And this is used to build a commercial engine and really drive commercial process and sales and marketing, all that. It's very hard to do with just one product.
The other thing that we, you know, so we sit down once a year with our board of directors and we go through, where are we? Where do we want to be? And how are we going to get there? Um, and in January of last year, we S we came to the realization. Getting to critical mass and getting to profitability. We're at the absolute top of our strategic objectives.
Um, there's several ways you can do that. You can grow organically. We can bring more products through the pipeline, but they're very early stage. They're not going to contribute to critical mass and profitability anytime soon. So mergers and acquisitions, M and a became an important part of our strategy.
And then, you know, you look at what you could combine. That number one is in your space. So who's in endocrinology. Do they have products that could add to our portfolio and, or, um, maybe expand into other therapeutic areas that are related? Um, and can we do that while staying very focused in specialty pharmaceutical products or rare disease, um, and strong bridge biopharma was a perfect fit because they had a product for Cushing's disease that was in front of the.
Um, that we analyzed and figured had a high chance of getting approved, which it just did, um, December in December of last year, right at the end of the year. Um, and they had a product for periodic peripheral paralysis, which was doing quite well in the marketplace, um, ultra repair, um, highly targeted physician audience.
And so the combination of the two and they were, their sales level was pretty good. And there was a great deal that they were going to have to do. To launch their endocrinology product, that if you put the two companies together, you get tremendous synergies. So by putting the two companies together, we saved $50 million.
We will realize $50 million worth of synergy of money not spent. Um, we ended up with three marketed products. We ended up with, we finished the year with over a hundred million dollars in the bank. So we created a more substantial enterprise that has a. Pathway to critical mass and profitability. Um, we're not there yet.
There's still work to do there's other steps we have to take M and a is still part of the process. Organic growth is still part of the process and we're bringing some products through, uh, in the pipeline, so long winded answer, but how we got there is very important. Paul, what do you think is your secret sauce?
Um, how do you differentiate yourself from other specialty pharma companies? Yeah. So if you look at, if you look at the way, the biopharmaceutical marketplaces for public companies right now, nobody's got any secret last cause it's just, it's depressed, incredibly depressed. Um, but if you, if you just look at the fundamentals of this company, um, there are very few companies at our stage that have multiple, um, marketed products in multiple therapeutic areas.
Um, there are very few companies that have. Um, the technology to bring more products forward, but I would say the most important thing that differentiates our company and our ability to be successful with that is the team that we've assembled. Um, if you look at the team that is running this company, we've been together in one form or another in one company or another for over two decades.