Healthcare-June-2021

June 2021 | healthcareglobal.com

Emerging Healthcare Brands

Northwell Health

Defining Tomorrow’s Healthcare Today

A super-charged data lake strategy is helping Northwell Health connect with a population of 11 million New Yorkers

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The Healthcare Team EDITOR-IN-CHIEF

LEILA HAWKINS EDITORIAL DIRECTOR

SCOTT BIRCH

PRODUCTION DIRECTORS

GEORGIA ALLEN DANIELA KIANIČKOVÁ PRODUCTION MANAGERS

OWEN MARTIN PHILLINE VICENTE JENNIFER SMITH

PRODUCTION EDITOR

VIDEO PRODUCTION MANAGER

MEDIA SALES DIRECTOR

CREATIVE TEAM

DIGITAL VIDEO PRODUCERS

SALES AND MARKETING DIRECTOR

JANET BRICE

OSCAR HATHAWAY SOPHIA FORTE SOPHIE-ANN PINNELL HECTOR PENROSE SAM HUBBARD MIMI GUNN JUSTIN SMITH REBEKAH BIRLESON

KIERAN WAITE

SAM KEMP EVELYN HUANG MATTHEW EVANS TYLER LIVINGSTONE MARKETING MANAGER

KAYLEIGH SHOOTER PROJECT DIRECTORS

THOMAS LIVERMORE

JAMES WHITE

JASON WESTGATE MANAGING DIRECTOR

LEWIS VAUGHAN

CHIEF OPERATIONS OFFICER

STACY NORMAN PRESIDENT & CEO

GLEN WHITE

EDITORS LETTER

What matters most about digital transformation?

The patient We talk a lot about digital transformation and innovation, but what ultimately matters are the individuals whose lives the technology is trying to improve.

“Advances in tech are hugely exciting, but nothing is more exciting than improving people's lives”

HEALTHCARE GLOBAL MAGAZINE IS PUBLISHED BY

In this issue's article on tech and the UK's National Health Service, Joop Tanis, Director of MedTech Consulting at Health Enterprise East, told us that the creators he meets are rightly enthusiastic about their product, but what's most important is whether it "helps deliver better care, more efficiently."

This is our focus for this issue. We've got an interview with the CEO of Vodafone Business Erik Brenneis, who tells us about the many solutions IoT can provide, from efficient vaccine delivery to making healthcare more accessible to elderly patients, and we hear from Rimidi's founder Dr Lucienne Ide about two new platforms helping people who require complex procedures: orthopaedic surgery and deep brain stimulation.

We also take a look at how the pharmaceutical industry can shift away from curing disease towards preventative, personalised medicine. Takeda's Global Commercial Lead Chris Easton tells us how this change could happen.

Making advances in technology is hugely exciting, but nothing is more exciting than improving people's lives.

LEILA HAWKINS

leila.hawkins@bizclikmedia.com

© 2021 | ALL RIGHTS RESERVED

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CONTENTS

Our Regular Upfront Section: 10 Big Picture 12 The Brief 14 Global News 16 People Moves 18 Timeline:

Babylon Health 20 Legend:

Theophila Huriro Uwacu 22 Five Mins With:

Dr. Joanne Armstrong

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46

Defining Tomorrow’s Healthcare Today

Improving the Patient Journey with Integrated Platforms

Northwell Health

Hospitals

70

Digital Healthcare

How IoT is Transforming Healthcare

56

Gold Coast Hospital and Health Service Digital Transformation From Board to Ward

80

HOOPP

Using Tech to Deliver a World-class Pension Plan

96

Technology

Partners for Good: How Tech and the NHS Work Together

104

Reggio Emilia Local Health Authority

Data-driven Management to Curb COVID-19

Listen Now

126

SA Health

Transforming Supply Chain and Procurement

118

Supply Chain

The Future of Pharma: Personalised Healthcare

140 Top 10

Emerging Healthcare Brands

152

Emergent Holdings

Agility, Innovation and Diversity

162 TELUS

Leading the IT Procurement Transformation

BIG PICTURE

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June 2021

Jvion’s COVID Community Vulnerability Map USA

This map uses artificial intelligence by Jvion to highlight the communities most at risk of life-threatening complications from COVID-19, due to socioeconomic and environmental risk factors such as poverty and air pollution. Fast Company’s 2021 World Changing Ideas Awards recently gave the map an honourable mention. healthcareglobal.com

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THE BRIEF “The application of technology to support personalised care is one of the transformative pieces of pharma right now” Chris Easton

Global Commercial Lead, Takeda  READ MORE

“We've always felt that remote patient monitoring was a key piece of understanding what's happening with patients, long before 2020” Dr Lucienne Ide Founder and CEO, Rimidi  READ MORE

“Industry can help the NHS recover after the pandemic” Dr Anne Blackwood CEO, Health Enterprise East  READ MORE

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June 2021

BY THE NUMBERS

(Source: Fern and Royal Society for Public Health)

Top 3 health concerns for employees working from home during the pandemic

#1

Mental health

#2

Physical inactivity

#3

Pain management

ABB’s smart automation delivers firstof-its-kind disability home: ABB's smart home automation is enabling residents of a home for people with disabilities to live independently.

Amazon’s B2B strategy and the future of healthcare: TytoCare's Vice President and Head of Commercial David Bardan answers our questions on what Amazon’s B2B telehealth strategy means for the future of healthcare.

AI and NLP integral to healthcare, survey finds: Research from John Snow Labs has found that artificial intelligence (AI) and natural language processing (NLP) are now essential to healthcare.

 INDYGENEUS A new company has launched to address the underrepresentation of Black indigenous people in clinical drug trials. IndyGeneUS AI is creating the world’s largest blockchain encrypted repository of indigenous and diasporic African clinical and genomic data.

TOM HOLLAND

Legionnaires’ disease Legionnaires’ disease is a serious, yet ignored threat. Tom Holland, Territory Sales Manager at SIGFOX, tells us how IoT can help prevent it.

Water stagnation can occur in buildings that have been closed due to COVID-19, increasing the risks of Legionnaires’ disease. When installed on flow and return lines in hot water systems, IoT sensors can monitor the status of pipework, an installation and an entire premise in real time.

Alarms can be configured in smart-monitored and IoT-powered systems to instantly alert facilities managers to low or risky temperature levels and changes in temperature.

By using sensors to monitor air quality and water temperature, building owners and office managers can quickly address problems as they arise. This can prevent sickness and severe harm.

Property managers can make use of IoT enabled sensors and smart networks which give real time monitoring and all-important alerts via powerful software installed to multiple devices. Constantly on, sensors and networks do previously labour-intensive testing and measuring work, allowing managers to safely and effectively monitor multiple properties at once.

 CALL KNUT Swedish startup Call Knut is developing software that uses automated conversations to interact with elderly individuals by phone, helping to tackle loneliness and provide remote health monitoring.  DIGITAL HEALTHCARE STARTUPS The recent boom in digital health startups is overwhelming customers, according to a recent Wall Street Journal article.

Corporate-benefits executives, who are the main customers for digital health apps, are becoming "inundated" by the number of services available.  HEALTHCARE HACKING Over 40 million patients in the US were affected by data breaches in 2020, according to the latest Protenus Breach Barometer report

W I N N E R S JUNE21

L O S E R S

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GLOBAL NEWS

1

14

JAMAICA

2

UNITED KINGDOM

Jamaica digitises healthcare

Brexit more damaging to UK healthcare than COVID-19

The Jamaican Government is investing $8.5 million to digitally transform its healthcare system, with the aim of reducing transaction time and cost. The Ministry of Health is currently in the process of finding a vendor to roll out home care and telemedicine services.

A new survey by GlobalData has found that healthcare professionals believe Brexit will be worse for the UK’s healthcare sector than COVID19. The issues they cited included border restrictions and additional regulations for businesses based in the UK and the EU.

June 2021

3

GLOBAL

World divided over vaccine IP waiver The US government announced its support for a waiver of intellectual property protections for COVID-19 vaccines. But while the move was welcomed by global public health agencies, the EU, Australia and Japan were among the countries still opposed to it.

5

GLOBAL

HIV self-tests become cheaper and more accessible Unitaid has led a new agreement with Viatris that will halve the costs of self-testing for HIV. The new tests will be available for less than $2 in 135 countries.

4

FRANCE

Dogs detect COVID-19 better than tests A French study has found that sniffer dogs can detect COVID-19 in humans 97% of the time, compared to lateral flow tests which are only correct in 72% of cases.

This could lead to dogs being used for mass virus screening in public places.

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PEOPLE MOVES BILAL KHAN FROM: GOLDMAN SACHS TO: HAPPIFY HEALTH WAS: SENIOR VP, GLOBAL INTERNET AND HEAD OF EMERGING DIGITAL HEALTH NOW: CHIEF FINANCIAL OFFICER Bilal Khan has joined digital therapeutics firm Happify Health in the newly created role of Chief Financial Officer. Khan will be critical to key strategic decisions alongside managing finances at Happify Health as it continues its expansion in the US and abroad. Prior to this role, Bilal was a Senior Vice President at Goldman Sachs, where he sat in the technology investment banking group. He helped lead digital healthcare efforts across the US alongside covering marquee technology companies, and his transaction experience includes companies such as Apple, Verily, SoFi and Snapchat. He has also worked as an investment consultant at ING and LPL Financial.

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June 2021

"I am excited to partner with the leadership team as we continue to write the next chapter of Happify Health's exciting journey"

SEEMA VERMA FROM: CENTERS FOR MEDICARE & MEDICAID SERVICES TO: 100PLUS WAS: ADMINISTRATOR NOW: MEMBER, BOARD OF ADVISORS

DR TIM FERRIS

Seema Verma has joined the advisory board of 100Plus, the remote patient monitoring platform for doctors. Previously she was the longest-serving administrator of the Centers for Medicare & Medicaid Services in modern history, after being nominated by then-President Donald Trump in 2016. Verma oversaw a budget of more than $1.3 trillion, while advocating for tighter controls to government health programmes.

She also served on the White House COVID-19 Task Force, leading efforts to expand testing and ensure access to vaccines.

FROM: MASSACHUSETTS GENERAL PHYSICIANS ORGANIZATION TO: NHS ENGLAND AND NHS IMPROVEMENT WAS: CEO NOW: DIRECTOR OF TRANSFORMATION Dr Tim Ferris is set to lead the NHS' new Transformation Directorate, bringing together the organisation’s operational improvement team and NHSX, the digital arm. Ferris has served as a non-executive director of NHS Improvement for almost three years, and is internationally renowned for his pioneering work on improving health and care in both hospital and community settings. He founded the Center for Population Health, which champions the use of prevention and data to improve health, reduce inequalities, and save lives. healthcareglobal.com

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TIMELINE HOW BABYLON HEALTH BECAME A GLOBAL

LEADER

Babylon Health, the healthcare firm offering AI-backed digital health tools and virtual appointments, recently announced it had become the global leader in digital-first value-based care.

We take a look at the company's trajectory.

2013

2014

2018

Beginnings

First app launches

Expansion

Babylon Health is founded in the UK by former investment banker Ali Parsa with the ambitious mission to make affordable healthcare accessible to everyone in the world.

Babylon launches its first smartphone app: an AI chatbot. By asking a series of questions, the app can answer patient queries and put them in touch with a GP via a virtual consultation. The app also records patient data such as exercise details and other health statistics.

Babylon signs a deal to provide its artificial intelligence technology to WeChat in mainland China. It also partners with Bupa to provide services to corporate customers.

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June 2021

2019

2020

Rapid growth

A world leader

Babylon by Telus Health goes live in Canada. Babylon - See an MD becomes available in the US. The company also expands to Saudi Arabia where it begins providing services. Digital service Ask A&E launches in the UK for patients with urgent care needs.

The Government of Rwanda signs a 10 year agreement to roll out their Babyl service through a community-based health insurance scheme.

In 2021 it invests in California-based Meritage Medical Network, growing Babylon 360, its US-based telemedicine service, to reach 90,000 people. Around 4.4 million patients are registered on Babylon worldwide.

healthcareglobal.com

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LEGEND

THEOPHILA

HURIRO UWACU Director of E-Heza Digital Health Record The Ihangane Project

E

-Heza”, roughly translates as “a bright future” from Kinyarwanda, the official language of Rwanda. It is also the name of the country’s first electronic health record system, established in 2018.

Theophila Huriro Uwacu oversaw the development of E-Heza and its expansion to 27 health centres. An advocate for the power of accurate data, E-Heza is a clear example of how collecting and analysing data can improve patient outcomes.

Delivered by the non-profit The Ihangane Project (TIP) and with backing from the Johnson & Johnson Global Foundation, it has effectively revolutionised the country's once-fragmented health system, offering an integrated patient record with both hospital systems and the government's health information reporting platform.

Since its inception, the Ruli region of northern Rwanda has seen a 60% drop in malnutrition, and the elimination of mother-to-child HIV transmission.

When the pandemic arrived in Rwanda, Uwacu supervised the speedy implementation of E-Heza’s Acute Illness Assessment & Management system, aimed at community health workers as well as nurses in health centres. This has

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June 2021

enabled healthcare workers in rural areas to enter screening information, and quickly isolate individuals suspected to have the virus. Rwanda’s overall COVID-19 response is regarded as an international success story.

Uwacu has a Bachelor’s Engineering degree in Statistics applied to Economy, as well as a Master's in Project Management. After graduating she helped carry out a comprehensive needs assessment of a community-based nutritional programme in Ruli. She joined Kinihira Provincial Hospital shortly after it was established in 2013, as Clinical Data Manager. The role saw her helping the hospital's planning, by supervising its catchment area using a variety of reporting tools, including the Ministry of Health's system.

It was undoubtedly a valuable experience for her next step: joining TIP, where she designed data tools, methodologies for collection, and devised training to ensure bias-free, accurate data collection. After a year overseeing the implementation of E-Heza, she became its Director in 2019.

Uwacu is also a regular speaker at public events, and has appeared on panels to promote entrepreneurship among Rwandan youth

30 rural villages use E-Heza through community health workers

healthcareglobal.com

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FIVE MINUTES WITH...

DR. JOANNE ARMSTRONG EXECUTIVE MEDICAL DIRECTOR AND CMO FOR WOMEN’S HEALTH AND GENOMICS AT CVS HEALTH ON TACKLING RACIAL DISPARITIES IN WOMEN'S HEALTH

Q.WHAT RACIAL DISPARITIES AFFECT WOMEN'S HEALTHCARE?

» Black women have three to four

times the rate of maternal death compared to white women, as well as twice the rate of severe maternal morbidities like stroke, seizures, and cardiac events. Preeclampsia (sudden-onset high blood pressure during pregnancy) is a leading cause of severe maternal morbidity, maternal death, preterm birth, low birthweight, and associated medical costs – and it’s 60% more common in Black women vs. white women. This can be reduced in many cases with low-dose aspirin.

Although some disparities can be explained by risk factors, deeply ingrained, unrecognised bias within the healthcare delivery system also plays an important role. Black women are on the receiving end of this bias, a situation that contributes to a breakdown in communication among providers and patients and negatively impacts a woman’s influence over her own care.

Q. WHAT IS CVS HEALTH DOING TO ADDRESS THIS?

“ MY ASPIRATION IS FOR MATERNAL HEALTH SERVICES AND RESOURCES TO BE MORE ACCESSIBLE AND EQUITABLE IN OUR COUNTRY” 22

June 2021

»To promote maternal health,

Aetna, a CVS Health business, offers the Aetna Maternity Program, an initiative that provides family planning resources, access to nurses and maternity resources and more.

The program leverages predictive analytics to identify women who may be at risk for pregnancyrelated complications and creates interventions that help to close that risk through behavioural nudges.

For example, women found to be at high risk of preeclampsia are sent a personalised care kit with educational resources and a bottle of low-dose aspirin, an affordable, effective way to reduce the risk of developing this potentially deadly condition.

Q. COVID-19 EXPOSED MANY GAPS IN HEALTHCARE ACCESS, WHAT DO YOU SEE HAPPENING IN THE NEXT 3-5 YEARS?

» I am hopeful for the future, as CVS

Health works to expand access to quality healthcare in underserved communities, address implicit bias within our healthcare system, and close gaps with the goal of improving outcomes. My aspiration is for maternal health services and resources to be more accessible and equitable in our country. I believe we can leverage the insights we’ve

gained during the pandemic to finally and fully address the factors that negatively impact maternal health, and provide evidence-based interventions that will improve health outcomes, particularly for Black women.

“ DEEPLY INGRAINED, UNRECOGNISED BIAS WITHIN THE HEALTHCARE DELIVERY SYSTEM PLAYS AN IMPORTANT ROLE. BLACK WOMEN ARE ON THE RECEIVING END OF THIS BIAS” healthcareglobal.com

23

Top 100 Leaders in Technology September 2021 To be announced at the Technology & AI LIVE Event NOMINATE NOW

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Creating Digital Communities

NORTHWELL HEALTH

Defining tomorrow’s healthcare today WRITTEN BY: JANET BRICE PRODUCED BY: JAMES BERRY

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NORTHWELL HEALTH

NORTHWELL HEALTH

A super-charged data lake strategy is helping Northwell Health connect with a population of 11 million New Yorkers – one seamless patient journey at a time

T

here are not many private healthcare providers around the world who serve an urban population of 11 million people but Northwell Health is one of them.

New York’s largest health system is leveraging technology to deliver personalised patient experiences across its 23 hospitals and more than 830 outpatient facilities in order to outpace the accelerating digital landscape created by the COVID-19 pandemic.

The numbers and sheer scale of Northwell Health, which also includes medical research at the Feinstein Institutes as well as medical and nursing education through the Zucker School of Medicine, does not detract from its aim to transform the health of every unique patient with their mantra ‘be better tomorrow than we are today’ — a goal which has stood the test of time since they were founded nearly 25 years ago.

Today, it has never been more important for the 76,000-strong team to focus on a future driven by a digital transformation, which includes data lake solutions used to effectively ‘supercharge the data’. Northwell is focused on delivering connected digital patient experiences that complement their physical experiences inside and outside the Northwell system.

With more than five million patient engagements every year, this digital transformation has accelerated the ease in which patients can access their electronic health records (EHR) and consult physicians

through virtual consultations, which was vital at a time when the state of New York imposed new visitation policies.

Serving one of the biggest and most diverse populations on the planet could be perceived as a challenge but according to Marc d. Paradis, Vice President, Data Strategy for Northwell Holdings and Ventures, this provides a unique opportunity to “apply representative data and balanced analytics to real world clinical scenarios”.

As a data scientist who combines the best of academia and industry know-how to drive the data strategy for Northwell Health, Paradis is responsible for targeted investments,

“ We have to remember we’re dealing with people at the most sensitive and vulnerable points in their lives it's a real privilege to be a caring part of those moments and to help them in their journey to achieve their health and wellness goals” MARC D. PARADIS

VICE PRESIDENT OF DATA STRATEGY FOR NORTHWELL HOLDINGS AND VENTURES healthcareglobal.com

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Health Catalyst: An agile approach to healthcare data How to get the most out of your investment in data with Health Catalyst

Health Catalyst is quite literally a healthcare provider’s catalyst for change when it comes to their measurable, data-informed improvement in analytics, software and services.

Founded in 2008 in Salt Lake City, Utah, Health Catalyst enables health care organisations to build a healthcare -specific, open, flexible, and scalable data platform and fully integrated suite of analytics applications.

This enables health system partners, including Northwell Health in New York which serves a population of 11 million, to realise measurable value within months. “Our customers have recognised the potential to use data, to improve their clinical, financial and operational business outcomes,” said Mike Doyle, Chief Customer Officer.

Formed by a group of healthcare veterans - with a quest to develop a data warehouse that could handle the complexities unique to healthcare data - they discovered the solution now known as Adaptive Data Architecture. Today, Health Catalyst helps clinicians in more than 250 hospitals, caring for more than 100 million patients each year.

Health Catalyst offers a solution in three parts: Data Operating System Cloud-based DOS is healthcare-specific, open, flexible and scalable.

Analytics Applications Allows customers to make measurable clinical, financial and operational improvements.

Services Expertise Experts that leverage technology to help customers make measurable, data-informed improvements.

“I think a key differentiator is our open platform that enables our clients to accelerate their own integration of data, but it is customisable, configurable in ways that make it unique. For example, during the pandemic our clients were able to put this healthcare-specific, flexible platform and fully integrated suite of analytics applications to use in ways we could never have predicted,” said Doyle.

“We’re very grateful for our partnership with Northwell Health and want to thank these visionary leaders who are able to envision a future using data that is light years beyond what we can think of today.”

Learn more

NORTHWELL HEALTH

Title of the video

joint ventures and innovations that support Northwell’s clinical and social missions by leveraging Northwell's data assets, intellectual expertise and clinical platforms.

He also focuses on data strategy, predictive algorithms and digital partnerships.

“My role is to empower our patients, augment our providers, support their families and to improve the health of all of the communities we serve through the use of innovative data solutions,” said Paradis who joined Northwell in January of 2020, just before COVID-19 was declared a global pandemic.

“I have the privilege to help the system as a whole think through data strategy, looking at how we can enrich and leverage our differentiable and defensible assets.

We have a decade of data on 11 million lives covering all of Long Island, the five New York City Boroughs and Westchester County which is probably the most genetically, culturally and demographically diverse 32

June 2021

population and clinical data set in the world. This is a tremendous resource to have,” he said.

Paradis pointed out that the data set they are working with is unique and allows them to produce predictive models which can be validated on real world data in diverse clinical scenarios, which gives Northwell a competitive advantage. He also said that having such a vast platform of hospitals, ambulatory surgery centres and outpatient facilities enables them to rigorously test new technologies in the context of the full care continuum.

“It gives us this fantastic platform to test new ideas, new technologies and put them through their paces. We use evidence-based best practices to ensure that they are actually delivering clinically relevant hard outcomes on the basis of changes in people’s behavior at specific points of intervention in the clinical workflow. These model-driven interventions are then packaged in solutions

NORTHWELL HEALTH

that lead to measurable value and clinical impact,” he said.

MARC D. PARADIS TITLE: VICE PRESIDENT OF DATA STRATEGY

• Northwell has a vast network of collaborators from research pioneers to entrepreneurs and educators who are all dedicated on their ‘mission to serve’ and are committed to providing: • The highest quality clinical care • Educating the current and future generations of healthcare professionals

INDUSTRY: HOSPITAL & HEALTH CARE LOCATION: NEW YORK Marc d. Paradis is Vice President of Data Strategy at Northwell Health. It is his responsibility to enrich Northwell Health's data assets in order to empower patients, augment providers, support families and raise the health of all the communities Northwell serves.

For 25 years, Marc has been implementing models that drive action, providing measurable value to all stakeholders. While leading Optum's Data Science University he taught his unique approach to Product-Centric Data Science, Machine Learning, and AI to more than 2,200 individuals.

He has a Master's in Cellular & Molecular Neurobiology from MIT and a Bachelor's in Chemistry from Cornell University.

Searching for new advances in medicine through the conduct of biomedical research Promoting health education and caring for the community regardless of the ability to pay

“ We have a decade of data on 11 million lives covering all of Long Island, the five New York City Boroughs and Westchester County which is probably the most genetically, culturally and demographically diverse population and clinical data set in the world. This is a tremendous resource to have” MARC D. PARADIS

VICE PRESIDENT OF DATA STRATEGY, NORTHWELL HOLDINGS AND VENTURES

EXECUTIVE BIO

Response to the pandemic Northwell has been on their digital transformation journey for several years but what the pandemic emphasised was the crucial role of cross-functional teams in which everyone across the organisation worked together to achieve a common goal.

They quickly rolled out devices that enabled audio and video connections with patients.

We help you to digitize human experiences in healthcare by meeting you where you are.

Sutherland is your partner in your quest to achieve the Quadruple Aim of improving patient experience, clinical experience, and health outcomes— all while lowering costs. We meet you at any point along your journey and accelerate your digital transformation.

Learn More

Sutherland Healthcare human touch to digital world Combine a human-centered design with the scale and accuracy of real-time analytics with Sutherland Healthcare Sutherland Healthcare provides the human touch to any stage of a digital journey. They do this by combining a human-centered design with the scale and accuracy of real-time analytics, Artificial Intelligence (AI), cognitive technology and automation.

“We serve clients across the spectrum from backoffice processes, through to the end-of-customer experience and along the way, leverage big data and deep analytics”, said Matthew Collier, CEO of Sutherland Healthcare.

Founded in 1986, Sutherland Health Solutions is a global organisation covering 144 countries with a team of 38,000 professionals conducting more than 43 million transactions each month. They work with businesses across a broad range of industries, from healthcare to hospitality and banking to retail.

“We bring a deep domain expertise to each of the industries, particularly in healthcare,” commented Collier who stresses they meet their clients wherever they are on their digital transformation.

“From the earliest spectrum of outsourcing through to the point of cloud, we can meet them.”

We help you to di experiences in he by meeting you wh

For 12 years, Sutherland has been a partner of Northwell Health-New York’s largest health system serving 11 million people. “This has been a true partnership and the outcomes have been really impressive,” said Collier. “I am looking forward to taking our partnership to the next level in this new era of big supercharged data sets, data lakes and deep analytics.”

The company heritage of being a “future-ready organisation” came to fruition during the pandemic.

Sutherland is your partner in your quest to “By having deeply digital technology enabled service in the RCM arena, we were experience, able to flex up andclinical down improving patient exp with demands from our clients,” said Collier.

all while lowering costs. We meet you at a

“Sutherland is, at its heart, a tech enabled services accelerate your digital transformation. company and that gives us the edge when the best solution is neither a technology or services solution, but rather the hybrid of the two.”

Learn More

NORTHWELL HEALTH

11m

population served

by Northwell Health

$13.4bn in annual revenue

23

Hospitals

830+ outpatient facilities

76,000 employees

$1.44bn investment in community impact

3,800

members of Northwell Health Physician Partners — the health system’s medical group

2m+

patients treated annually

5.5 m patient encounters annually

36,300

births each year

865,260 emergency visits

36

June 2021

NORTHWELL HEALTH

“ Part of our strategy over the coming years is continuing to build out that data Lake infrastructure and architecture. It's not just focused on EHR data. There are separate systems for lab data and radiology data, among others. The point of the data lake is to bring all of that data together in one place for a complete and personalized view of each patient that will supercharge Northwell’s data and analytics” MARC D. PARADIS

VICE PRESIDENT OF DATA STRATEGY, NORTHWELL HOLDINGS AND VENTURES

“When COVID hit it demonstrated to us the priority to move this digital transformation to the very top of the list and we moved rapidly — today we are in a place which would have probably taken years to achieve pre-pandemic,” said Paradis who pointed out it only took weeks to implement the entire telemedicine infrastructure for over 8,000 clinicians, including physicians in training and medical students.

“People had been talking about telehealth for over a decade prior to COVID, and the foundational technology had been ready several years prior to the pandemic, but it required the pandemic to jump start the change management and adoption.

“Even though we are over the peak of the pandemic we still expect to see a portion of care in a telehealth format to give patients the flexibility and choice to see their care providers at more convenient times and with less interruption to their daily lives. Telehealth visits also have the additional advantage of helping with sustainability and reducing the carbon footprint in NYS.” Paradis pointed out it was one small step at a time when it comes to changes in healthcare. “The way we solve complex problems is not with one expansive technology or one big application. We solve it by lots of little improvements which might only make it better for one per cent healthcareglobal.com

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NORTHWELL HEALTH

Katz Institute for Women’s Health Northwell created the Katz Institute for Women’s Health, the only network of experts devoted to every aspect of women’s care as part of Northwell’s commitment to #RaiseHealth for all.

DID YOU KNOW...

Paradis pointed out much of medicine over the last 200 years has been defined by the simplistic research construct of the “75 kilogram spherical man”.

38

“So much of the research, so much of the drug testing for so long has been based around adult males, sidelining women and minorities. We recently started an initiative to recognise what is different and unique about women’s health and how we can make sure that we address those appropriately,” he said.

June 2021

How Northwell is reaching out to New Yorkers The image of a simple bubble travelling on the breeze through the Big Apple is used by Northwell Healthcare as a symbol of life’s resilience and fragility and is part of their Raise Health awareness campaign.

The advert released in February 2021 challenges New Yorkers to collectively raise their expectations when it comes to healthcare – a year after the city became the epicentre of the COVID-19 pandemic in the US. As Northwell continues to roll-out the COVID-19 vaccines to millions of people, the healthcare provider has vowed to make public health their biggest priority.

NORTHWELL HEALTH

“ We have a decade of data on 11 million lives covering all of Long Island, the five New York City Boroughs and Westchester County which is probably the most genetically, culturally and demographically diverse population and clinical data set in the world. This is a tremendous resource to have” MARC D. PARADIS

VICE PRESIDENT OF DATA STRATEGY, NORTHWELL HOLDINGS AND VENTURES

of the population. But if you do a hundred of those improvements, pretty soon you make it better for close to 100 per cent of the population.”

But Paradis pointed out that although the technological changes were rapidly altering the way Northwell delivered their healthcare, the patient is always put first. “We have to

remember we’re dealing with people at the most sensitive and vulnerable points in their lives it's a real privilege to be a caring part of those moments and to help them in their journey to achieve their health and wellness goals.”

‘Supercharged’ data lakes Data lakes are next-generation data management solutions that help data scientists meet big data challenges and drive new levels of real-time analytics and are being used at Northwell Health for EHR and laboratory data.

Their highly scalable environment supports large data volumes, collecting petabytes of structured, semi-structured and unstructured data in its native format from a variety of sources, including those previously untapped such as Internet of Things (IoT) devices.

healthcareglobal.com

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NORTHWELL HEALTH

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June 2021

NORTHWELL HEALTH

“Part of our strategy over the coming years is continuing to build out that data Lake infrastructure and architecture,” said Paradis. “It's not just focused on EHR data.

There are separate systems for lab data and radiology data, among others. The point of the data lake is to bring all of that data together in one place for a complete and personalized view of each patient that will supercharge Northwell’s data and analytics.

“This will build the connections between those disparate data sets, while ensuring the appropriate data quality work resulting in datasets that, in a much more effective and efficient way, really follow and track the care journey within Northwell.

LIFE-CHANGING BENEFITS FROM NORTHWELL’S 3D PRINTING

DID YOU KNOW...

Northwell's automated 3D printing laboratory is creating state-of-the-art, personalised treatments which will change the life for their patients. By uniting world class resources in prosthetics, aerospace and 3D printing, Northwell created a first-of-its-kind prosthetic known as the Fin. The Fin allows an amputee to enter and exit the water without changing prosthetics. It uses state-of-the-art carbon fibre materials and an ergonomic shape to ensure durable and efficient movement.

The Fin is printed using a carbon fibre enhanced nylon to provide strength and flexibility. The result is a durable solution that is highly functional on land and in the water.

file, such as a computer-aided design (CAD) drawing or a CT/MRI scan. This creates a device that is matched to a patient’s anatomy and is used in the following: Anatomical models Tumor resection models – used to highlight a tumor and surrounding tissue Orthopedic models – built from bone-like materials used for pre-surgery measuring Vascular models – These can be printed to identify abnormalities in the organ, tumors, blood flow, sliced chambers, valves, muscle tissue and calcified tissue Dentistry – digital dentistry in the form of 3D printed dental appliances

3D printing is technology that produces a three-dimensional object from a digital 3D

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NORTHWELL HEALTH

“Our health information exchange is done through InterSystems and they do a fantastic job of giving us a single view of the patients, at the time of care and the point of care — even if they’ve been to multiple different hospitals and touchpoints across Northwell.

“Bringing together our data lake and our health information exchange at an analytical level really empowers new kinds of analytics and applications that address each unique patient as a whole, not just limited to snapshots at points of time,” he said.

Commenting on the road ahead for a more digitised healthcare, Paradis said the dynamics of care are changing rapidly — using the analogy of cars merging onto a highway where drivers respond dynamically to each other’s actions.

“We make choices to deliver particular kinds of treatment or care and those choices impact the system, creating these interesting feedback 42

June 2021

loops. We're building out systems, machine learning systems and AI systems to understand and to track and to be able to intervene in these loops in a positive way that creates virtuous cycles of care. In effect we're learning how to merge onto these incredibly complex highways of health successfully and safely.”

Importance of partnership with Health Catalyst Commenting on the foundational importance to Northwell’s ecosystem, Paradis pointed out the value Health Catalyst, Athena, Sutherland and Allscripts.

“Health Catalyst is our data lake, they were very smart when they started by recognising that if you can’t efficiently and reliably connect to your data sources and move that data in a repeatable, scalable, high quality way, it doesn't matter what you build

NORTHWELL HEALTH

“ When COVID hit it demonstrated to us the priority to move this digital transformation to the very top of the list and we moved rapidly”

TOP 10 FACTS ABOUT NORTHWELL HEALTH

MARC D. PARADIS

downstream. It’s garbage in, garbage out.

Health Catalyst built out these connectors that allow us to pull in data from all of our transactional and operational systems, and to write directly into a data lake that then feeds into their Data Operating System (DOS™), a canonical healthcare data model that includes clinical, claims, administrative and other data. Downstream from that Data Operating System, Health Catalyst has a whole series of pre-built applications to support clinical workflows, patient flow, finance and regulatory issues, among many others.

“Health Catalyst is a fantastic partner from that standpoint and they also give us a world-class infrastructure that empowers us to generate our own insights in less time and with fewer resources.

Paradis pointed out that Northwell’s partnerships with Athena, Sutherland and Allscripts were also essential for the correct functioning of the transactional and operational systems that feed the data lake.

Sutherland’s robotic process automation automates outreach to payer websites for

DID YOU KNOW...

VICE PRESIDENT OF DATA STRATEGY, NORTHWELL HOLDINGS AND VENTURES

1. Pioneering bioelectronic medicine research at the Feinstein Institutes, which includes trial sites for treating lupus, rheumatoid arthritis and paralysis 2. Treats more New Yorkers for cancer than any other health care provider 3. One of the largest medical residency programs in the US, with 1,900+ residents and fellows 4. Sandra Atlas Bass Heart Hospital — one of top two cardiac surgery programs in US and Canada 5. Named a Best Place to Work by both Fortune and Glassdoor 6. Only hospital-based helicopter emergency transport service in the tri-state area 7. Largest hospital-based laboratory in North America 8. Lenox Hill Hospital the first on the East Coast to use the 3D video exoscope for neurosurgery 9. Created New York State’s first Centre for Cancer, Pregnancy and Reproduction 10. Cohen Children’s Medical Centre treats more paediatric cancer cases than any other children’s hospital in New York

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claim status updates, coding validations for bundled denials and electronic submission of clinical medical records data to the payers.

These intelligent process automations have driven efficiencies of scale, increased productivity and accuracy across silos. In addition to RPA, Sutherland’s Health Analytics portal capabilities delivers actionable and prescriptive insights to end users via interactive dashboards, self-service BI and real-time business alerts.

Athena has been a crucial revenue cycle partner for many years with respect to administering physician billing, accounts receivable management and associated analytics. All told Sutherland and Athena help to ensure the accuracy, timeliness and impact of data from the administrative source systems that feed the Health Catalyst data lake.

“Of course, Paradis made sure to emphasise, none of this would be possible without the incredible partnership 44

June 2021

Northwell has with Allscripts. The Allscripts EHR powers everything that we are able to do for our patients and providers. The openness, scalability and extensibility of Allscripts are unique differentiators of their EHR. Other essential partners for the Northwell ecosystem include: • Tableau – an interface which helps to visualise and analyse data • Microsoft – provide the IT infrastructure • Microsoft Azure – platform for cloud, AI and ML • Google and Fitbit – wearables are being worked into the process of healthcare “Having a tool like Fitbit, which has wearables that can track heart rhythms to identify silent arrhythmias and atrial fibrillation, when tied to a user-interface, can empower a person, in partnership with

NORTHWELL HEALTH

VACCINE CLOUD TECHNOLOGY

DID YOU KNOW...

Northwell Health responded to the COVID-19 pandemic by leveraging Salesforce’s Vaccine Cloud technology.

When the pandemic hit New York, the city’s biggest healthcare provider was already using Health Cloud so they extended that to include Salesforce’s new suite for vaccine management.

Vaccine Cloud is part of Salesforce’s COVID-19 response technology solutions, which include vaccine inventory management, appointment scheduling, outcome monitoring, and public health outreach.

At the beginning of the pandemic, Northwell started using Experience Cloud to allow self-service appointmentbooking for patients to schedule COVID-19 PCR testing. They customised workflows for call centres to automate incoming calls and added live chat on the website and built another patient self-scheduling application for vaccine appointments.

The use of Marketing Cloud also helped them to communicate with patients through email and text messaging rounding off the patient experience.

“ I looked at ways to treat business data sets with the same methodological rigor and clarity of thought that we treat academic data sets with but on business timeframes and with a focus towards delivering products and services that work and provide value to people” MARC D. PARADIS

VICE PRESIDENT OF DATA STRATEGY, NORTHWELL HOLDINGS AND VENTURES

their care team, to change behaviours and prevent adverse outcomes,” said Paradis who pointed out that in the next couple of years streaming data sources such as wearables will revolutionise medicine.

Predicting the future of healthcare Paradis said there will be a focus on the genome which will help cancer care. “That's been driven by an understanding of the specific mutations in a patient tumors and designing drugs targeted at those. I think we can expect to see similar types of drugs, similar types of interventions and procedures in other areas along with a change in protocol linked to a more personalised care.

“My dream is that we begin to move the healthcare system from this episodic interventional system that we have now to fix a problem that's already occurred towards a continuous preventive maintenance and care model where the data from all aspects of your life is in full view of you and your care team in order to empower you to achieve your ideal health outcomes as you define them,” he said.

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HOSPITALS

IMPROVING THE PATIENT JOURNEY WITH INTEGRATED

PLATFORMS 46

June 2021

HOSPITALS

Dr Lucienne Ide, founder and CEO of Rimidi, tells us about two new groundbreaking apps they've developed in partnership with Emory Healthcare WRITTEN BY: LEILA HAWKINS

Dr Lucienne Ide, Rimidi

O

ne of the biggest current drivers in healthcare is the push for patients to take more control over their health, whether that's managing their medical records or monitoring health conditions at home to prevent escalations and hospital visits.

Founded in 2012 by Dr Lucienne Ide, Rimidi is a clinical management platform designed to personalise the management of chronic conditions like diabetes, heart failure and cardiovascular disease. Created by doctors, Rimidi is cloud-based and able to integrate into electronic health record (EHR) systems.

Earlier this year, Rimidi announced it was partnering with Emory Healthcare - the largest healthcare provider in the state of Georgia - to create two new groundbreaking apps that are both patient and provider-facing.

The Fast Healthcare Interoperability Resource (FHIR) platforms have been developed to create a more collaborative relationship between the patient and the healthcare system in two specific areas: orthopaedic surgery and deep brain stimulation. healthcareglobal.com

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“ Clinicians don't just need more data, they need the insights and actions around that data, and then the analytics” DR LUCIENNE IDE, MD, PHD PHYSICIAN AND SCIENTIST, RIMIDI

Ide explains that a difficulty orthopaedic surgeons face is ensuring they have up-todate data to adhere to standards of continuous quality improvement. "They need data to really understand what procedures, devices and implants are leading to the best outcomes", Ide says.

The Ortho app allows surgeons to report all the details of a procedure they've done and for patients to report post-operative information like pain, nausea and medication usage, as well as physical therapy outcomes.

"This means surgeons get this very rich

data analysis, to enable them to say, for example, that a new procedure introduced three months ago is leading to better outcomes, and everybody should adopt that. Or that one type of knee implant versus another is giving better outcomes to a specific population."

The Deep Brain Stimulation application is for patients with Parkinson's, epilepsy or another neurological condition that makes them candidates for the treatment.

This is a complex operation that involves implanting a device similar to a pacemaker in the upper chest, with a wire under the skin that connects to electrodes in the brain. The app is intended to support the patient on their journey to treatment, enabling them to healthcareglobal.com

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HOSPITALS

view appointments on their phone, talk to doctors, and receive medication reminders.

"It can be stressful for both patients and their families - they have a complex condition, and they're being referred to something that could be a life-changing intervention", Ide says. "Referrals come from all over the south-east [of the US]. Patients could arrive at an appointment after driving for hours having forgotten to bring their medicine, and then they get turned around, which is very frustrating for both the staff and the patients."

"It's really a patient journey app. We often use the Amazon tracker analogy because, in other aspects of our lives, we've got used to this transparency of seeing when your order was placed, when it's being fulfilled, packaged, shipped, and out for delivery.

This app is about how we bring that same level of transparency to these patient journeys where they are connected to the health system, and data is being fed into the 50

June 2021

“ We've always felt that remote patient monitoring was a key piece of understanding what's happening with patients, long before 2020” DR LUCIENNE IDE, MD, PHD PHYSICIAN AND SCIENTIST, RIMIDI

HOSPITALS

app to update the status on an electronic health record. Then the actions the patient takes can be seen by the clinicians, so they know they had their medicines before the appointment, for example."

The two applications are the first in a range of products Rimidi is co-developing with Emory. The partnership formed because Ide had previously trained at Emory University, and so, aware of the Rimidi platform, Emory approached them to ask for help building the applications. "Emory [has] the clinical expertise, as well as the endusers, who are the clinicians and patients, but they don't have software development and marketing and sales talent. We really felt like it was this nice marriage, with each of us able to bring our strengths to the partnership."

She explains that what sets Rimidi apart is that they've built a very comprehensive clinical management platform instead of

Dr Lucienne Ide, MD, PhD TITLE: PHYSICIAN AND SCIENTIST COMPANY: RIMIDI INDUSTRY: HEALTHCARE LOCATION:UNITED STATES Dr Lucienne Ide is a physician and scientist from Atlanta, Georgia. After earning a BA in physics, she worked in a number of technical roles, including at the National Security Agency as a signals analyst, researching and analysing signals from foreign intelligence.

Ide later decided to apply her expertise to healthcare, and she enrolled on the MD/PhD Medical Scientist Training Program at Emory University.

After completing this in 2009, she joined the University of Pittsburgh Schools of the Health Sciences (UPMC) as a resident doctor in obstetrics and gynaecology.

In 2012 she founded Rimidi to address the health and cost implications of chronic diseases like diabetes.

She is also the co-founder of the Diabetes Prevention and Design Team, dedicated to reducing the prevalence of diabetes in Atlanta. In 2020 Ide was named one of HIMSS’ Most Influential Women in Health IT.

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Emory Healthcare Emory Healthcare is part of Emory University, a research university in Atlanta founded in 1836, making it the second-oldest private institution of higher education in Georgia.

The healthcare system is made up of 11 hospitals, the Emory Clinic, and 250 other provider sites. The network employs more than 2,800 physicians in 70 different subspecialties..

Emory University Hospital has consistently been ranked the No. 1 hospital in Georgia and Atlanta by U.S. News & World Report's Best Hospitals Guide.

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June 2021

one that's dedicated to a niche area like a diabetes or hypertension app. "I started the company focused on diabetes management, but we realised there are core capabilities needed to meet the clinical and patient needs of workflow integration. We've always felt that remote patient monitoring was a key piece of understanding what's happening with patients and engaging them between visits, long before 2020 happened and it became a hot topic."

"Clinicians don't just need more data, they need the insights and actions around

HOSPITALS

“ In forming this relationship with Emory, we've created a market leader programme” DR LUCIENNE IDE, MD, PHD PHYSICIAN AND SCIENTIST, RIMIDI

that data, and then the analytics", she adds.

"We've taken the approach that there are these core capabilities that underpin most applications and solutions, and the partnership with Emory allows us to very rapidly build solutions and use cases across a very broad spectrum that all rely on those same core capabilities."

Ide's vision is to use a similar approach to work with other healthcare providers.

"In forming this relationship with Emory, we really created what we call a "market leader programme", which is a framework healthcareglobal.com

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HOSPITALS

“ There's so much work to do in healthcare.

I don't want us to reinvent solutions that have been solved elsewhere” DR LUCIENNE IDE, MD, PHD PHYSICIAN AND SCIENTIST, RIMIDI

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HOSPITALS

of how to work with partners like Emory", she says. "One thing I'm really passionate about is that there's so much work to do in healthcare, and what I don't want is for any of us to be reinventing solutions that have been solved elsewhere."

"At Emory, I love the creativity and the dedication to developing better solutions, but somebody else will have that same problem Emory does, and so if we're going to build something for Emory, then let's take it to the rest of the sector to see if it solves their problems too, instead of having Cleveland Clinic or Mayo or someone else invest time and money in the same issue. That was really important to me with this partnership that we'd create this product, but it should be commercialised so the larger market can take advantage of it."

The Ortho and Deep Brain Stimulation apps are already in use at Emory and are commercially available to hospitals and health systems across the US. What sets them apart from other platforms is how fully integrated they are, Ide says. "There are some off-the-shelf apps in the Apple store you can find for tracking your symptoms or pain or medication.

But we've brought it all together in an enterprise app that meets all the security provisions that are integrated into the EHR and into clinicians' full surgical schedule so the doctor can just pull it up on their phone and see their cases for that day."

Equally important is connecting patients to clinicians across the continuum of care. Ide adds: "It's a really nice bi-directional interface, and hopefully, a really beautiful user experience." healthcareglobal.com

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DIGITAL TRANSFORMATION

FROM BOARD TO WARD WRITTEN BY: HARRY MENEAR

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June 2021

PRODUCED BY: JAMES BERRY

GOLD COAST HOSPITAL AND HEALTH SERVICE

healthcareglobal.com

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GOLD COAST HOSPITAL AND HEALTH SERVICE

Sandip Kumar of Gold Coast Hospital and Health Service talks transformation, innovation, change management and the future of digital healthcare

Sandip Kumar, Gold Coast Hospital and Health Service

I

n a time of generational change across the healthcare sector driven by advances in everything from telemedicine to artificial intelligence (AI) and robotics - the COVID-19 pandemic has kicked the sector into overdrive.

For Sandip Kumar, the inaugural Executive Director of Transformation and Digital at Gold Coast Hospital and Health Service, it’s been a time of unprecedented opportunity.

Kumar, who joined Gold Coast Health close to the tipping point of the crisis, reflects that the most important thing now is to preserve the industry’s momentum.

If that can be done, then Kumar and his contemporaries have the chance to make some truly transformative changes to the way technology is leveraged into a better standard of patient care.

“In the midst of the pandemic, we turned the 'should dos' into 'must dos', and now we need to figure out which of those innovations are truly sustainable in a business as usual sense,” he says. “If we maintain that relentless ambition to adopt new and better ways of working at the scale we have done, we're set to do big things in 2021.”

Guiding the Transformation Kumar’s role, he explains, involves spinning a lot of plates. “It's a really exciting role,” he enthuses. “I have four core streams that I healthcareglobal.com

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GOLD COAST HOSPITAL AND HEALTH SERVICE

Sandip Kamur

oversee: the Transformation Advisory division, the Transformation Office, the Digital Services branch, and the Health Funding and Clinical Coding Branch.”

The Transformation Advisory Branch places a small, interdisciplinary team of dedicated advisors alongside both clinical and nonclinical staff to identify and solve the kind of complex problems that can arise in a system as complex as a modern healthcare organisation with around AU$1.7bn of annual OpEx. “It's a very new model, which I designed when I started here and just recently implemented,” says Kumar. “Watching the doctors, nurses, allied health, digital advisors and other consultants all working together to gather up all the different problems that arise across those functions and look at all the different ways of solving them is really interesting.”

The approach, Kumar adds, is allowing Gold Coast to not only identify problems that before might have seemed unsolvable, but to 60

June 2021

approach solving them in new, more innovative and lateral ways. “We're not just solving analog problems with analog solutions, but looking at how technology can help solve problems, as well as whether we can apply different clinical models, or new ways that non-clinical staff can interact with this space,” he explains. “It really works.”

“ We need to make sure we're not bringing technology from 1998 into 2021” SANDIP KUMAR,

EXECUTIVE DIRECTOR OF TRANSFORMATION AND DIGITAL, GOLD COAST HOSPITAL AND HEALTH SERVICE

SANDIP KUMAR TITLE: EXECUTIVE DIRECTOR INDUSTRY: HEALTHCARE

Working in tandem with the Transformation Advisory, the Transformation Office is the power behind the vision the advisory provides. “It’s a team that's focused on figuring out how to deliver change,” says Kumar. “They're executors; trained product managers that know our system, know our methodology, know how to work with our executives, know how to work with our clinical leaders, and know how to execute projects that create meaningful change.” The two functions, working side by side, form an impactful model that Kumar has spent a significant portion of his career developing.

Now, he adds, “it's amazing that I've got the chance to implement it.”

Kumar is a relentless driver of change. The new methodologies he’s implemented are proving to be some of the foundational steps on the road to Gold Coast Health achieving the kind of meaningful transformative goals that have been set for it.

EXECUTIVE BIO

LOCATION: AUSTRALIA Sandip Kumar has served as the Executive Director for Transformation and Digital at Gold Coast Hospital and Health Service since August of 2020. He has previously held consulting and advisory roles at the Queensland Treasury Corporation and QSuper Group. Collectively, he brings 12 years of experience in management consulting, corporate finance, and strategy roles to the job.

He is the first person ever to hold the title at Gold Coast Health, and has broad responsibilities encompassing the digital transformation of the organisation and its operations, as well as the direction of its key partner relationships. Kumar leads several multi-disciplinary teams, delivering high-level strategic guidance for the developing relationship between Gold Coast Health and its digital capabilities.

He holds a Bachelor of Business from Queensland University of Technology, and a Graduate Diploma of Chartered Accounting.

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Telstra Health and Gold Coast Health: delivering virtual care

Embracing the Digital Economy in Health.

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Watch: Telstra Health and Gold Coast Health

Founded in 2013, Telstra Health works to improve lives by delivering digitally-enabled care to its communities by providing software products, solutions and platforms to governments and healthcare providers throughout Australia.

can monitor patients’ blood pressure, pulse oximetry, temperature and weight remotely.

These baseline metrics are then combined with a virtual appointment in which the clinician can follow-up with the patient to discuss and provide results.

Be What’s Next.

Embracing the Digital Economy in Health.

Telstra Health was chosen as a key partner “We’ve found that our service has helped to of Gold Coast Health Services, providing dramatically reduce readmission rates, and their virtual health consultation platform enabled early discharge, which means that as a way to deliver patient care remotely. patients get to be at home sooner,” enthuses “Traditionally, you might go to see a Spencer, who also notes that, “The overarching specialist at a hospital and, after a five monitoring aspect can also help people who minute conversation, be sent home,” Jamie readmission get back into hospital Find outneed what Australia’s digitisation Spencer, Regional General Manager opportunity sooner,means which can a huge difference formake Health.

Business Development at Telstra Health in some cases.” says. “Someone living in rural Queensland Spencer, who works closely with Sandip Kumar, might drive for up to four to six hours for Download today Gold Coast Health’s Executive Director of that five minute appointment. Now, rather Transformation and Digital, emphasises that than people having to make those long the relationship between Telstra Health and journeys to see a specialist, we can provide Gold Coast is far more than that of vendor that consultation to people in their own and client. “We’re looking for a real partner, homes, in a way that leads to a richer not just a customer.” conversation, which results in better feedback and, ultimately, a better standard of care.”

Telstra Health’s virtual care technology adopts a twofold approach. First, using Bluetooth connected devices, clinicians

Find out more

>

“Our digital transformation program agenda has a number of established goals,” he explains. “Number one is to be best-inclass for clinical demand management, both internally and externally. Then, we're also looking at clinical teaming and innovation, value-added corporate non-clinical functions, and becoming a digitally-enabled health service, which is where our D24 roadmap comes into play.”

The Road to D24 Gold Coast Health is splitting its digital roadmap, D24, across six key areas: virtual healthcare, data and analytics, digital liberation, digital assets, change management and digital literacy, and its ecosystem of essential technology partners.

“Virtual healthcare is focused on cultivating our ability to deliver care that isn't contingent on the physical placement of the patient and the clinician,” Kumar says.

“It’s everything that doesn’t require a faceto-face interaction in a clinic; It's telehealth, remote patient monitoring, population healthcare campaigns - all of that.”

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Secondly, Kumar is driving the exploration and adoption of more data analytics capabilities than ever before, in order to help Gold Coast Health not only understand information and make better decisions, but to generate valuable insights into where the organisation is headed.

In order to fully unlock the potential of advanced data analytics, Gold Coast Health is trading heavily on one of its closest and most-valuable partners. “The founders of Healthcare Logic used to work for Gold Coast Health,” remarks Kumar. “They had this concept for a tool that visualised data in a meaningful way that clinicians, rather than just data analysts, could understand and use to make decisions.” Over the course of a partnership so close that Kumar says they might as well be “joined at the hip”, Healthcare Logic has developed its platform into an internationally recognised data visualisation and analytics tool, and Gold

GOLD COAST HOSPITAL AND HEALTH SERVICE

Coast Health has been with them every step of the way. “Healthcare Logic is a tool that helps people really understand their business. It helps clinicians understand who's on their waiting lists, whether there's a supply vs demand deficit, theatre efficiency, and so on,” Kumar says.

“They provide us with real insight into our business, and we provide them with feedback that helps them evolve their product and take it to the next level.”

Kumar is quick to emphasise just how essential the efficiencies that Healthcare Logic’s marquee product, Systemview, are to meeting growing demand for patient care. “Our demand is far outweighed by our supply. Every minute of lost productivity in clinical time is another minute that someone isn't getting cared for, and Systemview helps us ensure we're helping as many people as possible as best we can,” he says.

“ Every minute of lost productivity in clinical time is another minute that someone isn't getting cared for, and Systemview helps us ensure we're helping as many people as possible as best we can” SANDIP KUMAR,

EXECUTIVE DIRECTOR OF TRANSFORMATION AND DIGITAL, GOLD COAST HOSPITAL AND HEALTH SERVICE healthcareglobal.com

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GOLD COAST HOSPITAL AND HEALTH SERVICE

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“ If we maintain our relentless ambition to adopt new and better ways of working at the scale we have done, we're set to do big things in 2021” SANDIP KUMAR,

EXECUTIVE DIRECTOR OF TRANSFORMATION AND DIGITAL, GOLD COAST HOSPITAL AND HEALTH SERVICE

Beyond data analytics, the D24 roadmap is focused on a concept Kumar refers to as Digital Liberation. “It’s a really interesting facet of D24,” he says. “What that means is we're trying to liberate our staff from the need to do mundane tasks, which frees them up to do more high-value work,” something he admits is easier said than done. “If you're a clinician, we obviously want to liberate you from having to spend four days filling out rosters, or hours every day filling out forms, but we also want to liberate our admin staff.”

The fourth area of D24 involves making intelligent choices about Gold Coast’s Digital Assets. “We have ageing buildings and ageing infrastructure, both physical and digital, and we want to make smart decisions about how

Lumina and GCHKP “At the Gold Coast Health, we have all the necessary components to really be something different in the technologydriven healthcare world. On site we have a university hospital, which is public. We have a globally-renowned university literally 100 metres down the road. Go 100 metres down the road in the other direction and you have a nationally renowned private hospital.

And right beside it, we have an emerging opportunity in the form of a health and knowledge precinct. That's a space in which we're looking to create a truly innovative digital healthcare hub.

“It's a mixture of state and privately owned assets, and what we're looking to do in that space is use it as an anchor to bring digital healthcare innovators of all sizes into our proximity for high-tech industry development, research collaboration and jobs of the future.” healthcareglobal.com

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GOLD COAST HOSPITAL AND HEALTH SERVICE

to maintain and sustain them in the long term,” he laughs. “We need to make sure we're not bringing technology from 1998 into 2021.”

The fifth stream is, Kumar admits, one of the most essential. Any technological shift, he explains, needs to be met with the right change management strategy. As a result, Kumar is placing a great deal of his focus on ensuring that he cultivates the necessary degree of digital literacy that will allow Gold Coast Health’s staff to embrace digital transformation. “One of the biggest challenges that all CIOs will have to face is not which innovations to adopt, but how to make sure that their staff are ready and able to digest them,” he says. “There's no point serving lamb to a vegetarian.”

Lastly, Kumar stresses how important it is for any digital transformation team to realise that they can’t do everything alone. “We need strong technology partners to help us deliver our digital strategy, think more broadly, and adopt new tools, techniques and resources.”

Maintaining the Momentum Kumar has a long, ambitious road ahead of him, but he isn’t daunted. If anything, he wants to pick up the pace. “My keystone objective for this year is that we maintain the level of ambition to innovate that we showed in the midst of the COVID-19 crisis,” he explains. “The willingness and the drive to change is the part that matters most. From board to ward, here at Gold Coast Health, we're completely committed to innovation and digital health. We really look forward to not only driving it ourselves, but partnering at the hip with the organisations who are willing to go on this mission with us.”

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DIGITAL HEALTH

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DIGITAL HEALTH

HOW IOT IS

TRANSFORMING

HEALTHCARE Erik Brenneis, IoT Director at Vodafone Business, tells us about IoT's potential to transform healthcare WRITTEN BY: LEILA HAWKINS

T

here are 120 million ‘Internet of Things’ (IoT) connections deployed worldwide, 20 million of which are in healthcare.

In its early days, IoT's usage in healthcare was focused on the maintenance and control of large medical machines, enabling suppliers to monitor the machines remotely and ensure they kept running.

In time people realised the additional value this type of connectivity could bring to healthcare. What if it could allow doctors to monitor patients from within their homes?

There are a number of conditions for which this is particularly suitable. One is sleep apnoea, a potentially dangerous disorder where breathing stops and starts while someone is sleeping. A remote device can monitor their sleep and alert a medical professional if they stop breathing.

Heart disease is another area. "We started a big project with Medtronic on pacemakers a few years ago", Brenneis explains.

"Pacemakers inside the body do not have

cellular connectivity. They connect through short-range wireless connectivity. They send their data to a bedside device which has Vodafone connectivity built-in, and that sends the data to the doctor or the hospital."

The purpose of this is twofold. "With pacemakers, you always need to know the battery's status, so it transmits this information as well as critical information about the patient's heart behaviour. If there's a problem, someone can be called to exchange the battery, or a doctor can be alerted if the patient is at risk."

IoT has also been transformative for people with diabetes. "We're seeing more generic remote monitoring applications for doctors that don't only offer video conferencing, but provide the patient with a system at home where relatively simple things like weight, temperature or blood pressure are connected to a device that is taking all these measurements automatically, and sending them to a doctor."

Remote monitoring is especially useful for the elderly as it removes the need to type all this data by hand and reduces trips to the doctor. "This is a solution we built in Greece for people living on the Greek islands. There are a lot of older people living there, but there are not many doctors. It's really helping improve lives there", Brenneis says. healthcareglobal.com

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DIGITAL HEALTH

“ We built a solution for the Greek islands where there are a lot of older people that's really helping improve lives” ERIK BRENNEIS

IOT DIRECTOR AT VODAFONE, VODAFONE

The Impact of COVID-19 When the pandemic started, Vodafone developed a wide array of IoT solutions to meet the new challenges of COVID-19.

These included thermal cameras, which factory operators and tourist companies purchased to measure the temperature of people before entering their sites.

Vodafone also developed tools to manage social distancing, including a wristband designed for employees of amusement parks. "We rolled this out at Gardaland

Resort in Italy. The wristbands measure when somebody comes closer than two metres and then sends a notification [and] logs that as an incident. So at the end of the day, the employer, which is the amusement park, can prove to authorities that they didn't have any incidents, that employees were safe, and they always kept their distance."

They applied similar principles to office management, placing sensors in a room to measure the distance between people.

This allows employers to see how busy a particular floor is and keep to the maximum permitted capacity. healthcareglobal.com

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DIGITAL HEALTH

“ We help customers by providing the telecommunications and the engineer to help develop their solution together” ERIK BRENNEIS

IOT DIRECTOR AT VODAFONE, VODAFONE

Vaccinations Perhaps the area where IoT is having the most significant impact right now is in the global vaccine distribution effort. Brenneis says there are three key needs that IoT can solve: • Tracking the vaccines.

• Monitoring the conditions in which they are stored throughout their journey.

• Ensuring a visible supply chain to monitor demand.

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In order to be effective, the PfizerBioNTech vaccine needs to be kept at -70C. That’s not an easy feat given that it needs to travel both on land and by air from centres in the United States, Germany and Belgium, with possible storage time in distribution centres before being delivered to a vaccination site. Controlant, a specialist cold chain distribution company based in Iceland, works with Pfizer to manage the temperature of the supply chain, using Vodafone sims inside all their devices. All GPS data is transmitted via these sims, including temperature and humidity.

DIGITAL HEALTH

Erik Brenneis TITLE: IOT DIRECTOR AT VODAFONE COMPANY: VODAFONE INDUSTRY: IOT LOCATION: UNITED KINGDOM

Monitoring the whereabouts of the doses, along with ancillary items such as syringes, is also crucial. Brenneis explains that in lowerincome countries, sometimes vaccines are delivered without sufficient equipment to safely use them. Vodafone has built a system to tackle this in South Africa and neighbouring countries called mVacciNation.

The system "acquires data regarding the stock levels in various locations like hospitals or doctor's practices. Doctors or logistics workers can go into the storage rooms and use their phones to scan barcodes, and the phones then transmit this data to the mVacciNation platform, so it knows how many syringes are on display, how many vaccines there are, and how much other equipment there is."

Brenneis spent the first part of his career working for large engineering companies in his native Germany. He began working in the IoT space in its very early days when it was called M2M ("machine to machine").

After a move to the US, he became Head of Sales for Siemens Business, the division responsible for selling M2M communication devices.

Several years later, when Vodafone was looking for someone to develop their IoT business, they found Brenneis, and he joined the British multinational as Director of IoT in 2009. "We built the business from scratch", he says. "We created a software platform and went out to win as many customers as possible. Since Vodafone is by far the most international telecommunications operator globally, we were able to win customers around the world and become a market leader over the course of three or four years.

"Since then, we've expanded that position and have become focused on specific market segments such as automotive, energy and healthcare. We've grown from a team of six people to roughly 1400 today. It's been a really fun ride."

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How Vodafone is Ensuring its IoT Connections are Secure Although having many devices connected to the internet may pose a security challenge, Brenneis explains that this isn't a major issue for Vodafone customers.

He uses the example of a monitoring device by the bedside. "You have three components: the physical device itself, the communication network, and the application running on a computer in a data centre.

"The computer and the data centre will have standard IT security mechanisms, regardless of whether it is connected to IoT or not. Our IoT SIM cards do not have phone numbers, so they are set up to only be connected to a specific data centre, and they have authentication mechanisms built-in.

Only the person who knows the key to that SIM card can access it. Any other request will immediately be rejected.

"Secondly, for each IoT connection, we built a private VPN tunnel so nobody can intercept the data. We proactively monitor all these tunnels with real people in our secure operation centres, so whenever we see something strange like data packets lost, we have diagnosis mechanisms, and we check and counteract. It's a closed system with built-in encryption and authentication mechanisms between the SIM card on the device and the system. We haven't had any successful hacks on our 120 million connections."

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"People can also register to be vaccinated via the platform and are directed automatically by the system to their vaccination site. They also get an electronic passport from the platform, which ensures they have records showing they've been adequately vaccinated. If they need a second vaccine, it reminds them and directs them to the next site, which could be different to the first location if that's where the vaccines are now available.", Brenneis adds.

Brenneis says Vodafone is proudly playing its part in ensuring an equitable distribution of vaccines worldwide. "In Africa, we see

DIGITAL HEALTH

“ With a 5G system, there's no possibility of the connection dropping. That's really exciting” ERIK BRENNEIS

IOT DIRECTOR AT VODAFONE, VODAFONE

ourselves as a very important part of society, with responsibility that goes beyond providing telecommunications services. We try to improve things with our technology first because that's where we have the biggest lever, but where that's not enough, we help through the Vodafone foundation."

To date, Vodafone has donated €4.2 million to support the vaccine rollout, including making sure syringes are available at critical sites. "We've especially focused on hard-to-reach communities across Africa because these also tend to be the poorest", Brenneis says. healthcareglobal.com

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DIGITAL HEALTH

“In Africa, we see ourselves as a very important part of society, with responsibility that goes beyond telecommunications services” ERIK BRENNEIS

IOT DIRECTOR AT VODAFONE, VODAFONE

The future for IoT in healthcare Brenneis believes many of these IoT solutions will become mainstream in the near future as barriers to adoption are overcome. Historically one of the main challenges has been cost. However, one of the long-term benefits is making cost savings. IoT removes the need to send maintenance engineers out to repair devices and reduces unnecessary trips to the doctor.

Another barrier has been the complexity of implementing IoT. "Medical equipment companies are not communication experts", Brenneis explains. "From a hardware point of view, they didn't know what kind of device to put into a medical machine for it to communicate. So we found a way to help our customers by saying that if they used Vodafone connectivity in their medical devices, we would provide the telecommunications and the engineer to help them develop their solution together."

Embedding communications and healthcare will be a part of how healthcare providers digitise in the future. Brenneis explains that in Germany, they are already building 5G networks directly within hospitals.

"These 5G networks are different from a wifi network which is usually the standard in a hospital nowadays, but also different from a 4G network in that there is immediate response time when you send a message from one place to another, within one millisecond.

In comparison, the response time of a 4G network is 30 milliseconds, which is more than human reaction time.

"This is enabling very innovative remote surgery applications, where an expert surgeon can be somewhere with a virtual reality headset on and can be in the emergency room with others, telling them exactly what to do.

They are all connected through an ultra-safe 5G system where there's no possibility of the connection dropping because you can reserve a certain bandwidth for exactly this kind of application. That's really exciting." healthcareglobal.com

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WRITTEN BY: WILL GIRLING PRODUCED BY: GLEN WHITE

Using Tech to Deliver a World-class Pension Plan 80

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HOOPP

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Raif Murray, VP, Corporate Solutions Group, and Jennifer Williams, Senior Director of Information Security, provide an account of HOOPP’s cloud migration

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very business strives to be among the best in its sector, but only a privileged few manage to attain that goal. The Healthcare of Ontario Pension Plan (HOOPP) is certainly one of them.

Established in 1960, the organisation is one of Canada’s largest and most esteemed pension funds, delivering on the pension promise for more than 400,000 healthcare professionals at over 600 employers within the province of Ontario. Across those decades until the present day, the same spirit of innovation has permeated HOOPP’s approach; it is committed to the journey of continual improvement and strives to remain at the cutting edge of technologies that can make it happen. More than this, HOOPP’s five core values – accountability, collaboration, compassion, professionalism, and trustworthiness – emphasise a strong central message that it is a business ultimately driven by its members and their financial wellbeing.

Reflecting at a time when the pandemic is reinforcing the value of healthcare workers on a daily basis, Jennifer Williams, Senior Director of Information Security, states that it was actually HOOPP’s enduring dedication to supporting them that drew her to join the company in 2018. “I really believe in the importance of our healthcare workers receiving one of the best pensions in Canada.

I jumped at the chance to help deliver a security program that aligned with a very innovative digital transformation strategy.”

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HOOPP

HOOPP

“ I fell in love with the organisation's mission. Companies in the private sector are very financially motivated, but at HOOPP it's all about the members, all the time” RAIF MURRAY

VP CORPORATE SOLUTIONS GROUP, HOOPP

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Raif Murray, VP Corporate Solutions Group, agrees with this sentiment; first and foremost, it is a pension delivery organisation and HOOPP’s activities are singularly focused on one goal: delivering on the pension promise, which is to provide a secure financial future for life. “I fell in love with the organisation's mission. Companies in the private sector are very financially motivated, but at HOOPP it's all about the members, all the time.”

Coordinated between Williams’ and Murray’s departments, HOOPP has been engaged in a significant transformation of its enterprise digital technologies. This has been a journey consisting of four primary aspects: implementing Agile methodologies, shifting to a flat structure, migrating to the cloud, and incorporating a “work from anywhere” program. Never one for shying away from experimentation or prototyping, the company acknowledges that technology is becoming increasingly

HOOPP

RAIF MURRAY

1960

TITLE: VP CORPORATE SOLUTIONS GROUP

Year founded

COMPANY: HOOPP

Finance/ Investments

Raif Murray is the VP of Corporate Solutions at the Healthcare of Ontario Pension Plan, where he leads the organisation’s Digital Transformation and Operational Teams within the IT & Facilities Services Division (IT&FS). Raif has 25 years’ experience in IT and has led many teams across multiple industries. Prior to joining HOOPP, he was Principal Consultant with ObjectSharp and, prior to that, was VP of Delivery at Navantis. Raif is a veteran of transformational programs and has a reputation for improving efficiency and quality within organisations. His work at HOOPP has included moving the IT&FS division to an Agile and clientcentric model.

Industry

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vital at HOOPP to support the delivery of a world-class pension plan. “If you are not in the technology business in the 21st century, what business are you in?” asks Murray.

“Technology plays a very critical role, particularly in keeping our investment teams competitive in an increasingly challenging market.” One of the most important changes that has taken place is HOOPP’s cloud migration program. However, unlike others who in the last 12 months have done so as a result of COVID-19, Murray says that the organisation had already planted the seed for cloud in 2016, planned its execution over the next few years, and then implemented it in 2019. Subsequently, by the time the pandemic struck Canada, HOOPP had already moved “out of the data center business.” In total, over 1,000 virtual machines comprising over 250 apps, 350 terabytes of data, and 19 racks of data centre computing, storage, and appliances were migrated.

Other IT investments included Microsoft Teams and the Office 365 stack (rolled out across 2018 and 2019), which were developed with the intention of creating a “work from anywhere” program — a very

EXECUTIVE BIO

Number of Employees

Do More in the Cloud with Check Point CloudGuard and Microsoft Azure Check Point CloudGuard offers a full suite of security solutions targeted to critical cloud security use cases, such as protecting against advanced threats, achieving continuous compliance, and securing workloads— delivering unified security for Microsoft Azure.

LEARN MORE

Check Point: Securing the future of enterprise IT Erez Yarkoni, Global VP, explains how a three-way partnership between Check Point, HOOPP, and Microsoft is yielding optimum cloud security.

Cybersecurity solutions provider Check Point was founded in 1993 with a mission to secure ‘everything,’ and that includes the cloud. Conscious that nothing remains static in the digital world, the company prides itself on an ability to integrate new technology with its solutions.

for this very reason when it was in the process of selecting Microsoft Azure as its cloud provider.

“Let’s be clear: Azure is a secure cloud, but when you operate in a cloud you need several layers of security and governance to prevent mistakes from becoming risks,” Yarkoni clarifies.

“The pandemic has been somewhat of an accelerator in the evolution of cyber risk,” explains Erez Yarkoni, Global VP for Cloud Business. “We had remote workers and cloud adoption a long time beforehand, but now the volume and surface area is far greater.”

The partnership is a distinctly three-way split, with each bringing its own core expertise and competencies. That kind of focus is proving to be invaluable in the digital era, when the challenges and threats of tomorrow remain unpredictable. In this climate, only the best protected will survive and Check Point is standing by, ready to help.

In many ways, Check Point’s solutions’ capabilities have actually converged to meet the exact working requirements of contemporary enterprise IT. As more companies embark on their own digital transformation journeys in the wake of COVID-19, the inevitability of unforeseen threats increases, which also makes forming security-based partnerships essential. Healthcare of Ontario Pension Plan (HOOPP) sought out Check Point

“HOOPP is an amazing organisation,” concludes Yarkoni. “For us to be successful with a customer and be selected as a partner is actually a badge of honor. It says, ‘We passed a very intense and in-depth inspection by very smart people,’ and for me that’s the best thing about working with organisations like HOOPP.”

“The pandemic has been somewhat of an accelerator in the evolution of cyber risk” — Erez Yarkoni, Global VP for Cloud Business

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HOOPP

prescient move given the subsequent operational restrictions imposed by the pandemic. This is not to say, however, that lockdown conditions were without challenges. “We had to switch from having an on-premises culture to remote practically overnight,” Murray adds. “But once everybody was set up it’s been business as usual for the most part.” In fact, the efficacy of the cloud migration was such that, when the plug was pulled at midday, nobody noticed the data centre was gone. Achieving a more agile operating model was HOOPP’s prize, and Williams is quick to highlight the security benefits it has brought, too.

Providing advice and recommendations for action in a timely way, the security team works to expedite the delivery of technology.

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“The cloud migration that happened in 2019 set us up for success in 2020. Our security program can now pivot much quicker and has been well-equipped for the transition to remote working.”

In total, the cloud migration took the combined efforts of up to 10 teams, a significant logistical challenge but one that HOOPP was able to carry off through teamwork and strong executive leadership.

Once cloud was in place, Williams says that the security team began examining the best way to transition from ‘on-prem’ infrastructure to a multi-cloud environment.

Her team’s goal was to make sense of the new operating paradigm and search for innovation opportunities. “You don't typically hear about security programs

HOOPP

“ You don't typically hear about security programs being innovative (because that implies a level of risk-taking), but in order to make a successful digital transformation you have to be comfortable trying new technologies”

JENNIFER WILLIAMS TITLE: SENIOR DIRECTOR OF INFORMATION SECURITY COMPANY: HOOPP Jennifer Williams is the Senior Director of Information Security at the Healthcare of Ontario Pension Plan. Jennifer brings close to 20 years of experience in information security for private and public sectors. She has held various roles, leveraging her knowledge in privacy, risk management, compliance and information security. Previous to HOOPP, Jennifer led the Information Security Program for a large healthcare system. Jennifer is a leader in the equity, diversity and inclusion space and an advocate for women entering and growing within the field of cyber security. Jennifer’s passion is to help organisations and people understand how best to protect their information and systems.

JENNIFER WILLIAMS

being innovative (because that implies a level of risk-taking), but in order to make a successful digital transformation you have to be comfortable trying new technologies, weighing the options with your team, and building a strong program with the right skill set.” The primary challenge, she notes, was how to monitor that security compliance standards were being met while operating remotely. Partnering with cybersecurity solutions provider Check Point helped resolve this by adding layers of governance to HOOPP’s Azure and AWS cloud environments. The partnership also created automation opportunities, which Williams notes could be used for detecting instances of non-compliance quickly and accurately.

HOOPP would then be able to note any

EXECUTIVE BIO

SENIOR DIRECTOR OF INFORMATION SECURITY, HOOPP

HOOPP

HOOPP: A GTA TOP EMPLOYER HOOPP has been honoured as one of the Greater Toronto Area’s (GTA) top employers of 2021, which recognises it as providing a good social/work atmosphere and strong health/financial/ family benefits.

“HOOPP is absolutely a top employer in my mind. I love working here, the atmosphere, and how we collaborate as a team. We really give our teams the autonomy they need to be successful; they take things on and run with them,” comments Williams.

“Compassion is one of our key values and culture has always been the strength of HOOPP,” adds Murray. “We have a culture where it's safe to fail — obviously with safeguards, but with technology moving as fast as it is, you need to take some chances. I work with a great team of people across the organisation and we wouldn't have accomplished our goals without them. I’m very proud.”

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misconfigurations and effect fast changes to reduce risk.

HOOPP’s strategy is truly ‘cloud first’, and Murray notes that many developments are happening within operations and security simultaneously. “At the end of the day, our members’ top priority is for HOOPP to pay their pensions, and they trust us to do that. A close second is trusting our ability to protect their data.” The organisation’s transformation has helped move all our content onto online platforms to make it easier for our employees to access our technology securely without the requirement for VPN.” All of this development also has a much

HOOPP

broader goal in mind: enhanced ease for end-users, leading to greater productivity among employees and therefore a better experience for members.

This isn’t the only way HOOPP is seeking to improve the member experience - it has also invested in a new, more modern, fully integrated portal. “[Members’] feedback has been that, with the service we're providing through that technology, we have enhanced both our rating and the perception of our services,” says Murray. However, he adds, the need to balance technology with efficiency and members’ requirements is always present.

“We’re not a massive IT shop, so the real challenge for organisations like HOOPP is finding the perfect balance between adding and maintaining so many different technologies. We're always searching for refinement and rationalisation.”

HOOPP has a tangible sense of purpose and direction, qualities that subsequently guide the organisation when choosing IT partners and vendors. While looking for the most long-lasting relationships possible, Williams pointedly asks, “Do they share our values, does their roadmap align with ours, do they have long-term vision and are they able to keep pace with us?”

HOOPP

Jennifer Williams and Raif Murray from HOOPP talks about digital transformation and cloud migration

To ensure commitment to this shared purpose and direction, both the IT and security departments have developed concurrent three-year plans based on four pillars: 1. Intelligent innovation: in partnership with others in the organisation, applying HOOPP IT’s acumen, thought leadership and expertise to address their challenges and help them transform their businesses. HOOPP investigates which areas to invest in by first reflecting on the potential business benefits it will bring, as opposed to merely selecting tech that is ‘fashionable’.

2. Drive data insights: enable timely and effective decision-making across the organisation to drive new data and insights, develop capabilities that make them efficient and easy to use and unlock new opportunities through improved decision making.

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3. Resilience and security: facilitating the evolution of security by enabling automation that can improve response.

The ultimate goal being to maintain a resilient foundation for strengthening IT risk management and ensuring the technology infrastructure is robust, stable and capable of withstanding constant change.

4. Invest in talent: perhaps the most important of all. Murray: “we simply don't believe we can achieve the other three without [people/talent]” - HOOPP is striving to help its people acclimatise to the post-COVID new normal and all that it entails. As staff are the “first line of defense”, their significance cannot be overstated. HOOPP is fostering collaborative teams to bridge subjectmatter expertise, networks and technology solutions, and the business outcomes required for the organisation’s growth and innovation.

HOOPP

“If you are not in the technology business in the 21st century, what business are you in?”

RAIF MURRAY

VP CORPORATE SOLUTIONS GROUP, HOOPP

HOOPP

“ All of the things we've accomplished in the last two years have been the result of our very supportive and skilled teams” JENNIFER WILLIAMS

SENIOR DIRECTOR OF INFORMATION SECURITY, HOOPP

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HOOPP

The latter point reinforces what makes HOOPP special: success doesn’t belong to one person or department, but rather the organisation as a whole. “HOOPP is driven by our mission to deliver pensions to our members,” Murray declares. “We strive to be a world-class pension plan and want to make sure that everything we need to remain in that position is in place. In this way, we'll constantly reassess ourselves and strive for more.”

And so the journey goes on; as the organisation continues to innovate in its characteristic way, it will use the experiences of its members and staff to produce a better solution for everyone. HOOPP’s skilled teams exhibit dedication, optimism, collaboration and perseverance at all times; they refuse to give in when confronted with a challenge and instead tackle it head on. “All of the things we've accomplished in the last two years have been the result of our very supportive and skilled teams,” Williams concludes. “Without those great people working together, I'm not sure how successful we could have been.”

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TECHNOLOGY

PARTNERS FOR GOOD:

HOW TECH AND THE NHS WORK TOGETHER What makes a successful partnership between the tech industry and a public health system? We speak to MedTech consultants Health Enterprise East to find out.

T

WRITTEN BY: LEILA HAWKINS

he COVID-19 pandemic revealed how the United Kingdom’s National Health Service (NHS), one of the largest public health systems globally, could benefit from the influence of an increasingly disruptive tech sector. For many, this has been a long time coming, as projects to bring technology into the NHS have been and gone over the last 20 years.

Joop Tanis is the Director of MedTech Consulting at Health Enterprise East (HEE), a company providing a bridge between the NHS and the industry. Tanis suggests the need for the NHS to collaborate with the tech sector has always existed. "A lot of research happens within the NHS, but many technological solutions are developed by industry. Arguably, technology has always played a part in the development of healthcare. But in the past 20 or so years, there has been a greater recognition that this partnership is mutually beneficial."

Solutions developed during the pandemic made this increasingly apparent. "Some of 96

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the testing and vaccination technologies have required industry to step up and really work very fast to develop these new ideas", Tanis says. "But for me, it's almost more interesting how we, as a healthcare delivery system, recognised that you [could] actually make quite rapid changes if you need to, that dramatically change the way we deliver care."

HEE delivers programmes such as the Clinical Innovators Network and the MedTech NAVIGATOR Innovation Grants.

These help to identify unmet clinical or organisational needs in healthcare and provide a platform for SMEs to respond to those needs by developing innovative new products and services. The Innovation Grants are designed to help SMEs gain access to medical or other necessary expertise during the product development phase.

"Having access to clinicians, researchers and other key stakeholders in the public sector is an essential part of successfully developing and commercialising new

TECHNOLOGY

healthcareglobal.com

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TECHNOLOGY

Joop Tanis TITLE: DIRECTOR OF MEDTECH CONSULTING COMPANY: HEE INDUSTRY: HEALTHCARE EDUCATION

“ WE SHOULD USE THE TIME WE HAVE RIGHT NOW TO TRANSFORM THE WAY WE DELIVER HEALTHCARE PERMANENTLY” JOOP TANIS

DIRECTOR OF MEDTECH CONSULTING, HEE

products and services for the health and care market", explains Dr Anne Blackwood, CEO of HEE. Blackwood says that the NHS has a much more open relationship with technology providers now compared to when HEE was founded in 2004. "This has accelerated during the pandemic, where the NHS and industry came together to solve problems, whether it was accessing teleconference technology for remote consultations or responding to the shortage of ventilator

LOCATION: UNITED KINGDOM Tanis is responsible for leading the business development activities of HEE, helping to drive new sales for the organisation.

Originally from Holland, where he trained as a physiotherapist, he moved to the UK in 1984 and began working in the NHS. He was the Manager of Physiotherapy Services at Cambridge University Hospitals for 13 years before joining NHS Innovations East as their Head of Innovation. This led to a position at The Young Foundation, where he led social venture incubator Launchpad.

In 2017 he joined HEE, where among other things, he helped lead the Small Business Research Initiative (SBRI) from a regional to a nationwide programme.

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Dr Anne Blackwood TITLE: CHIEF EXECUTIVE OFFICER COMPANY: HEE INDUSTRY: HEALTHCARE EDUCATION LOCATION: UNITED KINGDOM As the CEO of HEE, Blackwood is responsible for the management and performance of the company, including setting its strategic vision.

Her early career was research-based, focusing on chemistry. She worked on research projects covering biocatalysis, using enzymes to speed up chemical reactions, and studying the relationship between dietary fibre and nutrition.

In 2001 she left the lab for a more business-oriented role that still revolved around science at Cambridge Enterprise, commercialising world-class research out of the University of Cambridge. She joined HEE in 2005 to work with clinicians in the NHS and industry rather than academics.

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technology. The rapid adaptability of the NHS to the coronavirus pandemic shows what can be achieved in a time of national crisis."

"The interesting challenge now, as we emerge from this latest wave, is how do we make the changes ‘stick’ in terms of adoption of new technologies once the crisis is over?" she adds.

There are currently an estimated 5 million patients waiting for treatment that has been delayed due to COVID-19. Is there an opportunity for the tech sector to tackle these issues? Joop thinks there is. And that a lot of these solutions are already available. "A lot of funding goes towards research and development of new ideas and products, but on the adoption side, we've not had that seen the same effort towards implementation."

TECHNOLOGY

“ INDUSTRY CAN HELP THE NHS RECOVER” DR ANNE BLACKWOOD

CHIEF EXECUTIVE OFFICER, HEE

"Innovations and technologies that can support greater efficiencies in care, reduce the backlog on waiting lists, continue to support and monitor patients at home, and free up clinical time are all needed, and industry can help the NHS recover here", Blackwood says.

Examples include the grant recently awarded to Tekihealth Solutions Ltd to help fund the development of a telemedicine device to combat the effects of COVID-19 among care home residents. A hand-held device, which connects to a lightweight wireless router, has been designed to help care home residents who may have been struggling to access their doctor’s appointments due to poor IT infrastructure. Another grant has been given to a rehabilitation device called SoftPower, aimed at the elderly and partially able individuals whose ability to exercise has been affected by the pandemic.

Start-ups such as these are "engines of creativity and innovation", Blackwood says.

"Like much of the public sector, I think the NHS has previously overlooked startups. Concern over lack of evidence when it comes to new technologies, and lack of a track record of delivering created a more risk-averse culture."

"I am hopeful that procurement channels will remain open to start-ups after this phase and that hospital trusts will recognise that within the communities that they sit, there is a wealth of creativity and innovation that they can tap into right on their doorstep."

What makes a successful collaboration?

Tanis says that for the NHS and tech sector to work effectively together, they need to understand each other's worlds. "HEE works for that reason", he explains. "We offer insight into the other side's world.

For the NHS, that means we understand intellectual property, how to identify whether something is unique, whether it's practical in terms of development and production, and whether it would be value for money. From a clinical innovators' point of view, we can shine a light on what commercialisation, product development, and a successful rollout would look like."

It's also important that creators understand that in isolation, their healthcareglobal.com

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TECHNOLOGY

“AS WELL AS GENUINELY SOLVING A PROBLEM, [THE] TECH MUST BE SOMETHING THAT CAN BE ADOPTED INTO CLINICAL PRACTICE” JOOP TANIS

DIRECTOR OF MEDTECH CONSULTING, HEE

product has no impact. "When I talk to technology innovators, they are quite rightly very enthusiastic about what their product or new technology can do, that's what they're passionate about, and I completely understand that. But often, the person using the product is not that interested in the technology. All they're interested in is whether it helps them deliver better care, more efficiently."

"As well as genuinely solving a problem, [the] tech must be something that can be adopted into clinical practice", Tanis adds.

This is where health economics comes in, which has proven to be crucial to ensuring the maximum benefits are gained from a new product. "If you're developing a product that would make a real difference but is simply unaffordable, you need to adjust the specification or the production so that when you get to the point of sale, it will actually have commercial viability", Tanis explains.

Another key area is how the technology will be rolled out. "You need to understand the environment in which it needs to be adopted", Tanis says. "We do a number of product evaluations where we look at a product being adopted by an organisation and what the learning points are, how it changes clinical practice and also how it changes operational practice."

In 2019 the NHS Long Term Plan was published, setting out the priorities for the health services over the following ten years — a crucial part of which is the digitisation of services. "Supporting integration of health and care services is critical", Blackwood says. "We saw the benefits of trusts collaborating across larger geographies during COVID-19, but vertical integration is desperately needed too, and digital technologies can be the enabler here. Also, AI technologies to stratify and case find in the community will enable the prevention and early diagnosis of diseases, saving lives as well as NHS time and resources." Tanis says that there has never been a better time for healthcare innovation. "History tells us that we very quickly go back to our old ways, simply because the need to do something differently has gone away."

"We were definitely running out of runway to match what was expected of us to what we could afford and what we could deliver within the capacity of the current workforce and infrastructure. This last year has really focused us on that and moved us along in terms of the willingness to make changes. We should use the time we have right now to transform the way we deliver healthcare permanently." healthcareglobal.com

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REGGIO EMILIA LOCAL HEALTH AUTHORITY

DATA-DRIVEN MANAGEMENT TO CURB COVID-19 WRITTEN BY: JANET BRICE

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PRODUCED BY: JAMES BERRY

REGGIO EMILIA LOCAL HEALTH AUTHORITY

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How Reggio Emilia Local Health Authority used the power of data driven healthcare organisation management to fight the pandemic in Italy

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ouston, we have a problem,” is the memorable famous quote from the Apollo 13 space flight which resonated with Marco Foracchia CIO of Reggio Emilia Local Health Authority when the COVID-19 pandemic hit Italy.

The former biomedical engineer is a man who likes a plan, but 13 years after joining the public healthcare authority he had to become flexible to the challenges posed by the pandemic which ripped through the Emilia-Romagna region. But like the astronauts, who triumphed over adversity, Foracchia led his ICT team with a vision and the help of a data-driven approach.

Foracchia compared the IT challenge faced by Reggio Emilia Local Health Authority, to the ‘square peg in a round hole’ scene from the Apollo 13 movie. Like the astronauts, his team focused on the problem in hand to reach their life or death goal. Foracchia stretched the intended use of most software systems to adapt to the pandemic scenario in order to properly manage the new types of data, gather and distribute all the information necessary for the top management to fight COVID19. A winning choice was the adoption of population analytics to monitor the spread of COVID-19 among the one million population and treat people at home via telemedicine.

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Marco Foracchia, Chief Information Officer

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Title of the video

“Our ICT team focused on solving the issue at any cost, even though the tools we have are not really built for this kind of unexpected event - just like the astronauts on Apollo 13 who had to adapt what they had to survive and safely return to Earth,” said Foracchia.

“We had to be flexible, we had to be creative - which can be hard for us engineers who like a plan - and look for the best possible solution. I believe this is an attitude that is now embedded in our ICT team and will help with any future emergencies. I'm very proud of how my team reacted to the pandemic,” said Foracchia who pointed out the vaccine roll out was now easing the pressures.

The health authority is now focusing more than ever on using telemedicine and virtual consultations to treat people at home, which is vital in a region which stretches from the Apennine Mountains to the Po Valley and is largely made up of an elderly population.

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Reggio Emilia Local Health Authority IRCCS, was born from the merger between the current Ausl and the Arcispedale Santa Maria Nuova hospital in the year 2017. The reorganisation now provides a single hospital unit, called the Santa Maria Nuova Provincial Hospital, divided into six establishments which includes an oncology research institute and hundreds of public health services: • Archispedale S. Maria Nuova of Reggio Emilia • S. Anna Hospital of Castelnovo ne 'Monti • San Sebastiano Hospital in Correggio • Guastalla Civil Hospital • Ercole Franchini Hospital in Montecchio • Cesare Magati Hospital in Scandiano

REGGIO EMILIA LOCAL HEALTH AUTHORITY

“ Population analytics really showed its power during the pandemic.

It was impressive to have the capability of analysing data as soon as it was produced and watching the time and geographic distribution of new cases”

MARCO FORACCHIA TITLE: CHIEF INFORMATION OFFICER INDUSTRY: HEALTHCARE LOCATION: ITALY Marco Foracchia is the Chief Information Officer at the Local Health Authority of Reggio Emilia (network of six public hospitals, with approximately 1,600 beds and public health services).

Foracchia has been visiting scholar at the Resource Facility for Population Kinetics at the University of Washington (Seattle, USA) within the R01 GM-60021 NIH funded project. He has worked in R&D for private companies.

He earned a Master’s Degree in Electrical and Biomedical Engineering from Università degli Studi di Padova (Padua, Italy) and a PhD in Biomedical Engineering and Medical Image Analysis from the Politecnico di Milano (Milan, Italy).

MARCO FORACCHIA

Data-driven analytics and management After many years working around the world as a biomedical engineer, Foracchia is relishing the fact he has returned home to focus on a healthcare system which is driven by data analytics. “Suddenly my job to take care of my grandparents and my community is now the focus of my everyday job, which is great,” he said.

“As I have an international perspective I am able to bring new ideas and connections from the outside to a local level, so I always try to keep my eyes open. I'm really interested in technologies that analyse data and population analytics which really showed its power during the pandemic. It was impressive to have the capability of analysing data as soon as it was produced and watching the time and geographic distribution of new cases.”

The health authority has always been data driven but this was accelerated during the pandemic due to the speed at which it

EXECUTIVE BIO

CHIEF INFORMATION OFFICER, REGGIO EMILIA LOCAL HEALTH AUTHORITY

REGGIO EMILIA LOCAL HEALTH AUTHORITY

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used technology for getting in touch with patients and sent more than a million SMS messages during the pandemic.

“This proved to be extremely effective in terms of keeping in touch, especially as we had a very simple link that anybody on a smartphone could open up and then interact with us on the website or through an app.

“It is all about making existing technology configurable and flexible and if this technology is used properly and widely it gives me hope for the evolution of e-health.” spread. “They had to rely on the numbers that I gave them to make decisions on the management of hospital beds. It was now like landing a plane in fog: you have to rely and trust your data,” said Foracchia.

“This change brought up the importance of technologies. Suddenly the Electronic Medical Record (EMR) for counting and tracking the evolution of COVID-19 infections became the most useful tool and the health authority was demanding more from their ICT managers.”

“This was not about trend technology like Artificial Intelligence, it was about using simple technology to analyse big numbers and using it seriously. We also

“ We also used technology for getting in touch with patients and sent more than a million SMS messages during the pandemic” MARCO FORACCHIA

CHIEF INFORMATION OFFICER, REGGIO EMILIA LOCAL HEALTH AUTHORITY

Roots of telemedicine Telemedicine started within the health authority 15 years ago to ensure patients have access to information. “If a patient is in the mountains and has diabetes we don’t want them to come down to the hospital every month - this is an example of the basic roots of our telemedicine approach as we want to keep them comfortable and away from the central hospital. This was especially true during the pandemic,” commented Foracchia.

“Today, we have moved towards a more sophisticated form of telemedicine, which has been accelerated due to the pandemic, but the philosophy is still there,” said Foracchia, who pointed out once COVID-19 hit all information about the pandemic was centralised at Santa Maria Nuova Provincial Hospital.

“Telemedicine allowed us to follow the progress of COVID-19 patients at home rather than admit them to hospital. Their condition would have been stable and we were able to monitor them and contact them frequently. But not only the patients, their families, their contacts, every person that had been in contact was put in quarantine and we had to keep in touch with them. healthcareglobal.com

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“We have the technology to have virtual consultations with patients at home and patients with implanted cardiac devices can share information with our cardiologists at the hospital. We also have patients who require ECG information that are visited at home by nurses or general practitioners.

“The fact that a person can have a CT scan up in the mountains where we have few radiologists and the CT scan is read by a radiologist who is a 100km away is a major breakthrough because it means that the person gets the same quality healthcare as everyone else without having to travel to the hospital.”

Benefit of the Electronic Health Record (EHR) The EHR is the set of digital data and documents of a health and social health generated by present and past clinical events, also referring to services provided outside the National Health Service, which a patient can access through a PC or mobile device, with SPID, FedERa or smartcard credentials.

This includes: • Book specialist visits and exams online • Modify or cancel appointments booked online • Pay health tickets online and view payment receipts • Change or revoke the family doctor • Self-certify age and income exemptions “The EHR makes all information available directly to the patient who can access their complete record of diagnostic procedures at any place in the region,” said Foracchia.

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Hospitals

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Year founded

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“ It’s all about making existing technology configurable and flexible and if this technology is used properly it gives me hope for the evolution of health” MARCO FORACCHIA

CHIEF INFORMATION OFFICER, REGGIO EMILIA LOCAL HEALTH AUTHORITY

DID YOU KNOW...

FALLOUT OF THE PANDEMIC The COVID-19 pandemic claimed a total of 123,282 lives in Italy (as of May 11, 2021) with the peak of 993 deaths recorded on the single day of December 3, 2020.

The region with the highest number of deaths was Lombardy, which is also the region that registered the highest number of coronavirus cases and was the epicenter of the outbreak in the country. This lies only 220km from Emilia-Romagna Region.

Italy's death toll was one of the worst in the world. However, the country has started to see light at the end of the tunnel with the vaccination program which Reggio Emilia Local Health Authority is now rolling out to protect its one million population.

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PARTNERS THAT SHARE INFORMATION

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DID YOU KNOW...

Reggio Emilia Local Health Authority has a strict mandate for all partners within their ecosystem, to share information.

“When we acquire any new ICT systems, they have to fully integrate within the pre-existing ecosystem,” said Marco Foracchia, CIO of Reggio Emilia Local Health Authority.

“This approach guarantees that any new extension in terms of technologies within our institution is shared. This principle guides every procurement aspect. Every time we buy a new device or new system, we have that in mind. There's no way around it - even if it’s an excellent piece of technology - if it's not possible to integrate it, then we're not interested.”

Philips rose to the challenge of opening up and helping Reggio Emilia Local Health Authority manage residual ICT - such as ultrasounds, photographic images and video streams - which needed to be stored.

“We started the partnership with Philips about eight years ago and it was great to find a company open to the challenge of sharing information.

It was visionary from their point of view. They had to go beyond their current technologies but they liked the idea of being open, ingesting several types of information data that no-one wants to manage and sharing it around the Province or to other systems.”

“As EHR was started 15 years ago it was very ahead of its time, now it's very common to have these personal health records. But for us having this mature type of technology proved very effective during the pandemic as we could communicate electronically with the patient. The availability of this channel of communication between a healthcare institution and a patient to share their personal health record was extremely effective.

“In the last 15 years we have worked to show clinicians that sharing information through technology was possible and it could help their everyday practice. And

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“ This was not about Artificial Intelligence, it was about using simple technology to analyse big numbers and using it seriously” MARCO FORACCHIA

CHIEF INFORMATION OFFICER, REGGIO EMILIA LOCAL HEALTH AUTHORITY

now they take for granted that a CT scan is available anywhere in the Province and a colleague on the end of the phone can take a look if they need a second opinion. They grew with the idea of sharing information. They grew with the idea that the patient could actually see the information they were putting in the system.”

Focus on value of technology As Reggio Emilia Local Health Authority is a public body this means they have a set income based on the size of population covered. “Our advantage is we do not adopt technology for the sake of it, we adopt healthcareglobal.com

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“The fact that a person can have a CT scan up in the mountains where we have few radiologists and the CT scan is read by a radiologist who is 100km away is a major breakthrough” MARCO FORACCHIA

CHIEF INFORMATION OFFICER, REGGIO EMILIA LOCAL HEALTH AUTHORITY

technology for the value behind it - so this must keep costs stable and improve the service. This approach creates a competitive advantage with respect to other healthcare institutions within the same region or at the national level.

“ICT in the company has evolved to focus on covering a broader number of patients.

Italy is a very old country, therefore our main issues tend to revolve around the elderly and chronic diseases created with age and we also have an oncology institute which attracts patients from all over the region,” he said.

The IRCCS in Advanced Technologies and Models of Care in Oncology of Reggio Emilia is an oncology research centre incorporated into the Reggio Emilia Local Health Authority, which combines a very high level of quality of care with an orientation to translational research activity, clinical and health care in the oncology field.

As the birthplace of the Italian flag, EmiliaRomagna region looks set to emerge from one of the worst health crises in a century with the rollout of their vaccine program and continued focus on data analytics to drive future decisions for the health authority.

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THE FUTURE OF PHARMA: PERSONALISED HEALTHCARE Chris Easton, Global Commercial Lead at Takeda, tells us how the pharmaceutical sector can help deliver more personalised care WRITTEN BY: LEILA HAWKINS

E

ver since the very first healthcare systems were created, the earliest documented being in ancient Egypt, medical professionals have had a reactionary approach to finding cures for ailments.

That is to say that a solution is sought after someone has become sick, using whatever methods were thought to work at the time.

Thousands of years later, with advances in genomics and molecular modelling, emphasis is starting to shift towards preventative, personalised healthcare rather than "sick care".

This move is led by data analytics as well as genetic sequencing to inform decisionmaking, which can ultimately lead to more individualised care. "Identifying the right data will support personalised health outcomes", explains Chris Easton, who is Takeda’s Senior Director and Global Commercial Lead, specialising in personalised health and innovation and applying this to rare blood

disorders. "It's about how we can empower patients, interpret data and then apply it."

"The historic pharma model, in a very simplified form, is: a patient has symptoms, gets diagnosed, and gets given drugs for symptoms", Easton says. "Now, with holistic patient care in mind, it's much more about the additional components to care that would make a difference. Yes, drug therapy is one of them, but likewise, it's okay to talk about mental health, as the impact of chronic diseases means often there is a mental health challenge. So what can we do to build a mental health and physical health support package, both of which have data associated with them, that we can use together?"

By way of example, Easton cites the approach taken by elite athletes and astronauts. "Their model is to keep as healthy as possible. If someone on a space mission gets a cold, they're off the mission – it's healthcareglobal.com

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" We need to look outside the box for scalable and transferable technology that is used in everyday life" CHRIS EASTON

GLOBAL COMMERCIAL LEAD, TAKEDA

not affordable to send someone to space that might have a health issue. If you look at footballers and runners, their coaches maintain them at the highest level, and they're using technology and wearables to help monitor their health so that they can make adjustments to stay at peak level for as long as possible."

The aim is to provide a complete, holistic package of care, which Easton acknowledges will pose some challenges to the pharmaceutical sector. "Our model is

not necessarily that of a total care package.

It's drug therapy or device and technology support therapy. So some things will need to evolve, and that's part of what my role is about."

One way of effecting this change is by collaborating with other organisations, not necessarily limited to healthcare and life sciences. "I'm a big advocate of partnerships and joint ventures. For the pharma sector, these are traditionally through universities and research houses, but I think we need to be willing to look outside the box and look for scalable and transferable technology that is used in everyday life."

"An example is the smartphone you probably have sitting on your desk or the smartwatch you're wearing. These are gathering data all the time. There are healthcareglobal.com

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probably hundreds of data points that we could use, just from our everyday technology", Easton adds.

While apps like Apple Health, Google Health, and devices like Fitbit collect data, they could be linked to WhatsApp, WeChat or Telegraph to connect to members of a user's care team if a health issue arises. "It's using technology that is already embedded in our lives, that would enable us to share information and photographs. For example, if your knee is swelling and you want to 122

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ask a doctor for their opinion, you can send an image, then share the log from your treatment, and it becomes a way of integrating and sharing information."

Shifting towards preventative medicine is one of Takeda's strategic goals for the next few years. An example of how this could work is how people affected by Von Willebrand disease could be supported. This lifelong bleeding disorder prevents blood from clotting and particularly affects girls and women, causing menstrual bleeding to

SUPPLY CHAIN

“ We could use technology to triage vast numbers of patients and data into more specific diagnosis boxes” CHRIS EASTON

GLOBAL COMMERCIAL LEAD, TAKEDA

be excessively long and heavy, which has a big impact on their quality of life.

"It's a hereditary disorder, so many women in a family can be affected, but it's hard to diagnose", Easton explains.

However, using existing technology that tracks the menstrual cycle via a smartphone perhaps an alert can be issued to let the user know when it's time to start taking replacement therapy for Von Willebrand.

"This means that by the time a period begins, Von Willebrand levels are

Chris Easton TITLE: SENIOR DIRECTOR, GLOBAL COMMERCIAL LEAD - PERSONALISED HEALTH & INNOVATION, RARE HAEMATOLOGY COMPANY: TAKEDA INDUSTRY: PHARMA Chris Easton started his career as a field sales rep in the UK, focused on customer engagement. After moving into marketing, he became EMEA Marketing Manager at Baxter International, a US healthcare company specialising in haemophilia, kidney disease, and immune disorders.

He spent 11 years at Baxter, taking on more and more strategic roles, as well as spending some time in commercial operations. In 2014 he joined Novo Nordisk, where he was the European head for their Biopharm division.

After this, he took on a consulting position at Tesaro before GSK acquired it.

In 2017 he joined Shire, leading their portfolio strategy and market development for rare haematology; in 2019, the company was acquired by Takeda.

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“ Ultimately, what you're trying to do is get a faster, more accurate diagnosis, leading to a specific therapy” CHRIS EASTON

GLOBAL COMMERCIAL LEAD, TAKEDA

A brief history of Takeda 1781: 32-year-old Chobei Takeda starts a business in Osaka, Japan, selling traditional medicine to local medicine merchants and doctors.

1871: Chobei Takeda IV begins purchasing Western medicines such as quinine, an antimalaria drug.

1895: Takeda buys Uchibayashi Drug Works to establish its own factory in Osaka, becoming a pharmaceutical manufacturer.

1925: Chobei Takeda & Co., Ltd. becomes an incorporated company, with a capital of 5.3 million yen and Chobei Takeda V as president. In 1943 it changed its name to Takeda Pharmaceutical Industries.

1949: Takeda becomes a publiclytraded company.

1978: The company establishes bases in Germany, France and Italy to expand sales to Europe.

1991: Anti-peptic ulcer medicine Lansoprazole launches in Europe, now sold in over 90 countries.

2018 - 2019: Takeda opens global headquarters in Tokyo and is listed on the New York Stock Exchange. In 2019 it acquired Shire, a UK-founded biopharmaceutical company.

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normalised, and menstrual flow goes down to normal levels. That's actually a massive outcome for someone who has been living with two-week-long periods that bleed through clothing every month. Suddenly for just four or five days, they can use regular tampons and pads. That's a huge improvement to life."

The field of rare blood disorders typically hasn't seen the same amount of attention focused on it - at least in terms of tech innovation - as other chronic illnesses like diabetes. "Rare blood disorders are difficult to show returns on because you've got small patient numbers and often high costs. But if we think about the total patient journey, we could use technology to triage vast numbers of patients and data into more specific diagnosis boxes, so that what is then presented to physicians are smaller groups, of the more likely issues."

Data analysis could, for instance, show that the combination of headaches, nausea and lethargy equates to a specific type of bleeding disorder. "You can start to put these things in categories", Easton says. "And then you're able to do differential diagnosis.

But ultimately, what you're trying to do is get a faster, more accurate diagnosis, leading to a specific therapy."

This would be more efficient than administering plasma-based treatments, for example. "A lot of bleeding disorders are caused by a deficiency of something", Easton explains. "There is a lot of combination therapy in blood disorders when you give people plasma-based products because plasma is like the golden chalice of medicine.

It has a bit of everything you need. In some cases, when you don't know what the disorder is, this can help patients, but it's not the most precise way of doing it."

"That's one of the ways having very clear diagnostic support linked to advanced direct therapy can help, only treating what you need to. From a payer's perspective, it's very targeted, and there's no wasting money and resources on patients being hospitalised for things that are not necessary."

"If you go back 15-20 years, market access to the pharmaceutical industry was the emerging trend", Easton adds. "We saw all these diagrams of physician decision-making coming down and payer decision-making going up. Now we have another divergence of change, which is the application of technology to support personalised care.

This is one of the transformative pieces of pharma right now, and there are a lot of good companies, big and small, being very intelligent about how they're approaching it and investing in those spaces. There's definitely a community building." healthcareglobal.com

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Transforming Supply Chain and Procurement WRITTEN BY: LAURA V. GARCIA 126

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PRODUCED BY: GLEN WHITE

SA HEALTH

SA HEALTH

Andrea Andrews, Executive Director Procurement and SCM at SA Health, on transforming supply chain and procurement and the lessons learned from COVID

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ith Andrea Andrews, Executive Director Procurement and Supply Chain Management, at the helm, SA Health has kicked off its supply chain and procurement transformation journey.

“We've spent a lot of time over the last couple of years trying to improve our processes and recognised that we needed technology for that. So we are looking to implement a contract management system this year. We’re also looking to implement a new catalogue management system for the thousands of products that we distribute across hospitals and SA Ambulance. We're really in the middle of our technological transformation whilst also trying to implement spend analytics as well.”

“We use an ERP system here at SA health, and you don't want to throw out the baby with the bathwater, so to say. So we had to assess what we had and identify where the gaps were, and then develop that vision of where we wanted to be. It's taken us time. I would say at least three years to get us to the point where we are now looking to implement these changes. It's a big exercise. We have to implement it all across SA Health, in all our hospitals and across our network as well. When it comes to implementation and change management, it’s important to hit the right note. That’s a massive piece of the work, and so we spent a lot of time in the planning stage to ensure we get it right.”

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Andrea Andrews, Executive Director Procurement and SCM at SA Health healthcareglobal.com

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“Prior to COVID, our hope was to have our spend analytics implemented last year.

So some of our projects have been paused because we had to divert our resources to other priorities. So we are still on our digital transformation journey. We never got to that finish line. But I don't believe there is a finish line. I think that technology will keep evolving and improving, and we will have to evolve with it.”

It seems, however, that the global pandemic caused a cultural shift and brought its own set of lessons to be learned.

The Covid Lesson: A Cultural Shift Andrea was on vacation when COVID hit. And as all good supply chain and procurement professionals do, regardless of where in the world they may be, or if they are on or off “the clock, began to immediately think of the repercussions. By the time she got back to work, usage had started to spike.

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Andrea shares the story. “On the 2nd of February, we saw all our hospitals draw down about six months of PPE stock in about five days. Fortunately for us, we were watching it and saw it happening. We quickly realised we had to put some controls in place. But then we had to come to longer-term solutions.”

“The first half of 2020, we focused on PPE and identifying our supply chain vulnerabilities. People thought it was great to see oil prices for Petro going down, but for us, it signified possible supply chain issues as a raw material, e.g. polypropylene used in PPE and hospital supplies. You have to start connecting the dots fast. The team did a great job of that.”

“I put the team into functional streams early on so we could focus on those areas, and we got some support from government agencies. One of the key things we did early on was to centralise PPE for all government agencies, and that really helped us. I

ANDREA ANDREWS TITLE: EXECUTIVE DIRECTOR PROCUREMENT AND SUPPLY CHAIN MANAGEMENT LOCATION: SA HEALTH

ANDREA ANDREWS

EXECUTIVE DIRECTOR PROCUREMENT AND SUPPLY CHAIN MANAGEMENT, SA HEALTH

EXECUTIVE BIO

“ I don't believe there is a finish line. I think that technology will keep evolving and improving, and we will have to evolve with it”

Andrea is the Chief Procurement Officer, South Australian Health.

She has more than 20 years experience across private, public and not-for-profit sectors in Australia and the United Kingdom. Her experience has proved invaluable throughout the COVID19 pandemic, navigating the various challenges with procurement and supply chains. Recognising the prompt actions required at the commencement of COVID-19 allowed for a team, led by Andrea, to oversee logistics supporting the State wide response.

Andrea is driven to maximize results and deliver value for money through the establishment of crossfunctional relationships.

She understands the importance of mutually beneficial partnerships with business leaders, customers, suppliers and service providers all with the patient in mind.

Healthcare

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Every day, healthcare moves forward. And it appears nothing can stop the progress of human health. Yet even the most advanced healthcare networks can be more integrated. Systems need to be able to talk to each other. Data needs to be available when and where decisions need to be made. At Philips, we help create seamless solutions that connect people, technology and data across the care continuum.

From first-time-right diagnosis to hospitals that go where the patient goes, we’re breaking the boundaries standing in the way of progress. There’s no limit to what we can do together. Because today health knows no bounds, and neither should healthcare.

See how Philips is removing the bounds of care at: www.philips.com/nobounds There’s always a way to make life better.

SA HEALTH

“ We learned that the public sector could be fast, effective and efficient. We realised we had the skills and tools that we needed. We just had to believe that it could be done” ANDREA ANDREWS

EXECUTIVE DIRECTOR PROCUREMENT AND SUPPLY CHAIN MANAGEMENT, SA HEALTH

remember sitting with all the heads of procurement, all the people in roles similar to mine, across all the government agencies, police, education and the department of infrastructure and transport. And in that meeting, we talked about centralising supply through health. We were competing for scarce resources, and we could prioritise from a health perspective how we supplied.”

“I think controlling the demand as well as the supply helped us tremendously, and I thank my colleagues for working with us and trusting us to assume control of that for them. The fact that the public sector could pull together like that was a real benefit. We learned that the public sector could be fast, effective and efficient. We realised we had the skills and tools that we needed. We just had to believe that it could be done.”

“I think the common practice we had across corporates, across the health system, as well as the government agencies, all coming together towards a common goal helped speed things up.

We set up PPE manufacturing companies within weeks when normally it would take years. We were lucky to have suppliers who are willing to come to the party and trusted us. I think it's been heartening to see how the community pulled together and how the private sector was able to work with us.” healthcareglobal.com

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Healthy Supplier Relationships for a Healthy Supply Chain Upon stepping into the role, Andrea was keen to improve supplier relationship management, something her team embraced. “It’s important to realise you must talk to suppliers and build up those important relationships. Otherwise, you can’t look at things like innovation. You must have those relationships in place, and it’s important to be clear about what the guidelines are. We should have good working practices that allow us to have those conversations.”

“We run an annual supplier conference.

When we had our first one, people questioned why we would run a supplier conference in the public sector. But it’s important to pull everyone in, which allows everyone to hear the same information at the same time. We can share with them our vision and our business planning and strategy and where we're heading, which then makes it easier for all of us when we’re looking for support for goods or services, or whatever it may be.”

“The supplier conference has been growing year-over-year. Last year, we moved it to a virtual conference, and that still worked well. We incorporated one-onone meetings as well, either with myself, Directors of Procurement, our the Head of SRM or other members of my team. We make sure that suppliers have as much access to us as we can. Everyone is really busy, but we deliberately set that time.

And the suppliers know that we do those round tables throughout the year, so that is certainly improving how we work together and the innovation that comes from that.”

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phone and see if they could help us. We aren’t the biggest state in Australia, and for a lot of international companies, we are on the other side of the world. So if we want to be a key customer, then we need to think differently because it's not necessarily going to be about scope and scale. I think the fact that we really built those relationships up really helped us throughout, and I hope to maintain those moving forward.”

Automating for Better Contract and Relationship Management Andrea highlights how tighter contract management allows for better relationship management.

“Facts and data enable you to have these relationships because you want to be able to be clear and quantitative. We want to have contract management meetings, agendas and minutes and action logs and all that good stuff because that's the foundation.

And if you can get those things right, then it allows you to be able to do some of the more innovative work.”

“Is that an area we could improve in?

Absolutely, and the technology piece for me is really key. I want us to automate as much as we can because I want contract management to be not just about talking to suppliers and having contract management meetings but going to talk to our customers.

Actually getting out into the hospitals and talking to the nurses and doctors, the endusers. To be able to do that, I need to make time, which means I need to automate what I can so I can get out there.”

In terms of long term plans, Andrea wants to continue to leverage technology for easier ways of working. “I want to come in in the morning, click a button and see a supplier dashboard with colour coding and early warning signals where we can see any 136

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“ It's been heartening to see how the community pulled together and how the private sector was able to work with us” ANDREA ANDREWS

EXECUTIVE DIRECTOR PROCUREMENT AND SUPPLY CHAIN MANAGEMENT, SA HEALTH

SA HEALTH

challenges, where we may have to go and have a conversation. But also where we can see that suppliers are going above and beyond, and there may be opportunities.

I want those early indicators. The benefit is for our contract managers to be actually out with our customers and talking to suppliers and preparing the whole life cycle management of contracts, looking for better ways of working, preplanning for the next tender or whatever is next.

“We’re not there yet, but we're stepping towards it, and that certainly is our end objective. Much of the transactional work can be automated, so we can really get into those other analytical pieces and opportunities, hence the technological transformation that we need to go through to get there.”

“Oracle is our ERP system, and there are additional Oracle modules we're looking

to implement. Certainly, I think that having everything on one platform will help us.

We are bringing in service partners to come in and help complete implementation for us. We’re supply chain management experts. You can ask us how many SKUs we have in distribution, or you can ask us about negotiation strategies, but we’re not ICT experts, so we do need help from our Digital Health department and from service providers to do that.”

The Distribution Centre “We are constructing a new distribution centre, and I went out to see it last week, it’s looking brilliant. It’s about 11,000 square meters with office areas on top of that. And we're looking to automate as much as we can. We’ll be putting in a new procurement system and warehouse management system. Our new goods to person picking healthcareglobal.com

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“ I think we were very brave and bold through COVID, and I would like us to maintain that kind of boldness that things can be done differently” ANDREA ANDREWS

EXECUTIVE DIRECTOR PROCUREMENT AND SUPPLY CHAIN MANAGEMENT, SA HEALTH

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system alone will hold about 10,400 high volume fast-moving SKUs,” says Andrea.

“We’re working to move the unit picking work to the distribution centre. We’re actually looking at what they need at ward level and then building it back. So at the distribution centre, we pack it in a way that when it arrives at the imprest, ward level, the first thing they need to unpack is at the top. So that's been a massive project for us. We will be working carefully with our customers. I don't think our stakeholders fully understand what the supply chain will look like yet, but certainly, it will be far more effective and efficient while improving quality, speed and volume as well.”

“It’s impressive to see it go from drawing to reality. I hope that the team enjoys it and understands that we tried to make it as positive for our team as possible. We did some surveys early on to decide on things like do we want bike racks in, or outdoor eating area, touchpoints like that. I want it to be a good place to work. The ribbon should be cut sometime at the beginning of September, and we should be operating from there from then on.”

As Andrea and her team look to get back on track with their digital transformation, Andrea hopes they hold onto the lessons they’ve learned along the way. “I would really like to see us imbed a real culture of continuous improvement throughout our network. I think we were very brave and bold through COVID, and I would like us to maintain that kind of boldness that things can be done differently. We don't need to keep doing things the same way we did them before.”

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TOP TEN 10

EMERGING

HEALTHCARE

BRANDS 140

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Healthcare Magazine takes a look at ten emerging companies delivering some of the greatest innovations in healthcare right now WRITTEN BY: LEILA HAWKINS

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10

Rally Health United States

Rally Health's platform enables consumers to create healthy living plans that can help them make lifestyle changes, as well as connecting to coaches for support. These include digital weight loss programmes, fitness plans, and mental health support. More than 20 million consumers currently have access to the Rally platform.

09

TytoCare

United States Telehealth company TytoCare has been expanding its global reach over the last year. The company has created a handheld, AI-powered device for remote monitoring, which enables clinicians to perform heart, lungs, skin, ears, abdomen, and body temperature examinations, with the results fed into a platform for sharing data and analysis. To date, TytoCare has partnered with 100 major health systems and is being used all over the world, from remote villages in Chile where there is scarce access to doctors to local providers in Italy.

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08

Doctor On Demand United States

Doctor on Demand is a telehealth company that aims to provide "total virtual care" by giving access to doctors, psychiatrists, psychologists, therapists and other medical experts 24 hours a day.

Founded in 2012 as a website and app for urgent care visits, it has since turned into an online platform for mental health and primary healthcare. The company currently employs over 700 doctors and is available to 98 million people in the US through their health plan or employer. The company has been growing fast since the pandemic began, and in June 2020, it announced funding of US$75mn to expand its services.

07

Medchart

United States Medchart is an online medical record sharing platform that connects law firms, insurance, hospitals, and healthcare providers in the United States or Canada, with informed patient consent.

More than 2,500 healthcare providers and pharmacies currently use Medchart to access records, as well as over 200 businesses and law firms. In March 2021, the company announced it had raised US$17mn to expand across markets and invest in AI to help organisations analyse records in more depth. healthcareglobal.com

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Creating Digital Communities

TOP 10

05

Headspace

06 Folx

United States Folx is the first digital healthcare company created specifically to meet the healthcare needs of queer and trans people. The US startup has affordable medical plans offering gender-affirming hormone therapy and sexual health services, among other types of healthcare. It operates a very different financial model to most US healthcare companies - cutting out insurers, it is VC-funded, with profits going towards paying the wages of its majority queer, trans, and nonbinary staff and re-investing in product and service development by and for these communities. Since launching in December 2020, it has been steadily expanding its services and availability throughout the US.

UK/US

Headspace is a science-backed online platform that specialises in mindfulness and meditation, with the aim of reducing stress, building resilience, and improving sleep.

The tool is available as an app and is highly recommended by experts - NHS staff can access it for free.

The company has also signed a deal with Netflix to produce a series on meditation.

TOP 10

04

Kaia Health

United States Digital therapeutics company Kaia Health offers treatments for musculoskeletal (MSK) disorders such as back pain and osteoarthritis as well as chronic conditions like COPD. During the pandemic, the company grew by 600% and is now accessible to 60 million patients around the world, making it one of the biggest digital MSK healthcare companies. The company recently announced US$75mn in funding to expand its services further within the US and Europe.

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03

VillageMD

United States VillageMD is a digital provider of primary healthcare services.

In January 2021, the company announced it was partnering with Walgreens Boots Alliance, one of the largest pharmacy retail chains in the world, to open up to 700 Village Medical Clinics at Walgreens stores in the US in the next four years with the aim of opening hundreds more afterwards. Additionally, VillageMD has signalled its intention of going public in the near future.

02

TOP 10

Happify Health United States

Happify Health is a platform that combines digital therapeutics with wellness solutions to improve both mental and physical health.

Available in 10 languages worldwide, it offers a mixture of cognitive behavioural therapy, positive psychology and mindfulness. The company recently announced it had raised US$73mn to drive relationships with pharmaceutical companies and invest in AI and machine learning models to power Anna, Happify's software-based coach designed to support people's mental health.

“ Healthier People.

Happier Lives”

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Creating Digital Communities

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We are Huma

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TOP 10

Huma

United Kingdom Huma has created a monitoring platform to run digital 'hospitals at home', which enables decentralised clinical trials and research around the world, as well as remote patient monitoring.

Throughout the pandemic, the platform has supported COVID19 patients across the UK's NHS, Germany, and the UAE and aiding vaccine initiatives and research projects in the US and EU. The London-based company was recently ranked no. 20 in the Financial Times list of the fastestgrowing companies in Europe.

EMERGENT HOLDINGS

AGILITY,

INNOVATION AND DIVERSITY WRITTEN BY: LEILA HAWKINS 152

June 2021

PRODUCED BY: JAKE MEGEARY

EMERGENT HOLDINGS

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Michael Hicks, CIO of Emergent Holdings, tells us about the importance of customer centricity, culture and innovation in delivering the best products and services to their customers.

E “ We embrace diversity, business agility, and collaboration to deliver the best products and services to the marketplace” MICHAEL HICKS

SENIOR VICE PRESIDENT AND CHIEF INFORMATION OFFICER, EMERGENT HOLDINGS

mergent Holdings is a remarkably diverse business, operating in multiple industry verticals, including property casualty and healthcare insurance, as well as software and services through its Advantasure arm.

Its healthcare vertical is focused on Medicare Advantage, aimed at the senior market and individuals who are moving into retirement and seeking supplemental healthcare benefits. Emergent Holdings manages one of the premier Medicare Advantage plans in the US. Despite the variety and size of Emergent Holdings, Senior Vice President and CIO Michael Hicks says they essentially have a startup culture, focused on profitable growth and diversification. "We're constantly looking at new product offerings and new business ventures" he says. "Our vision is to be the leading national provider of innovative solutions that improve health and safety outcomes. Everything we do is centered around improving the well-being of our members and insureds."

"We want to be the best at what we do through leveraging our collective strength, industry expertise and focused strategies.

Innovation, business agility, and customer centricity are differentiators that enable us to be very quick in adjusting to opportunities in the market" he adds. healthcareglobal.com

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Title of the video

Data is at the core of all their operations, which is crucial to delivering personalized services and experiences for their customers.

"There's a big shift happening in healthcare with the transition to value-based care" Hicks says. "We're delivering care to individuals with chronic conditions in their homes and at their convenience, leveraging communities to deliver a comprehensive set of services such as transportation and providing wellness education to improve health outcomes. Our technology powered by data is crucial to delivering these services while providing the best member experience possible."

As a customer-centric organization, Hicks explains that their employees must have a customer-first mindset. "We embrace diversity, business agility, and collaboration to deliver the best products and services to the marketplace. That's at the core of what a great digital company is all about – embracing the voice of the customer and empowering your workforce to create innovative solutions with the least amount of friction possible."

Over the last few years Emergent Holdings has invested in modernizing their core operating platforms to increase speed and

“Technology is one of the tools in my toolbelt, but I really pride myself on having the ability to influence change and solve problems” MICHAEL HICKS

SENIOR VICE PRESIDENT AND CHIEF INFORMATION OFFICER, EMERGENT HOLDINGS

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MICHAEL HICKS TITLE: SENIOR VICE PRESIDENT AND CHIEF INFORMATION OFFICER INDUSTRY: INFORMATION TECHNOLOGY & SERVICES LOCATION: UNITED STATES

EXECUTIVE BIO

agility. This includes a major focus in their property casualty business of completing a multi-year migration to the Guidewire platform. "Legacy technologies are a major challenge in insurance, but we have continued to invest in our core processing systems, reduce technical debt and transition our application hosting from on-premise data centers to the cloud. We're excited about the possibilities because as we emerge from COVID-19, our core platforms will enable us to deliver differentiating digital customer experiences and be much more responsive to the market."

Having a very strong partner ecosystem has been key to Emergent Holdings’ success.

"Our primary strategic sourcing partner, HCL, has played a major role in enabling us to scale our IT operations and helping us create the headroom for our employees to innovate." Emergent Holdings also has a close relationship with Microsoft, and in 2020 attained Microsoft Gold Partner status in Data Analytics.

Equally important is partnering with startups, and Emergent Holdings has acquired several startup ventures to expand their product offering. In 2019 they acquired Symphony, a Silicon Valley-developed cloudnative health management solution designed by physicians and care management experts to solve the complex issue of value-based care and plan/provider coordination. Following this, Emergent Holdings opened a small office in San Francisco. "It provides us with a presence in one of the epicenters of innovation in the United States" Hicks says.

More recently they acquired DecisionUR, a cloud-based solution that supports their workers' compensation vertical by accelerating the workers’ compensation claim review process which enables highly responsive care planning for those injured on the job.

Michael Hicks joined Emergent Holdings, Inc. in 2018 as Senior Vice President and Chief Information Officer with responsibility for leading an innovative, robust, and secure information technology function in support of Emergent Holdings’ portfolio of businesses.

With 25 years of active leadership in the insurance industry, Mr. Hicks’ previous roles include Chief Information Officer for Retirement Solutions and Corporate Technology at Guardian Life, and seven years with MassMutual Financial Group as Vice President of Shared Delivery Services where he was responsible for leading enterprise IT shared services and solutions delivery for MassMutual’s corporate business units. Mr. Hicks has a bachelor’s degree from Boston University and an MBA from Northeastern University’s D'AmoreMcKim School of Business.

EMERGENT HOLDINGS

Cloud-enabled digital healthcare transformation A Leader in the Forrester Wave™: Specialized Insights Service Providers, Q2 2020 A Leader in the Forrester Wave™: Application Modernization & Migration Services, Q3 2019

A Leader in Gartner Magic Quadrant for Data Center Outsourcing and Hybrid Infrastructure Managed Services, North America (June 2020)#

A Leader in IDC MarketScape: Worldwide Managed Cloud Services 2019 Vendor Assessment*

A Leader in Everest Group’s Talent Readiness for NextGen IT Services PEAK Matrix® Assessment 2020 A Leader in the Everest Group PEAK Matrix™ Assessment for Cloud Service Providers 2020

*Jul 2019 | Doc #US43251618

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#Disclaimer: GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved. Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

EMERGENT HOLDINGS

Another forthcoming new product is an AI and machine learning-based platform leveraging behavioral science to influence customer actions. "It allows us to create influencing campaigns, leveraging digital channels such as social media to gently nudge a prospect into making better Medicare coverage choices. The opportunities for expanding the application of this data-driven platform to various parts of the healthcare continuum are endless.”

“This is our version of Amazon or Googlelevel personalization based on deep learning and behavioral science.” They're aiming to take the new product to market in 2021.

As well as developing new solutions, Emergent Holdings has been digitally transforming many of their existing services.

One example is the digital expansion of Advantasure’s provider engagement solution which has been enhanced to seamlessly integrate with electronic medical record (EMR) systems, using automation and actionable insights that are unique to each patient at the point of care. The outcome is better

“ I'm a major proponent of democratizing innovation as the best innovation happens closest to the customer” MICHAEL HICKS

SENIOR VICE PRESIDENT AND CHIEF INFORMATION OFFICER, EMERGENT HOLDINGS

management of risk through enhancing the quality of care for members and improving the quality of claims data. "We've created a comprehensive digital solution that leverages EMR data and has integrated our processes into the EMR desktop, which provides an improved and more efficient experience for the providers we work with.”

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“ Diversity and inclusion is such an important part of who we are as an organization. I am the executive sponsor of our LGBTQ+ Employee Resource Network” MICHAEL HICKS

Working remotely as a result of the pandemic has helped Emergent Holdings better understand their customers, Hicks says. "Working remotely during COVID19 has really given us a strong sense of empathy for our customers and how it feels to navigate complex systems and processes. That empathy powered by design thinking will allow us to develop better products and services in the future."

Their plans for the future are to continue to focus on profitable growth, diversification, and innovation through empowering employees and leveraging their partner ecosystem. "I'm a major proponent of democratizing innovation as the best innovation happens closest to the customer. We will continue to embrace customer centricity and not lose sight of our vision of improving health and safety outcomes."

Another major factor of Emergent Holdings’ success is incorporating diversity into their workforce. "Diversity and inclusion is such an important part of who we are as an organization. I am the executive sponsor of our LGBTQ+ Employee Resource Network and am a proponent of allowing all of our employees to bring their authentic selves to work every day.” Additionally, they have implemented a comprehensive early career development program and are investing in developing a strong pipeline of STEM talent through partnering with organizations such as Girls Who Code and Black Girls Code. “We are continually focused on building a stronger and more diverse team, as diversity is what drives innovation."

SENIOR VICE PRESIDENT AND CHIEF INFORMATION OFFICER, EMERGENT HOLDINGS healthcareglobal.com

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TELUS

Leading the IT Procurement Transformation WRITTEN BY: LEILA HAWKINS PRODUCED BY: GLEN WHITE

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TELUS

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Mariam Saad, Director of Procurement, IT & Technology Services at TELUS, discusses the importance of digital transformation and partner ecosystems

O

Mariam Saad, Director of Procurement, IT & Technology Services at TELUS

ne of Canada's largest telecommunications companies, TELUS, is leading the way in terms of digitally transforming its operations using advanced technologies to drive efficiencies.

In 2020 the organisation won the Digital Transformation Award under the AI-fueled Digital Transformation category from IT World Canada (ITWC). This award was presented to TELUS in recognition of its industry-leading innovation for AI chatbots and robotic process automation (RPA) solutions.

While TELUS became a national Canadian brand in 2000, its history dates back to the late 1800s when Alberta Government Telephones was founded to provide telephone lines for people in the western province. When the company was reorganised, it became part of the newly established TELUS Corporation, and sales of TELUS shares were the largest initial public offering in Canadian history up to that point, raising $896 million.

Following a merger with BC TELECOM, and acquiring Clearnet, TELUS is today one of Canada's largest technology companies and a leading national telecoms provider.

But as Director of Procurement in IT & Technology Services Mariam Saad tells us, now they are focusing on growing several new verticals including home security, agriculture, and health.

Saad has a background in sales. After studying international business and marketing she completed a leadership healthcareglobal.com165

TELUS

" Bringing our data into the Google Cloud Platform will enable us to clean the data, create actionable insights for teams, and integrate the data flow right across the organisation" MARIAM SAAD

DIRECTOR OF PROCUREMENT, IT & TECHNOLOGY SERVICES, TELUS

certificate in the Executive MBA programme.

She spent the first 10 years of her career in sales, specifically in IT sales, working for Compuware and Upland among others. Then she was headhunted by mining company Rio Tinto, who were looking for someone with commercial and business skills - Saad was a perfect match.

This led to working in procurement, and after 6 years at Rio Tinto she joined TELUS, initially as their Strategic Sourcing Manager for IT software and hardware. Within five years she moved up to her current role as Director of Procurement, IT & Technology Services, TELUS. "At TELUS, my role in procurement has been heavily weighted towards transformation of our overall capabilities," Saad says. "From a day-to-day delivery 166

June 2021

TELUS

MARIAM SAAD TITLE: DIRECTOR OF PROCUREMENT, IT & TECHNOLOGY SERVICES

EXECUTIVE BIO

COMPANY: TELUS Having studied business and completed a Certificate at the McGill Executive MBA programme in leadership, Saad's career led to her working in the three top industries in Canada: IT, natural resources and telecoms. Currently, Saad actively supports the Montreal Women's Network, and sits on the board of Business Development Committee for WBE. Saad is a mentor to numerous supply chain and procurement professionals, and is a mentor for MOSAIC, a multilingual non-profit organisation dedicated to addressing issues that affect immigrants and refugees in the course of their settlement and integration into Canadian society.

Additionally Saad is the proud mother of Maya, 13, and Michael, 7.

TELUS

TELUS Health’s IT Procurement Transformation

" We've built very strategic partnerships that have allowed us to build the fastest, highest quality network in the world" MARIAM SAAD

DIRECTOR OF PROCUREMENT, IT & TECHNOLOGY SERVICES, TELUS

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June 2021

standpoint I support IT software, cloud, and the technology business."

The organisation has a clear goal: to become a software-first, cloud native organisation. Within procurement, key strategic aims are to reduce purchase order cycle time, and drive end-to-end integration across all TELUS platforms. To do this they are leveraging automation, artificial intelligence, and data analytics, all of which are helping them accelerate their digital capabilities.

Saad explains that this digital transformation is delivering four major benefits: reducing time, reducing risk, leveraging more innovation, and creating more actionable insights. "I would say the benefits are reducing time to source, reducing risks, leveraging more innovation

TELUS

and driving incremental value. in a digital format, in language Also bringing our data into the that is readable by both humans Google Cloud Platform will and machines. Typically run on a TELUS became a enable us to clean the data, create blockchain, they can also contain national Canadian brand in actionable insights for teams, and an algorithm that automates the integrate the data flow right across performance of the agreement the organisation." itself - in procurement and supply but its history dates back to the late "Reducing the time it takes chain, they are increasingly used to get the relevant data is our for inventory management and the biggest challenge" Saad adds. To automation of payments. address this they are deploying a range of The aim of these tools, Saad explains, is to advanced technologies like NLP, machine do the administrative work to enable their learning, advanced analytics and AI. teams to focus on leveraging relationships Deploying AI tools with hyper automation with suppliers, as well as innovation. is particularly important, to enable them While their priority is to develop their to automate tasks, and to aid end-to-end core competencies and enhance in-house visibility from suppliers. capabilities, only using third parties when Another important tool is smart necessary, their partner ecosystem is contracting. Smart contracts are written crucial to advancing the business, as

2000

1800s

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TELUS

Saad says, "we've built very strategic partnerships that have allowed us to build some of the fastest, highest quality networks in the world."

Several of these have won awards, including Best Customer Service Strategy for their partnership with Samsung Electronics, and being named Cisco’s Cloud Partner of the Year for Americas-Canada.

Along with important partnerships with IBM, AWS, and Microsoft, in February this year TELUS announced a 10-year partnership with Google Cloud. "This will help us accelerate our digital transformation journey to become a software-first company cloud native organisation" Saad says.

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" I really take pride in driving our team members, allowing them the autonomy to select and take on their own projects" MARIAM SAAD

DIRECTOR OF PROCUREMENT, IT & TECHNOLOGY SERVICES, TELUS

TELUS

"We have these partnerships because they are mutually beneficial, and they really have a high degree of collaboration with a focus on a multi-year relationship and consistent business results. They enable our business customers to streamline their IT and network operations. These partnerships are crucial because they help us deliver on our priorities."

As part of this partnership, both companies will generate new industry solutions and strategies to drive growth in telecoms, healthcare, home security and agriculture.

Their focus on agriculture is a great example of innovation. Launched in November last year, TELUS Agriculture has the ambitious aim of digitally transforming the global food system. Using advanced data analytics and AI, the goal is to streamline operations and improve food traceability.

"TELUS is redefining the way healthcare and agriculture are delivered by increasing collaboration efficiency between healthcare providers, and providing consumers with fresher, healthier food, by creating systems that allow people to trace the origins of their food, which can lead to better nutrition and ultimately, health outcomes" Saad explains.

Despite forming relatively recently, TELUS Agriculture already supports more than 150 million acres of agricultural land, with a team of over 1,200 experts across the Americas, the United Kingdom, Europe, China, and Australia.

It's certainly something that sets TELUS apart, as Saad says, "other telecom companies here in Canada focus on media for example, but our focus is really on helping Canadians by delivering healthcare, We are helping Canadians live healthier lives by applying innovative technologies to revolutionise healthcare.

For agriculture, we are on a mission to tackle one of the most signifcant social challenges of our generation—feeding the world—while improving the quality and safety of our food by leveraging technology innovation and human compassion and home security, and in the future we will continue to invest in these key industries.

That's how we'll become the leading company in these sectors."

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