, Nanox.AI, and USARAD so that image capture, storage, analysis, and reading can sit inside one broader offering.
• Grow recurring service revenue while hardware scales.Because hardware deployment is still early, Nanox continues to rely on teleradiology and AI-related activities for meaningful revenue. Growing those businesses helps create a larger recurring-revenue base and gives the company customer relationships it can potentially use for cross-selling.
• Generate clinical, operational, and economic proof points.Nanox needs more than technical clearance. It also needs evidence on workflow, reliability, health economics, and use cases where lower-cost imaging expands access without unacceptable trade-offs. This is especially important for provider adoption and payer discussions.
• Expand market access through partnerships and channel relationships.Nanox has historically used commercialization partners in multiple geographies. That makes partner selection, distributor capability, local service coverage, and contracting discipline part of the strategy, not just execution detail.
• Control cash burn while funding commercialization.Nanox remains in investment mode. A recurring theme in its recent communications has been balancing commercialization spending with liquidity preservation, which is critical for a company that is still proving its core hardware model.

3. What Is the Business Model of Nanox?

Nanox’s business model is hybrid. It combines an emerging imaging-platform model with currently more established service and software revenue streams.

What customers actually buy

• Access to Nanox.ARC imaging capacity, potentially structured around utilization rather than only a traditional one-time capital sale
• Cloud-based workflow and image-management functionality through Nanox.CLOUD
• AI-based imaging analytics and population-health tools through Nanox.AI
• Teleradiology interpretation and related reading services through USARAD

Recurring versus one-time revenue

The most strategically important part of the model is recurring or repeat-driven: per-scan economics, software usage, AI subscriptions or licenses, and radiology-service contracts. One-time revenue can come from system sales, installation, or implementation work, but Nanox’s long-term narrative has been much more about recurring monetization than one-off equipment transactions.

How pricing power works

Nanox’s pricing power, if it develops, will likely come from total-cost-of-access economics rather than premium device pricing. If customers can get acceptable clinical utility with lower upfront cost, smaller footprint, and integrated reading and analytics, Nanox may be able to price around outcomes and workflow value. At this stage, however, pricing power is probably constrained by early adoption dynamics and the need to prove reliability and clinical fit.

Why the business mix matters

The mix matters because current reported revenue has been supported more by acquired service and AI businesses than by large-scale Nanox.ARC deployment. That means investors and customers need to distinguish between Nanox as it exists today and Nanox as management hopes it will look after broader hardware commercialization. The valuation logic depends heavily on the latter.

What drives margin and cash generation

• Gross margin: service mix, AI/software economics, device manufacturing scale, and field-service costs
• Operating margin: R&D intensity, regulatory spend, commercialization expenses, and corporate overhead
• Cash generation: recurring service revenue, working-capital discipline, and the pace of hardware deployment versus required investment

In short, Nanox is trying to evolve from a development-heavy medtech story into a recurring-revenue imaging platform. The business model can be attractive if utilization scales, but it requires execution across hardware, software, and services at the same time.

4. What Products and/or Services Does Nanox Sell?

Nanox sells a mix of imaging hardware, workflow software, AI analytics, and diagnostic services.

• Nanox.ARCNanox.ARC is the company’s imaging-system platform and the centerpiece of its strategy. It is built around Nanox’s X-ray source technology and is intended to support more affordable and more widely accessible imaging.
• Nanox.CLOUDNanox.CLOUD is the software and connectivity layer that links image capture, storage, sharing, and workflow. Strategically, it matters because it turns a device into a connected platform.
• Nanox.AINanox.AI includes imaging analytics and population-health tools developed from the Zebra Medical Vision acquisition. These offerings help analyze images, flag findings, and support screening or follow-up workflows.
• USARAD teleradiology servicesThrough USARAD and related operations, Nanox provides radiology reading and remote interpretation services. This business adds recurring service revenue and brings the company closer to day-to-day clinical workflow.

From a current economics perspective, service and AI activities appear to account for a larger share of recognized revenue than Nanox.ARC, because the hardware business is still early in commercialization. From a strategic perspective, however, Nanox.ARC is the most important offering because it underpins the company’s longer-term thesis of scan-driven recurring revenue and wider imaging access.

5. What Are the Key Competitors or Peers of Nanox?

Nanox spans several layers of the imaging stack, so there is no single perfect competitor. The closest peers include traditional imaging incumbents, imaging-software companies, and radiology-service providers.

The competitive point is not that Nanox must beat every incumbent head-on. Rather, it must prove that its lower-cost system and integrated workflow are compelling enough to open use cases that traditional vendors serve less efficiently or less economically.

6. What Is the Marketing Strategy of Nanox?

Nanox’s marketing strategy is primarily business-to-business and evidence-led. This is not a consumer brand-driven model. The company must persuade hospitals, imaging providers, radiology groups, and public-health-oriented buyers that its platform is clinically credible, economically attractive, and operationally workable.

That implies several marketing priorities:

• Clinical credibility marketing: regulatory milestones, validation data, and case studies matter more than broad awareness campaigns.
• Account-based selling support: marketing likely supports targeted outreach to provider systems, screening programs, and channel partners rather than mass-market lead generation.
• Channel and partner marketing: because Nanox uses partnerships and distribution relationships in some markets, partner enablement is part of go-to-market execution.
• Thought leadership around access and prevention: Nanox’s narrative is strongest when linked to affordability, earlier detection, and underserved populations.
• Trade and conference presence: in medtech, conference visibility and key-opinion-leader engagement are often more important than consumer advertising.

Marketing appears to be a supporting capability rather than the core differentiator. The real differentiator, if Nanox succeeds, will come from product economics, workflow integration, and proof of clinical utility.

7. What Are the Key Customer Segments of Nanox?

Nanox serves several healthcare customer groups, with different products relevant to each.

• Hospitals and health systemsThese customers matter because they can buy imaging capacity, radiology workflow, AI tools, and reading services at scale. They also provide reference sites and clinical credibility.
• Outpatient imaging centers and clinicsThis segment is important for Nanox’s lower-cost access thesis, especially where conventional imaging economics are difficult to justify.
• Radiology groups and provider networksThese customers are relevant for teleradiology and workflow services and may also be channel partners in interpreting images from distributed sites.
• Public health and screening programsThese buyers align with Nanox’s stated emphasis on expanding access and using imaging more broadly in preventive care and screening settings.
• Payers and population-health stakeholdersThese customers are more relevant to Nanox.AI and analytics-led offerings, especially where imaging findings can trigger follow-up care or risk identification.
• Channel partners and distributorsIn some geographies, these partners are effectively a customer class because they influence local market access, installation, and service coverage.

Overall, Nanox is diversified across provider-oriented customer types, but its future growth is especially dependent on whether it can convince clinical buyers to adopt Nanox.ARC and then layer software and services onto that relationship.

8. What Is the Sales Model of Nanox?

Nanox uses a mix of direct and partner-assisted sales, with the exact model varying by product and geography.

• Nanox.ARC: sold through a combination of direct commercial efforts and distribution or deployment partners. The commercial model is tied closely to installation, service readiness, and contracting structure.
• Nanox.AI: typically fits a healthcare enterprise software sales motion, where direct selling, pilots, and workflow integration matter.
• USARAD: sold as a service to healthcare providers, which resembles an enterprise services contract model more than a capital-equipment sale.

Channel structure matters a great deal. In a traditional imaging model, large incumbents benefit from dense service networks and established hospital relationships. Nanox partly addresses that challenge by using partners and by emphasizing a model that can be sold around access and utilization economics. The trade-off is that channel execution becomes critical: weak partner performance can slow deployment, weaken customer experience, and reduce pricing control.

For consultants, this kind of sales model creates obvious opportunities in channel design, partner management, pricing architecture, installation conversion, and post-sale customer success.

9. In What Geographies Does Nanox Operate?

Nanox operates with an Israeli core and a U.S.-heavy commercial orientation, alongside broader international ambitions.

• Israel: headquarters and a significant share of research and development activity.
• United States: a strategically important market for regulatory clearance, commercialization, teleradiology operations, and AI and workflow sales.
• International markets: Nanox has pursued commercialization opportunities through partnerships and distribution arrangements across multiple regions, although the maturity of those activities varies by market.

From an operating standpoint, Nanox’s physical footprint is smaller than that of global imaging incumbents, but it is trying to reach customers more broadly through channel relationships. That means the company is geographically ambitious even if its owned infrastructure is still relatively concentrated. The U.S. remains especially important because success there can create clinical references, reimbursement logic, and investor confidence that support expansion elsewhere.

10. Who Are the Owners of Nanox?

Nanox is a publicly traded company on Nasdaq under the ticker NNOX. As of the FY2023 annual report filed in 2024, the company did not disclose a controlling shareholder. Ownership is therefore best understood as a mix of institutional investors, retail shareholders, and insiders. Founder Ran Poliakine has historically been an important insider shareholder, but institutional positions can change materially over time, so any list of large outside holders is time-sensitive.

11. How Is Nanox Organized?

At a practical level, Nanox is organized around three connected layers of the imaging value chain:

• Imaging systems: centered on Nanox.ARC and related hardware commercialization
• AI and analytics: centered on Nanox.AI and software-led imaging insights
• Teleradiology services: centered on USARAD and related remote-reading operations

The parent company is incorporated in Israel, while operating activity is spread across subsidiaries and business units associated with hardware development, AI software, and diagnostic services. From a management perspective, this is not a simple single-product company. It has to coordinate medtech development, software delivery, and clinical service operations, which increases organizational complexity. The reporting structure may therefore look simpler from the outside than the true operating model underneath.

12. How Does Nanox Operate?

Day to day, Nanox operates like a hybrid of a medical-device company, a healthcare software provider, and a radiology-services business.

1. Develop and validate the technology. Engineering teams work on the imaging system, source technology, software, and related workflow components.
2. Source and assemble system components. Nanox relies on suppliers and manufacturing partners for key device inputs and system buildout.
3. Manage regulatory and quality processes. This includes submissions, documentation, quality systems, and post-market obligations.
4. Deploy systems into customer sites. Installation, training, connectivity, calibration, and service readiness are all required before a site can generate scan volume reliably.
5. Run software and service workflows. Images can move through cloud infrastructure, AI analysis, and remote-reading workflows depending on the customer setup.
6. Support customers and collect recurring revenue. Ongoing value depends on uptime, image quality, workflow performance, reading turnaround, and customer retention.

The main operational bottlenecks are typical of an early commercial medtech platform: regulatory sequencing, manufacturing scale-up, field-service coverage, workflow integration, and proof that real-world utilization can support the economic model. For Nanox, operating well means more than shipping devices; it means delivering a dependable imaging service experience.

13. What Are the Growth Opportunities for Nanox?

Nanox’s most plausible growth opportunities come from a mix of hardware commercialization, cross-selling, and broader imaging access use cases.

• Convert Nanox.ARC from concept to installed-base growth.The largest opportunity is straightforward: broader deployment of Nanox.ARC into clinical sites that need lower-cost imaging access.
• Increase recurring revenue per customer.If Nanox can attach cloud workflow, AI analytics, and teleradiology services to each deployment, the revenue per installed site could be meaningfully higher than the hardware contribution alone.
• Target under-imaged and decentralized care settings.Community clinics, screening programs, emerging markets, and nontraditional care settings are attractive if Nanox’s lower-cost economics prove workable.
• Expand use cases in preventive and population health.Nanox.AI creates a path to growth in screening, incidental-findings management, and follow-up workflows that extend beyond the initial scan.
• Use partnerships to expand geographic reach.Channel partners can help Nanox enter markets where building a direct service and sales force would be too slow or too expensive.
• Pursue targeted capability-building M&A.Past deals suggest Nanox may continue to use acquisitions selectively to add workflow, AI, or service capabilities around the core platform.

The main constraints are equally clear: regulatory timing, manufacturing execution, site readiness, service reliability, clinician adoption, reimbursement support, and cash. Nanox’s opportunity is large if its model works, but it is still an execution story.

14. What Is the History of Nanox?

Nanox was founded in 2012 in Israel, with the ambition of rethinking the economics of medical imaging through a novel X-ray source and a more distributed model for imaging access. For much of its early life, the company was defined by technology development and by investor interest in whether its source technology could meaningfully disrupt conventional imaging economics.

Nanox went public on Nasdaq in 2020. The public listing brought capital and visibility, but also unusual scrutiny. Soon after the IPO, the company attracted significant debate from investors and short sellers over the feasibility of its technology, commercialization timeline, and business model. That scrutiny became part of the company’s public identity.

In 2021, Nanox broadened its strategy through acquisitions, most notably Zebra Medical Vision in AI imaging analytics and USARAD and Medical Diagnostics Web in teleradiology services. Those deals shifted the company from being primarily a hardware-development story toward a more integrated imaging-platform story. In 2023, U.S. Food and Drug Administration clearance for Nanox.ARC marked an important milestone by moving the narrative from theoretical disruption toward real commercialization.

15. What Are the Key Suppliers to Nanox?

Suppliers matter to Nanox because its core strategy depends on delivering medical-grade imaging systems reliably and at a lower cost structure than traditional alternatives. Public disclosures do not point to a simple, widely publicized list of named critical suppliers, but the important supplier categories are fairly clear.

• Imaging-system components: X-ray source-related parts, detectors, power electronics, and other device subsystems
• Contract manufacturing and assembly partners: important for scaling device production without building a fully vertically integrated manufacturing base
• Cloud and software infrastructure vendors: essential for Nanox.CLOUD, AI delivery, cybersecurity, and uptime
• Logistics, installation, and field-service partners: important where Nanox uses channel-led deployment in multiple markets
• Clinical labor supply in services: radiologists and related professional networks matter to USARAD’s delivery model

Supplier structure matters strategically because Nanox is trying to commercialize a cost-disruptive device in a tightly regulated setting. A supplier issue can hurt not only margin but also product quality, regulatory compliance, and site uptime.

16. How Is Nanox Using AI?

AI is a visible and commercially active part of Nanox’s strategy rather than a purely experimental initiative.

• Live commercial use:Through Nanox.AI, the company offers imaging analytics and population-health tools that can identify and prioritize findings from medical images. These tools were substantially expanded through the Zebra Medical Vision acquisition and are part of Nanox’s current commercial offering.
• Workflow and triage support:Nanox uses AI to make imaging workflows more actionable by helping providers surface findings, support follow-up, and manage screening-related insights more efficiently.
• Platform integration:A strategic goal is tighter integration of AI with Nanox.ARC and Nanox.CLOUD so that image capture, analysis, and interpretation flow through one stack rather than through disconnected point solutions.
• Planned expansion:Public strategy materials suggest Nanox sees AI as a major lever for increasing the value of each deployed imaging site. That is a strategic direction, not yet proof that all targeted use cases are fully deployed at scale.

For Nanox, AI is both a revenue stream and a way to strengthen the broader access model by turning a scan into an actionable workflow.

17. How Does the Supply Chain of Nanox Function?

Nanox’s supply chain is shaped by the fact that it is commercializing a regulated imaging system rather than a simple electronic device. The supply chain has to support quality, traceability, and serviceability as well as cost.

At a high level, the chain works as follows:

• source critical device components and subsystems from specialized suppliers
• assemble and test systems through manufacturing partners and internal quality processes
• ship units to customer or partner locations
• install, calibrate, and connect systems to Nanox.CLOUD and local workflow environments
• support the installed base with maintenance, replacement parts, software updates, and field service

Supply-chain reliability is strategically important because Nanox’s business model depends on utilization. If a unit is delayed, not installed correctly, or down too often in the field, the company loses more than a one-time sale; it also loses recurring scan and service opportunity. That makes procurement, quality assurance, logistics, and post-install support central to economics.

18. What Is the Technology Strategy of Nanox?

Nanox’s technology strategy is to use proprietary imaging technology as the wedge, then build a connected platform around it. The centerpiece is its X-ray source and imaging architecture, but the broader strategy goes well beyond hardware.

• Device innovation: use differentiated imaging technology to reduce cost and expand where imaging can be deployed
• Connected workflow: use Nanox.CLOUD to connect acquisition, data flow, and service delivery
• AI-enabled interpretation: use Nanox.AI to increase the value of each image and support screening and follow-up workflows
• Service integration: combine technology with remote-reading capability through USARAD

This matters because Nanox is not trying to win only on device specifications. It is trying to win on system economics and workflow orchestration. Technology, in that sense, is both part of the customer offering and an internal enabler of a recurring-revenue model. The strategy also requires interoperability with healthcare IT environments, strong cybersecurity, and dependable field performance, because provider customers will not tolerate fragile infrastructure in clinical settings.

19. What Is the R&D Strategy of Nanox?

R&D is central to Nanox because the company is still validating and commercializing a differentiated imaging platform. Its R&D agenda spans several layers:

• Core imaging and source technology
• System integration and image quality
• Regulatory testing and documentation
• Cloud software and workflow functionality
• AI and analytics enhancement through Nanox.AI

This is a heavier R&D burden than it first appears. Nanox is not just refining software features; it is developing medical-device technology, proving clinical performance, and integrating that with software and service workflows. The company’s most significant innovation claim is that its imaging architecture can change the cost equation for access to imaging. The R&D challenge is turning that claim into repeatable, regulatorily compliant, commercially supportable performance.

20. What Is the Finance Strategy of Nanox?

Nanox’s finance strategy appears oriented around preserving liquidity while continuing to fund commercialization. As of FY2023 and 2024 communications, the company remained in an investment-heavy phase rather than a mature cash-harvesting phase.

• Liquidity first: Nanox needs enough capital to fund R&D, regulatory work, commercialization, and installed-base support before Nanox.ARC reaches broad scale.
• Use recurring service revenue as a bridge: teleradiology and AI-related revenue help offset some operating burn while the hardware platform develops.
• Prioritize commercialization spending: capital allocation is most logically directed toward regulatory progress, manufacturing readiness, field deployment, and customer conversion.
• Avoid overextending the balance sheet: for a company at this stage, financial flexibility matters more than maximizing leverage.

The key financial tension is simple: Nanox needs to invest like a growth-stage medtech company while its current revenue base still looks partly like a services business. If Nanox.ARC scales, the model could shift toward higher-margin recurring revenue. Until then, finance strategy is mainly about runway, spending discipline, and milestone-based capital deployment.

21. What Major Acquisitions Has Nanox Made?

Acquisitions have played an important but targeted role in Nanox’s strategy. The company has not behaved like a broad serial acquirer; instead, it has used M&A to add capabilities around the core imaging platform.

• Zebra Medical Vision (2021)This acquisition added AI-based imaging analytics and population-health capabilities. Strategically, it gave Nanox a live software layer that could increase the value of imaging data and support a broader workflow proposition.
• USARAD and Medical Diagnostics Web (2021)These acquisitions added teleradiology and remote diagnostic service capabilities. That helped Nanox move closer to an end-to-end imaging workflow, from scan acquisition to interpretation.

The common thread is clear: Nanox has used M&A to become more than a hardware story. The acquisitions brought software and services that can support recurring revenue and make the company’s access model more complete. That said, the strategic value of these deals depends on integration and cross-sell, not merely ownership.

22. How Companies Like Nanox Leverage Independent Consultants through Umbrex

Umbrex has grown a global community of more than 8,000 independent management consultants based in more than 50 countries. These consultants are alumni of McKinsey, Bain, BCG, and other top consulting firms. Companies like Nanox engage Umbrex when they need talent with the training these firms provide but do not need a full consulting team with the associated overhead. Umbrex consultants work across Strategy, Operations, Organization, Marketing, Sales, Finance, Technology, ERP, and AI. For a company like Nanox, the most relevant projects are the ones that sit at the intersection of commercialization, operating scale-up, and platform integration.

• Country-by-country commercialization strategy for Nanox.ARC, including customer prioritization, partner model design, and launch sequencing
• Pricing and contract architecture for pay-per-scan or managed-service imaging models
• Channel-partner selection, onboarding, governance, and performance scorecards for international expansion
• Health-economics and reimbursement strategy to demonstrate the value proposition of lower-cost imaging access
• Installed-base operations design, including service levels, uptime metrics, spare-parts planning, and field-support coverage
• Cross-sell strategy linking Nanox.ARC, Nanox.AI, and USARAD into one coherent provider offering
• Commercial due diligence and post-merger integration support for future capability-building acquisitions
• Supply-chain and manufacturing scale-up planning, including supplier-risk assessment and quality-process improvement
• Sales-force design and key-account strategy for hospitals, imaging centers, and screening-program customers
• AI portfolio prioritization and workflow redesign to identify the most commercially valuable use cases in imaging analytics and population health