Healthcare - October 2021

October 2021 | healthcareglobal.com

Sirius Computer Solutions: Innovating technologies in the lab

Healthcare companies to watch

Qiagen: Prevention is better than cure Places Leisure: Making a difference locally

IRELAND’S

DIGITAL

HEALTHCARE

TRANSFORMATION Martin Curley of the Health Service Executive tells us how Ireland is set to become a digital healthcare leader

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The Healthcare Team EDITOR-IN-CHIEF

LEILA HAWKINS EDITORIAL DIRECTOR

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FOREWORD

A fairer future At Healthcare Global we've been doubling-down on efforts to highlight the diverse array of voices and innovations that aim to improve the lives of people all over the world.

“We want to feature a fair representation of people and regions, and showcase solutions that can reduce the health inequities that by now we are all aware exist” HEALTHCARE GLOBAL MAGAZINE IS PUBLISHED BY

Across our website and bimonthly digital magazine, we want to feature a fair representation of people and regions, and showcase solutions that can reduce the health inequities that we know exist. This has led us to discover some pretty impressive achievements, from the clinic on a boat delivering much needed care to rural parts of West Bengal, to the first digital healthcare platform dedicated to queer and trans people.

In this issue we profile Julielynn Wong, a physician, scientist and inventor who has led space missions to test out her 3D printed medical devices. We hear from tech company Boomi about facilitating the rollout of Moderna's COVID-19 vaccine, and the CEO of British leisure centre chain Places Leisure explains how they are addressing healthcare challenges in some of the most deprived parts of the country.

Check out the mag and tell us how we're doing. Let's build a fairer future together.

LEILA HAWKINS

leila.hawkins@bizclikmedia.com

© 2021 | ALL RIGHTS RESERVED

healthcareglobal.com

5

CONTENTS

Our Regular Upfront Section: 10 Big Picture 12 The Brief 14 Timeline:

The COVID-19 Vaccine Race 16 Trailblazer:

Dr Julielynn Wong 20 Five Mins With:

Tara Herington

42

Hospitals

The Digital Workforce and the NHS

26

50

Transforming Ireland's Healthcare into a Digital Leader

Saving Lives with the NHS Test & Trace

Health Service Executive

UK Government

76

Qiagen

Prevention is Better Than Cure

68

Digital Health

Places Leisure: Making a Difference Locally

90

Technology

Rangle: The Power of Software Innovation

98

114

Digital Leaders of the NHS

Boomi Supporting Moderna's Vaccine Rollout with Data

Calderdale & Huddersfield NHS

Supply Chain

Be What’s Next.

Embracing the Digital Economy in Health.

Find out what Australia’s digitisation opportunity means for Health.

Download today

138 Top 10

Healthcare Companies to Watch

122 Atos

Pioneer of a Sustainable Global Health System

150

The Scottish Government Leading Digital Healthcare in Scotland

164

Sirius Computer Solutions Innovating Healthcare Technologies in the Lab

180

Specsavers

Data-Enabled Vision

BIG PICTURE

DRF Luftrettung

10

October 2021

The EpiShuttle: The air ambulance for COVID-19 missions Norway

The EpiShuttle is an isolation unit designed to transport infectious patients and prevent in-flight transmission of viruses to the cockpit and cabin crew. Designed

by Norwegian company EpiGuard in partnership with Aerolite, it was originally created for the 2015 Ebola outbreak, and is now being used for COVID-19 missions. healthcareglobal.com

11

THE BRIEF “IMAGINE ALL THE DIFFERENT TASKS AND PEOPLE AT MODERNA. WE SUPPORT THEIR HR, WHETHER THEY ARE IN R&D, MANUFACTURING, OR LOGISTICS” Mike Kiersey

Chief Technology Officer, Boomi  READ MORE

“DEPRIVATION IN CERTAIN PARTS OF THE COUNTRY IS ABSOLUTELY THERE AND THE DATA IS SCREAMING OUT FOR US TO DO SOMETHING ABOUT IT”

BY THE NUMBERS Opioid use disorder in the US

21,000

Overdose deaths from opioids in 2010

42,000

Overdose deaths from opioids in 2016

$4.911mn US$ Opioid use disorder market value by 2028

Paul McPartlan

Chief Executive Officer, Places Leisure  READ MORE

“ONE OF THE BIGGEST LESSONS LEARNT FROM COVID-19 IS HOW WE LOOK AFTER OUR STAFF WHEN WE'RE ASKING SO MUCH FROM THEM” Laura Green

Senior Workforce Project Manager James Paget University Hospital  READ MORE

12

October 2021

Fluxergy: Reducing COVID-19 among the homeless A COVID-19 testing platform by medtech startup Fluxergy is helping to reduce the spread of infection READ MORE among homeless populations Imprivata's Gus Malezis on vaccine passports and safety Imprivata CEO Gus Malezis explains how to keep data on digital vaccine passports safe

READ MORE

Study finds stress levels increasing more among women than men New research presented at the European Stroke Organisation (ESO) Conference has found that work stress, sleep disorders and fatigue are rising more steeply among women than men, increasing their risk of cardiovascular disease and stroke.

Researchers compared data from 22,000 men and women from 2007, 2012, and 2017, and found that the number reporting feeling tired and fatigued increased to 33% in women and 26% in men. Over the same period, the number reporting severe sleep disorders rose more sharply in women (8%) than in men (5%).

Study authors Dr Martin Hänsel, neurologist at the University Hospital Zurich and Dr Susanne Wegener, Professor of Neurology at the University of Zurich, said: "These results underscore the fact that sex differences exist for non-traditional cardiovascular disease risk factors with an alarming trend towards a particular increase in women.

“Traditionally men have been perceived to be more affected by heart attacks and strokes than women, but in some countries, women have overtaken men. There is a gender gap and further research is needed to find out why."

 EDGE HILL UNIVERSITY British student David Gardner has won two Edge Hill scholarships after creating 3,000 face shields and ear guards for NHS staff using 3D printers. Gardner decided to help after seeing NHS frontline staff working with little or no PPE during the pandemic.  HOUSE OF DOCTORS A new Mumbai-based startup is providing patients requiring surgery with personalised care via an online platform. House of Doctors partners with hospitals and assigns patients a "care buddy" who helps with doctor appointments, hospital admission, treatment and discharge.

 UK GOVERNMENT The UK government has proposed raising the qualifying age for free prescriptions from 60 to 66. Experts are warning this will leave many unable to afford medication and have a devastating impact on the health of millions.  IVERMECTIN Demand for Ivermectin as a treatment for COVID-19 is surging round the world.

A de-wormer for livestock, it is being touted as a cure by non-scientists despite lack of evidence, leading to hospitalisations in the US and Australia.

W I N N E R S OCT21

L O S E R S

healthcareglobal.com

13

TIMELINE THE COVID - 19 VACCINE RACE CANADA GDP per capita = £33k

71.5% fully vaccinated

335% available vaccines

ISRAEL GDP per capita: £37k

77.6% fully vaccinated

138% available vaccines

HAITI GDP per capita: £919

0.1% fully vaccinated

22% available vaccines

UGANDA GDP per capita: £573 14

October 2021

1.7% fully vaccinated

5% available vaccines

ON YOUR MARKS UNITED KINGDOM The UK was the first country to start vaccinating its population in December 2020.

Soon after a row erupted with the EU over receiving doses of the AstraZeneca vaccine.

The UK later secured enough doses of the vaccine to cover nearly four times its entire population.

GDP per capita = £30k

68.4% fully vaccinated

340% available vaccines

Canada began administering the Pfizer vaccine in December 2020. The country attracted criticism after reserving more than three times what it needed to inoculate its population, by making private deals with manufacturers while also receiving supplies from COVAX - the scheme intended to provide vaccines to poorer nations thanks to subsidies from the west.

Canada has since agreed to donate more than 1.3 million doses of AstraZeneca to African countries.

Israel had one of the speediest vaccine rollouts after agreeing a deal with Pfizer for fast access in exchange for patient data. Reports that Israel paid a higher price than other countries attracted criticism as this could potentially shut out nations unable to afford premiums. Additionally, it was reported that Palestinians in occupied territories were not offered the vaccine.

Haiti’s rollout didn’t begin until July 2021 after the US donated 500,000 doses of Pfizer through COVAX. At the current rate it is estimated it will take 2,830 days to administer enough doses for 10% of the population.

Uganda was not hit as hard as northern countries during the first wave of the pandemic, but cases have been rising sharply in the summer of 2021. Government ministers have reported running out of vaccines, hospital beds and oxygen. “We have to rely on the western world and the western world has focused on its population,” minister Chris Baryomunsi said. “The impression is that people there don’t care about Africans.” healthcareglobal.com

15

TRAILBLAZER

Solving the world’s

healthcare challenges in space

DR

JULIELYNN WONG CEO, Physician 3D4MD, Medical Makers

D

r Julielynn Wong is a physician, scientist, pilot and inventor. As well as pioneering the creation of 3D medical devices, she is leading a non-profit that teaches people living in rural areas how to create medical supplies that are otherwise hard to access.

Born in Ontario, Wong attended medical school in Canada before receiving a fellowship to complete a Master of Public Health at Harvard University. During this time she took part in a social enterprise incubator called Singularity University, where she discovered 3D printing and realised how it could be used to improve people's lives.

An interest in space led Wong to attend the International Space University, and as a teenager she joined the Royal Canadian Air Cadets, later obtaining a glider-pilot's licence at the age of 16.

16

October 2021

Wong's expertise has led her to become a regular public speaker for TEDx talks, the UN and Google among others, and she is the creator of 14 patents for medical devices. Among these is a solarpowered 3D printing system that can produce medical supplies on-site, ideal for off-grid locations.

In 2011 she founded the social enterprise 3D4MD, with a mission to create high quality 3D-printing medical supplies to help people living in remote locations, as well as in space - in fact in 2017 she led a team of astronauts aboard the International Space Station and became the first person to 3D print medical supplies in space. Before COVID-19 she regularly led a team at the Mars Desert Research Station to test their 3D systems and see if they can work in offline harsh environments.

healthcareglobal.com

17

TRAILBLAZER

“The austere environment of space is useful for testing healthcare solutions for resource-constrained regions on Earth”

In 2020 Wong told Healthcare Global about why she chose to go into space: "The austere environment of space is useful for testing healthcare solutions for resource-constrained regions on Earth. Nearly half the world's population lives in rural areas, where they often lack affordable and timely access to medical supplies. Having a regulatorycompliant 3D printing system that can be solar-powered, in a remote setting, would allow locals to produce medical supplies on demand locally at a much lower cost, and without any delays."

In 2016 Wong established Medical Makers, a global company that creates prototypes for 3D medical solutions and teaches others how to deploy

this technology. There are currently chapters in 15 countries, active from North America to Africa. Open to everyone, 50% of their members are women and girls, which Wong is very happy about: "We don't set out to recruit women specifically, so I think it's to do with how we approach innovation, that we're very much focused on designing products for social good. And I guess, being the founder and CEO and a woman from a minority background makes girls and women feel very comfortable in our organisation. We promote a very inclusive, collaborative culture, we're very non-hierarchical, and we're very much about empowering everybody." healthcareglobal.com

19

FIVE MINUTES WITH...

TARA

HERINGTON TARA HERINGTON IS VICE PRESIDENT OF CARDINAL HEALTH SONEXUS ACCESS AND PATIENT SUPPORT. HERE SHE TELLS US WHAT A PATIENT HUB SERVICE IS AND HOW IT HELPS WITH ADHERENCE TO MEDICATION.

20

October 2021

Top 5 reasons for non-adherence to medication • Fear of side effects • Cost • Misunderstanding the need for the medication • Taking too many medications at once • Mistrust

“ WE USED A NATURAL LANGUAGE PROCESSING TOOL WE DEVELOPED USING AI/MACHINE LEARNING TO BETTER LISTEN TO PATIENT ADHERENCE CONCERNS DURING THE PANDEMIC” Q. WHAT IS A PATIENT HUB SERVICE?

» Simply put, it addresses and

removes obstacles to care along the patient treatment journey.

Pharmaceutical manufacturers understand that many drugs or therapies, especially as the world moves towards more precision medications, can be difficult to understand for both doctors and patients – but they can also have lifesaving outcomes if navigating the healthcare system was easier.

For the more complex therapies and drugs, manufacturers develop patient assistance programmes that can help with everything from

navigating insurance and benefits investigations, to understanding the best way pharmaceutical companies or providers should communicate with specific patients, to understanding adherence issues and providing medical information.?

Q. HOW DO YOU PROVIDE A PATIENT HUB SERVICE IN PRACTICE?

» At Cardinal Health, our SonexusTM Access and Patient Support team includes nurses and compliance professionals who guide our programme to include the unique needs of patients. We leverage technology and data-driven insights healthcareglobal.com

21

FIVE MINUTES WITH...

to consistently understand and improve the patient experience.

An example of this includes how we used a natural language processing tool that we developed using AI/machine learning to better listen to patient adherence concerns during the pandemic. By analysing patient calls, we learned that a growing number of patients were having difficulty affording their medications during the pandemic.

Instead of simply leaving the concerns for the patient and doctor to work through, this information 22

October 2021

allowed the pharmaceutical manufacturer to analyse their programme, and adjust the patient assistance eligibility criteria during this challenging time — enabling more patients to stay on the medication without financial hardship.

Q. HOW ELSE CAN IT HELP WITH PATIENT ADHERENCE?

» While cost is generally seen as the

primary reason patients never start, or don’t stay on a medication, a financial strain may be exacerbated by not knowing how much a drug

“ INSTEAD OF LEAVING THE CONCERNS FOR THE PATIENT AND DOCTOR TO WORK THROUGH, THIS INFORMATION ENABLES MORE PATIENTS TO STAY ON MEDICATION WITHOUT FINANCIAL HARDSHIP”

costs when it’s prescribed. Patient hubs take on the task of figuring this out by handling benefits investigation – before or right after a drug is prescribed. The more advanced patient hubs even offer electronic benefits investigations that can get answers within hours.

Beyond cost, research shows that many doctors, particularly those in speciality fields like oncology, do not have the time to consider non-health-related factors when prescribing medication. Patient hubs often play the intermediary between

patients, doctors and manufacturers, by ensuring patients understand how often to take a treatment, setting up travel plans for therapies or infusions, and sharing medical information.

Patient-focused hubs will also develop communication plans for patients based on how they like to receive communications and what type of communication they should receive and when. For example, older patients may expect a phone call before beginning treatment, while millennials will postpone a treatment if a phone call is a requirement.

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October 2021

HEALTH SERVICE EXECUTIVE

TRANSFORMING

IRELAND'S HEALTHCARE INTO A

WRITTEN BY: LEILA HAWKINS

PRODUCED BY: JAMES BERRY

DIGITAL LEADER healthcareglobal.com

27

HEALTH SERVICE EXECUTIVE

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October 2021

HEALTH SERVICE EXECUTIVE

Martin Curley of the Health Service Executive tells us how Ireland is set to become a digital healthcare leader

M

Martin Curley Health Service Executive

artin Curley is the Director of Digital Transformation and Innovation for Ireland's Health Service Executive, also known as the HSE. His team have ambitious plans for the country's healthcare to significantly transform so that Ireland becomes a digital leader that other healthcare systems can follow. "Healthcare is around 10 years behind other industries in terms of digital technology, and Ireland is behind the rest of the OECD countries," Curley explains. "We're trying to transform Ireland to go from being a digital laggard to a digital leader in five years."

Curley leads a small team of people he describes as catalysts whose goal is to use digital technologies to innovate and transform the healthcare system. "Our ambition is that by 2025, we will be one of the leaders in Europe for digital health, we will have significantly transformed the HSE and our health service for our citizens, our clinicians, and indeed, for business staff."

The HSE's digital innovation strategy, which they launched in 2018, is called Stay Left, Shift Left and extended the concept of "Shift Left" which was first introduced

by Intel Corporation's Doug Busch and Andy Grove. It is an approach to using solutions to make people's health better.

"It's very aligned with Ireland's National Health Policy called Sláintecare," Curley explains. "Essentially, we're looking for digital healthcareglobal.com

29

IMPROVING PATIENT OUTCOMES by #MakingEveryBreathCount PMD Solutions was founded to fill the fundamental clinical need to measure patients’ rate of breathing, which if amiss, is a significant indicator of early deterioration.

RespiraSense is a solution for avoiding preventable respiratory failure.

A novel wearable device that measures respiratory rate in a continuous and motion tolerant way. PMD Solution’s creation of RespiraSense has revolutionised the early diagnosis and intervention of medical events, by #MakingEveryBreathCount.

TWITTER

LINKEDIN

YOUTUBE

PMD Solutions and its Vision for Respiratory Care

Myles Murray (PMD Solutions) and Martin Curley (HSE) discuss their partnership and PMD Solutions’ vision for Respiratory Care.

Respiratory Rate is the earliest sign of deterioration says Myles Murray, CEO at PMD Solutions. The reason for this is that your breathing is driven by how healthy you are. An infection or fluid building up in the lungs from Pneumonia or COVID requires your lungs to work harder in order to stabilise the body.

Respiratory rate is wellestablished globally as the earliest and most sensitive indicator of deterioration, Murray adds. However, the challenge has been to measure this sentinel vital signs accurately.”

Adding to Murray’s comments, Martin Curley, Director, Digital Transformation and Open Innovation, at HSE, says that “there has been very little innovation in actually measuring respiration rate.

It’s very subjective. We found that in almost 80% of the cases, the subjective measurement by the nurse were different. And this isn’t because they are bad nurses. It’s because it’s inherently difficult to measure. So the ability in a general ward to measure respiration rate really is a game-changer.”

PMD Solutions and HSE Reflecting on the genesis of this partnership, Murray starts off by explaining that RespiraSense was launched as part of the COVID response in Beaumont Hospital. “Within a few weeks they saw enormous value from the technology, and because of that success, RespiraSense were very kindly introduced to the Digital Transformation team at the HSE.” Taking just three months to deploy nationally as a de facto standard of care in respiratory compromised patients, Curley reflects on a recent meeting: “one of the more senior clinical engineers in the network commented at one of our meetings that she was amazed at how fast this could be rolled out. She said “normally, a new programme like this would take two to three years in the HSE, and it took three months.”

Learn more

Transforming Ireland's healthcare into a digital leader

interventions or solutions that in the first case help keep people well or help them manage their conditions in their homes.

That's the "Stay Left'' part.`` "Shift Left is about moving patients as quickly as possible from an acute to a community to a home setting. Every time we make a digital intervention, or an innovation intervention, we're looking for four characteristics, sometimes called the quadruple aim: improvements in the quality of care, in quality of life, reduction in costs, and improvement in the clinician/patient experience."

He adds that Stay Left Shift Left is a way to state the direction of HSE's innovation strategy. "Thankfully, we've been able to mobilise the ecosystem that works with us - large multinational companies as well as smaller SMEs - to help find solutions that help us Stay Left Shift Left."

HSE's digital transformation journey started in early 2019, and Curley explains 32

October 2021

“ We propose a healthcare system that is mainly home and communitybased, is proactive, predictive, mobile and cloud-enabled, as well as opensource where possible” MARTIN CURLEY

DIRECTOR OF THE DIGITAL ACADEMY AND OPEN INNOVATION, HEALTH SERVICE EXECUTIVE

HEALTH SERVICE EXECUTIVE

MARTIN CURLEY TITLE: DIRECTOR OF THE DIGITAL ACADEMY AND OPEN INNOVATION

2005

INDUSTRY: HEALTHCARE LOCATION: IRELAND

Year founded

130,000 Number of employees

€20.6bn spend

that it had to begin slowly. "Our first efforts were to create a digital academy to start building digital capability and capacity in the Irish health service. Working with eight Irish universities, we co-designed and launched a Masters in Digital Health Transformation.

We used a paradigm called design science research, where instead of students writing a 30,000-word dissertation, they actually have to develop and deliver a digital change project."

This approach has had remarkable success, as in the first year, 18 out of the 20 projects delivered were found to be viable and are either fully implemented or in development.

Given that Ireland lags behind OECD countries in terms of digitalising, Curley and his team developed a Leap Frog strategy to move the healthcare system forwards.

"Many countries have installed monolithic electronic health records into their hospitals

EXECUTIVE BIO

Revenue

Martin Curley is Director of the Digital Academy and Open Innovation at the Health Service Executive (HSE), helping enable the digital transformation of Ireland’s health service.

Most recently Martin was Chief Information Officer (CIO) at the HSE. Prior to joining the HSE Martin was Senior Vice President and group head for Global Digital Practice at Mastercard. Previously Martin was Vice President at Intel Corporation and Director/GM of Intel Labs Europe, Intel’s network of more than 50 research labs which he help grow across the European region. He also served as a senior principal engineer at Intel Labs Europe leading Intel’s research and innovation engagement with the European Commission and the broader European Union research ecosystem. Prior to this Curley was Global Director of IT Innovation and Director of IT Strategy and Technology at Intel. Earlier in his Intel career, he held a number of senior positions for Intel in the United States and Europe. He also worked in research and management positions at GE in Ireland and Philips in the Netherlands.

riMedik

R E D E F I Care NING CARE Redefining

HEALTH SERVICE EXECUTIVE

Transforming Healthcare Transforming Care Through Innovative in the HSE Through Innovative Technology Patnerships Technology Partnerships

Improving Vital Patient Care Worldwide Dr Róisín Molloy (TriMedika) and Professor Martin Curley (Health Service Executive) discuss how TRITEMP™ thermometer has helped drive the digital innovation agenda in Ireland.

Developing devices that really make a difference for patients.

Working in the medical industry for 25 years, Dr Róisín Molloy, CEO at TriMedika, could see areas where technology wasn’t keeping up with patient need. “We set up TriMedika to provide the most accurate clinical devices for hospitals, and this is where we see ourselves as being different.”

A particular area that Dr Molloy explains hasn’t seen much development is thermometry.

“There has been no development for 15 years.

Yet it is one of the routine diagnostics that we use around the world, so we set about making the TRITEMP™ non-contact thermometer.“ “The key things that came from talking to doctors, nurses and healthcare workers within the HSE, were obviously the savings on cost and time for the healthcare workers at the hospital, but also to manage infections, and we were keen to build the future for thermometry.”

TriMedika and its Partnership with the HSE. For the last four years, TriMedika has been selling into the HSE, now in over 200 locations

in Ireland, as well as hospitals in over 20 countries. “We have been working with the HSE team to really understand their needs and their pain points, as well as looking at research to make thermometers better and develop them so that they are better for nurses and hospital teams. The HSE is a very forwardthinking organisation”, says Dr Molloy.

Adding to Dr Molloy’s comments, Professor Martin Curley, HSE Director of Transformation/ Maynooth University, says, “It has been tremendous to partner with TriMedika. The ambition of the HSE is to move Ireland from being a digital health laggard to a European digital leader in the years ahead. To do that, we need to partner with the best and the brightest, both here and abroad.”

“We have an overarching strategy, which we call ‘stay left, shift left’. Stay left is about using technology to keep people well in their home, or if you happen to have a chronic condition you can be managed best of all from home.

Shift left is about moving patients as quickly as possible from an acute to a community, to a home setting. Every time we make these digital interventions, we’re trying to achieve the quadruple aim: lower cost, improved quality of care, improved quality of life and improved clinician experience. TriMedika delivers on all of these.”

“The TRITEMP™ is a superior thermometer because it is non-contact, thus helping with infection control - very important during the COVID-19 pandemic. It’s going to be an essential tool for preventing Hospital Acquired Infections. It’s also more sustainable with no consumables making it about a fifth of the total cost of ownership of conventional thermometers.”

LEARN MORE

HEALTH SERVICE EXECUTIVE

over the last 15 years or so," Curley says.

"Ireland didn't do that, even though that was the intention. What we propose instead is moving to a healthcare system that, instead of being paper-based and presence-based around acute hospitals, is mainly home and community-based, is proactive, predictive, mobile and cloud-enabled, leveraging opensource where possible.”

Curley says there is a real opportunity for Ireland to lead in this space. "We have this really unique point in time where we have all these disruptive technologies available in the cloud-like machine learning and the Internet of Things, that enable us to do things that weren't possible five years ago."

One example of this is remote monitoring via pulse oximeters and apps, which they deployed during the pandemic. This led to an innovative platform for remote respiratory management developed in a 'Living Lab', which today has 850 patients with chronic respiratory conditions being monitored remotely while they're at home.

"A Living Lab is where a technology or solution is actually tested in context, in a clinical setting and quickly co-designed in an agile way. We have four phases of innovation: exploration, proof of concept if that's successful we move to demonstrator, proving the business value and clinical efficacy of a solution, and lastly, broad adoption," Curley explains.

"We try to develop a consistent innovation pathway, a place where good ideas and embryonic solutions can be generated and evaluated, and if we feel there's significant value, we can deploy these in a living lab."

Members of the government, industry, academia and patients or citizens themselves participate in these labs, with the benefit of utilising patients as 36

October 2021

co-innovators in the process, rather than treating them as research objects. "We're getting really good results," Curley says.

"We're able to speed up projects, and we're usually hitting all four elements of our quadruple aim - reduced costs, improved care, improved quality of life, and improved clinician experience."

The Digital Transformation and Innovation team has set up over thirty

HEALTH SERVICE EXECUTIVE

living labs across Ireland, for example a virtual rehab lab in Drogheda, an emergency general surgery living lab in Letterkenny hospital, and a distributed heart care at home lab working with patients with heart failure conditions. This lab, set up in conjunction with Centric Health and Roche is in the demonstrator phase. The early results are very promising - in a cohort of one hundred patients who

“ We think using this new digitalbased, home-based approach to healthcare can be transformation” MARTIN CURLEY

DIRECTOR OF THE DIGITAL ACADEMY AND OPEN INNOVATION, HEALTH SERVICE EXECUTIVE healthcareglobal.com

37

HEALTH SERVICE EXECUTIVE

“ We're trying to transform Ireland to go from being a digital laggard to a digital leader in five years” MARTIN CURLEY

DIRECTOR OF THE DIGITAL ACADEMY AND OPEN INNOVATION, HEALTH SERVICE EXECUTIVE

Telemedicine video on the move RedZinc constantly innovates in wearable video solutions for on-the-move video communications for the healthcare industry.

LEARN MORE

�

38

October 2021

TWITTER

YOUTUBE

HEALTH SERVICE EXECUTIVE

are being monitored remotely, thirty two early interventions have been made which have avoided the need for a hospitalisation.

In the near future, HSE hopes to roll out a solution called Vital Signs Automation, which will automate the process of collecting the observations nurses do to monitor vital signs. "This will also automatically compute something called an early warning score, which detects whether a patient is deteriorating so that an intervention can be made. We're testing it in a Living Lab in Cavan General Hospital, and the nurses really love it - it's transforming their role. It's eliminating much of the paperwork they have to do and giving them back more time for caring.”

Another solution called RespiraSense has also proven to be very effective, in this case for patients with COVID-19. RespiraSense wirelessly transmits a person's respiration rates while they're lying in bed, using innovative piezoelectric technology and advanced processing algorithms. "Historically, it has

been very difficult to actually measure the respiration rate of a patient; nurses monitor it subjectively. In a trial in one of our Living Labs, we found that 80% of nurses reported respiration rates were incorrect, so we were making care decisions based on information that wasn't quite right."

RespiraSense, which was co-introduced with PMD Solutions, gives accurate rates as well as a 12- hour notice if a patient is going to deteriorate, which has helped move people to the ICU quickly when needed. "Typically, it enables shorter lengths of stay and better results for the patient," Curley says. It helps identify to clinicians which patients might need more care in a busy ward.

PMD Solutions also helped them integrate RespiraSense into the vital signs solution, enabling all vital signs, including blood pressure, pulse oximetry, and respiration rates, to be automatically recorded. "We think this is a global first, that we could be the first hospital healthcareglobal.com

39

HEALTH SERVICE EXECUTIVE

system in the world that has automated respiration rates as the standard of care in our non-ICU wards."

Another key partner is Irish software-asa-service company RedZinc. HSE worked with RedZinc on a new video conferencing solution for St. James's Hospital, Ireland's largest teaching hospital and HSE’s mental health division. "It works very simply. The consultant that needs to speak to a patient sends them a text, the patient clicks on the text, and it immediately opens a secure two-way video conferencing solution. At the start of the COVID-19 pandemic we had the solution in place in a matter of weeks before we started to see some of the more mainstream solutions become adopted."

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October 2021

He attributes the speed at which they've been able to innovate to their partner ecosystem, which includes large companies, universities, policymakers and SMEs. The stakeholders work with an approach called Open Innovation 2.0. "Open Innovation has been around for a while," Curley explains. "It was popularised in 2003 by Henry Chesbrough. I had the privilege of working with the European Commission and leading a group focused on Open Innovation over the last nine years or so. We were tracking what was happening with Open Innovation and recognised a new paradigm has emerged: Open Innovation 2.0.”

"Where Open Innovation is a collaboration between two parties, Open Innovation 2.0 is a multi-party collaboration with many actors from different areas all coalesced around

HEALTH SERVICE EXECUTIVE

a shared vision. Through working together based on a shared vision, we're able to deliver far greater impacts than we could if we just innovated on our own. We've worked with a pipeline of around 15 different SMEs to co-innovate solutions in the last year alone."

One company that mobilised really quickly was Trimedica, which created the TRITEMP thermometer. This uses infrared technology to measure the temperature of a patient and requires no contact - it can even be used while a patient is sleeping without needing to wake them up. "This was also very important in terms of COVID-19 when we knew very little about the disease. The limited contact between the clinician and the patient reduces the risk of COVID-19 spreading, so it's very beneficial."

Curley adds that another benefit that is often an afterthought is the total cost of medical equipment or medical devices, which in the case of TRITEMP is around a fifth of a conventional device because it doesn't have disposable parts. "It's a very sustainable solution. Once we identified this solution, TRITEMP had shipped hundreds of these devices to us within a couple of days, and they were deployed immediately by public health nurses going out to people's homes and in our hospitals."

The overarching aim of building HSE's digital capacity to transform healthcare is to improve the lives of patients, as well as those of the clinicians. "Ultimately, if we're successful, Ireland will be a really healthy society. The focus of the healthcare system will move from recovering from illness to maintaining wellness. We'll use techniques like social prescribing rather than always prescribing pills as the solution. It will be a proactive, predictive system and is based primarily in the home and community - we will still have acute hospitals, but they will be highly digitised.

"We think using this new digital-based, home-based approach to healthcare can be transformational," Curley adds.

"Every healthcare system in the world is struggling and has budget and service challenges. We think we can provide a design pattern for other health systems to copy. Most importantly, we hope patient experiences and outcomes will be better, clinician experiences and outcomes will be better, and people will live longer and more fulfilling lives."

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HOSPITALS

THE DIGITAL WORKFORCE AND THE NHS We take a look at how a digital workforce operates within a busy NHS Trust.

WRITTEN BY: LEILA HAWKINS

J

ames Paget University Hospital NHS Foundation Trust, based in the resort town of Gorleston on Sea, Norfolk, is the UK’s most easterly hospital, serving one of the country’s fastest aging demographics. The Trust employs in excess of 4,000 staff making them one of the largest employers in the area; and since 2010 has been developing a Digital Workforce Team supported by electronic rostering and people management software created by global tech company Allocate.

In 2010, the Trust first introduced electronic roster software called eRoster to organise nursing off-duty rotas. This includes arranging cover for nurses' consecutive days off, while taking into account complex skill mixes, a fair share of weekends, and when to assign early and late shifts.

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October 2021

Fast forward to 2021 and the Digital Workforce Team has rolled out eRoster to all 4,000 staff – including doctors, allied health professionals and even housekeepers.

Temporary or Bank Staff use the system to view and book available Bank work and the eRoster system now interfaces for payroll, pulling data for unsocial and overtime enhancement pay straight from staff’s rosters into the Oracle- based database system ESR (Electronic Staff Record).

For doctors and medical staff, the Digital Workforce Team has gone one step further and supported their use of eJob Plan. eJob Plan, developed by Zircadian (a subsidiary of Allocate), enables the hospital’s divisional specialties, from Cardiology, Urology and Orthopaedics, to create personalised, activity-based job plans for each doctor.

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“One of the biggest lessons learnt from COVID-19 is how we look after our staff” LAURA GREEN

PROJECT MANAGER, SENIOR WORKFORCE

But the James Paget University Hospital isn’t alone – electronic job planning software is currently used by more than 70 NHS Trusts.

As a result, workforce deployment across the hospital is now far more streamlined and managed by a single platform, end to end.

Deborah Chapman, Assistant Director, Digital Workforce said “All the systems we procure and implement have to interface – having a two or three tier process utilising different systems that don’t interface is labour intensive and complicated for the team who have to manage them.

"Clinical staff especially are incredibly busy, and logging into multiple systems for different reasons is time consuming – having joined up systems helps support smarter ways of working."

There is of course a time saving element to having digital systems rather than paper-based ones. "It gives a real time staffing picture, which is invariably much more streamlined than if it was on pieces of paper or spreadsheets around the organisation, which ultimately releases clinical time to care and allows our clinical staff to focus on patients” healthcareglobal.com

45

HOSPITALS

"When we had to redeploy staff during the pandemic internally and to the regional surge centre, it meant we had a single, real time picture of what staffing looked like on the ground which also supported operational decision making”.

This real time workforce intelligence also helps the trust be more efficient on a day-to-day basis. "The real time eRoster system has improved visibility - not with a big brother focus, but as a hospital we can see at a glance who is available to call in an emergency when needed. We can ensure we have the right person, with the right skills, in the right place at the right time."

However digitising the workforce has come with challenges too. Laura Green, Senior Workforce Project Manager, cites fear of change as one issue, along with staff simply not wanting the visibility.

Another challenge has been ensuring they engage staff who are nervous about new technology.

To do this the Digital Workforce Team provides plenty of support. "The team has grown from two eRoster administrators, to a whole Digital Workforce Team of 17 with extensive reach and influence. We run regular drop in sessions, new user training sessions and provide call centre type customer service to 4000 people now”.

Just as important has been how the team has implemented each new software platform. When it comes to implementing something new or engaging a new staff group, the team uses plans that work best for the Trust.

"We don’t follow any particular project methodology, but put implementation, mobilisation, readiness and training plans in place that work to the strengths in our team”.

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October 2021

“ Having joined up systems helps support smarter ways of working” DEBORAH CHAPMAN

ASSISTANT DIRECTOR, DIGITAL WORKFORCE

Looking ahead, Green says that digital workforce platforms and software will come into sharper focus, especially in light of the pandemic. "From a healthcare point of view, one of the biggest lessons learnt from COVID-19 is how we look after our staff when we're asking so much from them" she said.

The JPUH, a brief history James Paget University Hospital NHS Foundation Trust is named after the 19th century surgeon James Paget, well respected for his studies of a progressive bone disorder now known as Paget’s Disease of the bone.

The James Paget Hospital opened in 1982, and it became a Foundation Trust in 2006, enabling it to involve staff and local people (ie the Trust) in decisions about services.

Today the James Paget University Hospital has around 500 inpatient beds; a mix of critical, intensive and high dependency care, as well as general surgery, maternity, paediatrics and neonatal, and escalation beds used when there is high demand. The hospital can also provide specialised services ​such as a hyperbaric chamber for ventilating and monitoring critically ill patients while they receive hyperbaric oxygen therapy

healthcareglobal.com

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HOSPITALS

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October 2021

HOSPITALS

“With eRoster we ensure we have the right person, with the right skills, in the right place at the right time” DEBORAH CHAPMAN

ASSISTANT DIRECTOR, DIGITAL WORKFORCE

"We are hearing a lot about burn out, flexible working and ensuring our staff have adequate rest. All of this needs to be looked at as a whole organisation, and having the visibility that comes from digital workforce deployment software can support this."

James Paget University Hospital NHS Foundation Trust is named after the 19th century surgeon James Paget, well respected for his studies of a progressive bone disorder now known as Paget’s Disease of the bone. healthcareglobal.com

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UK GOVERNMENT

UK GOVERNMENT: SAVING LIVES WITH NHS

TEST & TRACE WRITTEN BY: SCOTT BIRCH

50

October 2021

PRODUCED BY: GLEN WHITE

UK GOVERNMENT

healthcareglobal.com

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UK GOVERNMENT

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October 2021

UK GOVERNMENT

Jacqui Rock, Chief Commercial Officer for

NHS Test & Trace for UK Government, on leading the response that’s winning the digital war against COVID-19

A

Jacqui Rock CCO for NHS Test & Trace

ll the executives that feature in the pages of this magazine have earned their place through hard work, dedication, and a huge dose of the X Factor. That said, you’d be hard pressed to meet anyone with more personality, drive and passion for service than Jacqui Rock.

Officially designated Chief Commercial Officer for NHS Test & Trace for the UK Government, she is simply the person you turn to in an hour of need. Someone who Gets Stuff Done. Just the person, in fact, to help the UK in its fight against COVID-19.

This sense of duty is something that has stayed with Jacqui throughout her distinguished career.

“I would work all day on the trading floor then go out and put on a police uniform,” recalls Jacqui. “I have always felt a strong desire to give something back and make a difference. We write our legacy every day and, in the words of Heather Small, ‘what have you done today to make you feel proud?” healthcareglobal.com

53

THE EXCEPTIONAL EVERY DAY Proud to support the UK Government to help Britain get Back to Business

MITIE COVID-19 CHECKLIST ASSURED

Mitie: Frontline Heroes in the COVID-19 Response MITIE COVID-19 CHECKLIST ASSURED

Mitie, a key partner in the UK government’s COVID-19 testing programme, is also supporting businesses to return to the workplace safely and seamlessly.

Most adults in the UK will have been impacted by the vital work carried out by thousands of Mitie colleagues in the past 18 months. As the UK’s leading facilities management company, Mitie is a key supplier to the UK government’s COVID-19 testing programme, and has played a pivotal role in helping communities monitor and control coronavirus infections.

“We have more than 11,000 Mitie colleagues working in our test centres across the length and breadth of the UK, and 65,000 colleagues in total on the frontline” says Simon Venn, Chief Government and Strategy Officer, Mitie. “We call them our frontline heroes, and they’re delivering everything from cleaning and clinical waste management, to security and intelligence services.”

Mitie is already running more than 138 test centres but that figure is expanding to 175 regional and local fixed testing centres in the coming months, alongside a further 105 mobile testing units across Great Britain. “It’s a huge capability,” Venn says. “And now that lockdown restrictions have eased and we enter a new phase of the pandemic, we stand ready to support local communities as and when they need to respond to potential outbreaks.”

Alongside infrastructure and boots-on-the-ground services, that also means intelligence. Mitie leverages AI and ML technology to analyse a variety of data streams to predict spikes and outbreaks at both the micro and macro level. “Horizon scanning is a key component of our ability,” Venn says. The company also tracks developments in other countries such as Israel, which shares many parallels with the UK’s situation.

“That puts us in the best possible position to act proactively,” Venn says. “Everything we do has a scientific thread running through it. Cleaning, for example, is no longer about mops and buckets. It’s about nanotechnologies, sprays that leave antibacterial films on surfaces, and UVC air handling technologies that kill airborne pathogens. It’s this underlying science that gives us a real edge when it comes to turning the tide on the pandemic.”

As the economy reopens, Mitie is extending its expertise and support to the business community. “We’re really proud to share our expertise, to help get Britain back to business as quickly and as safely as possible,” Venn says. Mitie’s research shows that more than half of British employees working from home say they are ready to return to the office, but a third are concerned that their office’s aren’t COVID secure.

“In that vein, we've created a comprehensive guide called Getting Britain Back to Business, to help companies prepare for a safe and seamless return to the workplace and our guide is all about facilitating that.”

“Many of us have experienced working from home, and the one thing that the pandemic has proved is that it is possible to do so,” Venn explains. “But it's also highlighted how difficult it is to build genuine social rapport. That's where you really need that face-toface time with your colleagues.”

The Mitie COVID-19 Checklist Assured mark takes that one step further. “This is really about us working in genuine collaboration and partnership with our customers. It’s been developed based on our experience of creating and managing efficient workplaces, as well as leading organisations through the current pandemic,” Venn says. “For me, to be declared Mitie COVID-19 Checklist Assured is a way for all of our customers to demonstrate that they've taken the strategic and responsible steps to provide a safe, secure workplace for all of their people."

Written by: Rhys Thomas

UK GOVERNMENT

UK Government: Saving lives with NHS Test & Trace

Jacqui worked for 30 years in the Financial Services industry where she held multiple executive positions with the likes of Credit Suisse, JP Morgan, Barclays and Bank of America Merrill Lynch.

She then followed her calling and joined the Ministry of Defence as director for the Defence Infrastructure organisation – where she was responsible for £4 billion annual investment across the whole military estate for the Army, Navy, Royal Air Force and Joint Forces Command.

“When the call went out across Government for a chief commercial officer, I felt compelled to stand up and be part of the solution,” says Jacqui. “I have never been a good observer, always wanting to be in the thick of it, and this was the most challenging situation our country and the world has faced for decades.”

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October 2021

“ I found myself managing the most complex delivery challenge across government” JACQUI ROCK

CCO FOR NHS TEST & TRACE, UK GOVERNMENT

NHS (National Health Service) Test & Trace was established in May 2020 as a government-funded service in England, in response to the crisis to track and help prevent the spread of COVID-19. NHS Test & Trace forms a central part of the country’s recovery strategy, which seeks to return life to as close to normal as possible, for as many people as possible, in a way that is safe and protects the NHS and social care.

UK GOVERNMENT

EXECUTIVE BIO JACQUI ROCK TITLE: CHIEF COMMERCIAL OFFICER FOR NHS TEST & TRACE COMPANY: UK GOVERNMENT Jacqui Rock is the Chief Commercial Officer for NHS Test & Trace.

She is a member of the NHS Test & Trace Executive Team of trusted directors in the Government’s strategic defence against COVID-19. She is the driving force behind dynamic and rapid innovation and technology development in the supply chain.

Jacqui is formerly director for the Defence Infrastructure Organisation at the Ministry of Defence: where she was responsible for £4bn annual investment across the UK and Overseas Defence estate with a total value of £35bn. She led delivery on hard & soft FM, construction projects and major programmes across the full military estate for the Army, Navy, Royal Air Force and Joint Forces Command.

Jacqui is a member of the Cabinet Office Commercial Function and joined the UK government after 30 years in the Financial Services industry where she held multiple Executive positions in companies including: Credit Suisse, JP Morgan, Barclays and Bank of America Merrill Lynch.

Previous positions included International Chief Procurement Officer for Bank of America Merrill Lynch, where her passion and leadership style delivered procurement and risk management for US$22bn of spend

across 42 countries.

As an experienced Commercial Executive, Jacqui brings subject matter expertise, an extensive global network and a proven track record of complex start-ups and transformation delivery.

healthcareglobal.com

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Brighter Together Baringa Partners is an independent business and technology consultancy. We help businesses and governments run more effectively, navigate industry shifts and reach new markets. We use our industry insights, ideas and pragmatism to help each client improve their business. Collaboration is central to our strategy and culture ensuring we attract the brightest and the best. And it’s why clients love working with us.

Baringa. Brighter Together.

Baringa: Defining the COVID-19 Response Ecosystem Baringa has been instrumental in defining and establishing the ecosystem and supply chain that underpins NHS Test and Trace and the UK’s vaccination programme Baringa has served at the forefront of the UK’s COVID-19 response since the outset. Teams led by Sarah Ashley, Government Partner, and John Calder, Partner and Practice Lead for Supply Chain and Procurement, have been instrumental in the past 18 months.

As a commercial partner to NHS Test and Trace, Sarah Ashley, worked early on with Jacqui Rock, CCO, NHS Test and Trace, “building the pipeline, working with different suppliers, and putting in place the commercial agreements that have allowed Test and Trace to deliver”. That involved providing commercial assurance for over £1bn in spend, engaging with 150+ suppliers, negotiating rates, working with business owners to challenge requirements, and executing 300+ contracts, Ashley explains. “This has resulted in multimillion pound savings for NHS Test and Trace.”

It is a high-pressure, high-stakes environment, and one in

which Baringa’s most senior teams drew upon all their experience to deliver the required outcome. “What you don’t want is teams of consultants writing decks all day,” Ashley says. “Our clients needed experienced people to have conversations with them as peers, to define the risks, the knock-on impacts, and the logical next best step. That’s why we’ve been successful.”

In the UK’s vaccination programme, Baringa was integral in establishing and rapidly scaling a supply chain at a pace. “Today, more than sixty million vaccinations have been delivered and 75+% of all adults in the UK have received both vaccinations,” Calder says. “The supply chain has been a key contributor to that. It has stood up to all the challenges thrown at it, delivered 99% on time, and all with minimal damage or loss of the precious vaccine, which has been a key part of the mandate.”

As the efforts to combat COVID-19 evolves, so too will Baringa’s involvement. “It’s really important for us to hand over and not do these roles forever,” says Ashley, who has placed great emphasis on building resilient processes and frameworks. “Handing back to the whole health ecosystem is vital,” adds Calder. “We’re building a legacy, and making sure that when the consulting engagements end, we’ve transitioned to an up-skilled client team to run this going forward.”

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UK GOVERNMENT

“In July 2020, we set out the plan for NHS Test & Trace to take us through summer and into winter,” says Jacqui. “When the Test & Trace service began, we were still learning about the virus. We did not fully know how prevalent COVID-19 was, or the number of people who had the virus but did not display symptoms.

“To help stop the virus, we stood up an integrated system at extraordinary speed so we could test at scale and trace the contacts of people who tested positive to advise them to self-isolate. We also created the Joint Biosecurity Centre which, with public health England, the Office for National Statistics and analysts from across government and academia, has deepened our understanding of the progress of the virus, allowing us to intervene early and with evidence.”

As with any effort of this scale, it was essential that the UK Government drew on both public and private sector expertise and experience to try to deliver an app that would meet the unprecedented needs of the pandemic response.

The NHS COVID-19 app was launched in September 2020 and is currently the second most downloaded exposure notification app in the world.

“This was made possible by working in partnership with others,” says Jacqui. “We were striving to be ‘teams of teams’ made up of local authorities and Directors of Public Health, the NHS, Public Health England, public, private and not-for-profit sector partners and the devolved administrations [the Scottish Government, Welsh Government, Northern Ireland Executive].

It is thanks to them that as a country, we have made such unprecedented strides in developing our testing and contact tracing capacity and systems.”

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October 2021

UK GOVERNMENT

“ I am immensely proud of the work and achievement of Test & Trace and being part of the COVID response team. We often remind each other when it gets tough that this is something you can be proud of for life” JACQUI ROCK

CCO FOR NHS TEST & TRACE, UK GOVERNMENT

The stats are staggering. By May 2021, the first anniversary of NHS Test & Trace being established, it had achieved: • 5 million lateral flow test provided a week • 92 million PCR tests conducted • 1 million+ antibody test kits delivered • 22.2 million app downloads • 180 million+ tests carried out across the UK • 3.9 million positive cases identified (as of 2 June 2021) • 87% of cases traced and asked to provide close contacts • 82% of close contacts identified reached and asked to self-isolate • 1,390 asymptomatic and 1,100 symptomatic testing sites • 600,000 PCR tests conducted a day Many of those 180 million tests were conducted at 1,200 test sites. Within two weeks, 14,000 staff were hired to establish contact tracing – the largest call centre in UK history. Lighthouse Labs across the UK now process more than 2 million tests per day. healthcareglobal.com

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Start your transformation today Allison Ford-Langstaff Managing Partner

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Testing times for 4C Associates Executives from 4C Associates explain how they worked as a team to support the NHS Test & Trace efforts to combat COVID-19.

When the call went out to support NHS

“There was no precedent, there was

Test & Trace in the UK’s hour of need

no infrastructure and the only thing

as it prepared to combat COVID-19,

certain is uncertainty. And this is where

procurement and supply chain experts

our knowledge of transformations

4C Associates were the natural choice.

really came to the fore. The ability to

With more than 20 years of international experience and extensive knowledge to draw on, coupled with the latest technological innovations and processes, 4C were able to provide a transformative, sustainable solution.

“Our focus is procurement and supply chain, that is where our deepest expertise lies,” says 4C Managing Partner Allison Ford-Langstaff.

deal with ambiguity is something we consider to be a real strength of ours.”

Ford-Langstaff says she feels immensely proud to have been part of this mission and how the entire 4C Associates team have worked together in incredibly difficult circumstances.

“We have to remember that we are people dealing with people in a very, very difficult time,” says Ford-Langstaff.

“When we were first contacted by NHS

“Any of us sitting in our rocking chairs,

Test & Trace it was a couple of months

looking back on our lives and telling

after the pandemic started and we were

tales of our times, we will be able to

asked to deliver their procurement

bring out the scrapbook and show

agenda and deliver to the mission –

our grandchildren all the amazing

to control the spread of COVID-19.”

things that we’ve achieved.”

Learn more

UK GOVERNMENT

With the world clamouring for solutions to combat COVID-19, and an ever-changing, uncertain landscape, the procurement and commercial challenges Jacqui and her team faced were immense.

They had to establish effective commercial support, a robust commercial function and a sustainable Commercial Operating Model in a matter of weeks.

Flexible contracting and speed of commercial delivery was vital to support an emergency response organisation and enable protection of public health.

“I found myself managing the most complex delivery challenge across government,” recalls Jacqui. “We created a new organisation without systems infrastructure and domain experience to deliver at scale which procured more than

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64

October 2021

UK GOVERNMENT

“ We used a modern, 21st-century solution to connect with a modern public in a way that resonated and was easy for all to use” JACQUI ROCK

CCO FOR NHS TEST & TRACE, UK GOVERNMENT

1,000 contracts across 600 suppliers in three months – and all of this was done remotely as it was during lockdown.

“We created a volatile demand with a short window of confidence where we faced supplier resistance to deliver without committed growth. I could write a book on the procurement and commercial challenges, but we stayed focused on the mission and executing the appropriate government commercial governance to deliver a service that is compliant and auditable.”

Like so many responses to the pandemic, NHS Test & Trace was reliant on digital solutions beyond the development of a user-friendly app. From the supply chain solutions that manage the provision of tests to the lab systems that manage the analysis, to the test digital reporting systems, contact tracing systems and data analytics platforms – all underpinned by cloud platforms.

However, it is the app, Jacqui believes, that made the most significant contribution and demonstrated the power of digital.

“We used a modern, 21st-century solution to connect with a modern public

Rock Salutes Suppliers “There was an army of more than 50,000 people delivering NHS Test & Trace services (including the Army).

Suppliers made valuable and innovative contributions towards the delivery of the pandemic response. They delivered multiple service, capabilities, tech and manufacturing solutions including test sites, labs, contact tracing, building the app, executing community testing, workforce and schools testing, and new testing technology.

“Our suppliers acted in an outstanding way, bringing ideas and innovation to the table. It was a joint effort and the best example of supplier collaboration and engagement I have ever witnessed.”

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in a way that resonated and was easy for all to use,” she says. “At its peak, the digital solutions were processing 300 test results per second.

“We worked closely with Google and Apple, scientists within the Alan Turing Institute and Oxford University, medical experts, privacy groups, at-risk communities, and teams in countries across the world to bring a state-of-the-art testing and contact tracing product to market that is safe, simple to use, and secure.

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October 2021

“ When the call went out across Government for a chief commercial officer, I felt compelled to stand up and be part of the solution” JACQUI ROCK

CCO FOR NHS TEST & TRACE, UK GOVERNMENT

UK GOVERNMENT

“We will continue to work closely with academia and the science industry across the world. This was a global pandemic and needed a global response.”

It’s fair to say that when Jacqui began her role in NHS Test & Trace, it was a crisis response unit. There was no end-to-end process, no operating model and no team.

They started from scratch and had to scale activities to contain the virus and then test the entire UK population. This already pressurised situation was magnified by constant pressure and scrutiny.

“We have been under relentless scrutiny from the media, audit committees and legal challenges,” says Jacqui, “but we knew that what we were delivering was the roadmap out of lockdown and we were saving lives.

“I am immensely proud of the work and achievement of Test & Trace and being part of the COVID response team. We often remind each other when it gets tough that this is something you can be proud of for life.”

healthcareglobal.com

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DIGITAL HEALTH

Places Leisure: Making a difference locally 68

October 2021

DIGITAL HEALTH

CEO of Places Leisure Paul McPartlan tells us about shifting to digital services and making a difference in local communities

WRITTEN BY: LEILA HAWKINS

P

aul McPartlan is the Chief Executive at Places Leisure, a provider of leisure and fitness facilities in England and Wales that works with local authorities to deliver services that benefit local communities. "We're on the social enterprise side of things" McPartlan explains.

"Our main aim is to create what we describe as non-intimidating, localised family activities. We cater for the entire family, and we want facilities to be accessible."

The company's leisure centres had to close their doors for nine months during the COVID-19 pandemic, but fortunately Places Leisure had already begun a shift to providing services digitally. "Like many others will say, COVID accelerated that journey for us, so what would have taken us five years, we did in five - 12 months" McPartlan says. "There was always a strategic focus on engagement outside of the physical setting.

"What's interesting is that If you did anything virtual prior to the pandemic, it was seen as a cost-cutting exercise.

Virtual classes for example were seen as an inferior product. But certainly since the initial lockdown people are consuming their content in a different way, and now they want it either physically on the site, at home, or sometimes even on the move. We needed a digital platform that gave us ease of use, speed, and the flexibility to be able to do those three different things, as well as healthcareglobal.com

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DIGITAL HEALTH

“ We think our COVID Recovery Programme is going to have quite a significant social impact” PAUL MCPARTLAN CEO, PLACES LEISURE

making it accessible 24 hours a day, so some of that content would be live streamed, while some of it is pre-recorded."

In the last few months there has been more of a push towards live streaming.

"Because capacity constraints have now been lifted, if you can't get to your 7 o'clock class, a live stream lets you feel as though you're part of the class, see everybody there and see the instructor, and do it from your living room. That is proving to be incredibly popular."

McPartlan says that the addition of their digital offering has been beneficial to both customers and the business. "It increases the customer experience, which in turn will improve retention and smooths the acquisition pathway for new members as well. And that's not just in terms of content, it's also about the ability for people to join and make purchases online. That whole digital experience of engaging with either existing members or new members is absolutely paramount."

Another new service is their COVID Recovery Programme, designed to provide therapy and rehabilitation to people who are affected by Long COVID. This launched in August 2021 across 58 of Places Leisure's locations, which represents roughly half of all their total sites, with a view to extending it to the rest of the business after an initial trial period.

With funding from charitable foundations including Travis Perkins, and accredited through fitness trainers CAWS, Places Leisure has worked with the University of Sheffield on the programme, which offers 16 hours of 1-1- support with a fitness coach, consultations on lifestyle and nutritional advice available digitally and in person, and up to 12 months of support - Places Leisure's longest ever health programme. healthcareglobal.com

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DIGITAL HEALTH

It will be available free of charge, through doctor referrals and self-referrals too. "We think it's going to have quite a significant social impact" McPartlan says. "There are about 5.8 million confirmed cases of Long COVID in the UK to date. We're working very closely with the clinical commissioning groups (CCGs) to ensure that we're targeting the communities that really need it."

Another scheme they are trialling, this time in the city of Sheffield, will provide children with free swimming lessons.

McPartlan explains this follows footballer Marcus Rashford's campaign for children to 72

October 2021

“ The whole digital experience of engaging with either existing members or new members is absolutely paramount” PAUL MCPARTLAN CEO, PLACES LEISURE

DIGITAL HEALTH

UK leisure centres by the numbers • 7,200 gyms and leisure centres • 2,100 funded by local authorities • 10.4 million people had memberships before the pandemic • £1 billion spent by local authorities each year on sport, leisure and green spaces

receive free school meals, which caused the UK government to u-turn after voting against it. "All children that are entitled to free school meals will get free swimming lessons. We think that's something which will really gain traction and fits perfectly with our social enterprise model. The latest estimate is something like 1.2 million children will leave primary school now unable to swim, exacerbated by the pandemic.

The COVID recovery programme is very similar in regards to ensuring that we're actually trying to make a difference locally, and socially."

Places Leisure already works closely with CCGs and doctor's practices on programmes

Paul McPartlan TITLE: CEO COMPANY: PLACES LEISURE INDUSTRY: WELLNESS & FITNESS Paul McPartlan's career has mostly revolved around healthcare. He joined Places Leisure in August 2020, after working as National Operations Director for Nuffield Health, where he was responsible for 31 hospitals and over 300 fitness and wellbeing sites.

Before that he was UK Managing Director for GenesisCare and a Hospital Director for private healthcare provider BMI Healthcare.

for smoking cessation, obesity and weight management. "These are prescribed programmes where we contract with the CCG to deliver outcomes. I think with Long COVID it will move into a recorded outcome measure type of activity.

In the future McPartlan sees the role of community leisure services changing to work even more closely with local healthcare providers. "I think we'll have a new model which will be broader than the old traditional model of, here's a gym with a swimming pool, here are some classes, we open our doors, we encourage people to join, we get paid for that and then we close the doors. I think we'll move into a broader healthcareglobal.com

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DIGITAL HEALTH

“ I think we'll move into a broader healthcare setting, ensuring the data we're collecting can be turned into recorded outcomes” PAUL MCPARTLAN CEO, PLACES LEISURE

healthcare setting, partnering with CCGs, doctors' practices and local care providers, and I think we'll move towards a payment by results model, which will ensure that the data we're collecting can be turned into recorded outcomes."

This would be similar to PROMS, the national Patient Reported Outcome Measures programme which has been running since 2009. "We will need to show that as a provider we can make a difference. Interestingly, we are launching a scheme like this in Sheffield again, which has a really forward-thinking local authority. They want to have an impact on child obesity, so we'll be running schemes which will ensure children are active after school and at weekends, which is our bread and butter. The programme broadens from being just physical delivery to covering diet, nutrition, sleep and mental health, and we're partnering with a couple of other organisations to deliver it. If we make no impact, then we won't get paid or will get paid at baseline.

But we'll get paid incentives if we can make a difference."

"I think that payment by results and recorded outcome measures are the two indicators that will start to really form the future of leisure service delivery in the UK" he adds. "We were slowly moving in that direction but like everything else COVID19 has highlighted that the need is there.

Deprivation in certain parts of the country is absolutely there and the data is screaming out for us to do something about it.

"We complain about how dreadful COVID has been, but it has given a lot of industries the kick they probably needed to accelerate some of these things and to be more joined up. Some will take time to move, and this is a monumental culture shift, but it is slowly becoming unstoppable in terms of where it is heading." healthcareglobal.com

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QIAGEN

Prevention HEADLINE is better than cure WRITTEN BY: JANET BRICE PRODUCED BY: BEN MALTBY

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How QIAGEN’s cybersecurity expert is working to stay one step ahead of cyber attackers

P

revention is better than cure. Today, this old adage not only applies to health but also to the welfare of successful organisations like biotech pioneer QIAGEN which is placing cybersecurity under the microscope and top of its agenda.

This invisible threat landscape, which is growing exponentially, means the role of Dr Daniel Schatz, Chief Information Security Officer of QIAGEN, is more important than ever as he works to protect the assets of the global provider.

German-based QIAGEN offers “sample to insight solutions” that unlock molecular insights encoded in the building blocks of life - working with more than 500,000 clients and are currently focusing on rapid tests to stay one step ahead of COVID-19 and using trace RNA evidence to solve crimes.

As we sit down to talk to Schatz from his office near Dusseldorf, he admits the role of cybersecurity experts has historically been low-key but this looks set to change. “The threat landscape has definitely evolved in the past years. Attackers are ruthless and will take advantage of any oversight.”

The analogy of an ancient Chinese doctor who was paid to keep a person well and did not receive any money if they became sick, springs to mind as the role of today’s CISO in global companies are now in the spotlight following high-profile cyber attacks on both the Colonial Pipeline, which supplies 45% of the US East Coast’s fuel and JBS Foods, the world’s largest meat supplier.

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QIAGEN

Dr Daniel Schatz, Chief Information Security Officer, QIAGEN

QIAGEN

5,700+

employees at QIAGEN

35

35 locations worldwide

500,000

customers around the world in molecular diagnostic and life sciences

500

core products from kits, instruments and bioinformatics

Schatz discusses how he works to protect QIAGEN from “opportunist” attacks, the impact of the COVID-19 pandemic on cybersecurity, how he works with his peers at Health-ISAC to collectively prevent breaches, and the importance of their ecosystem of key partners which include Tata Consultancy Services (TCS).

“I’m responsible for the information security risk management programme at QIAGEN. My role is to protect the organisation from cyber attacks and ensure information 80

October 2021

and digital risks are appropriately managed across the board. We started a bit later with our security journey, so our focus is on building the capabilities needed to protect the organisation today and in the future.”

Clear and present danger The clear and present danger of a cyber attack is never far from the mind of Schatz who joined QIAGEN two years ago from a previous role at the international news agency Thomas Reuters - another

QIAGEN

DR DANIEL SCHATZ TITLE: CHIEF INFORMATION SECURITY OFFICER INDUSTRY: BIOTECHNOLOGY LOCATION: GERMANY

organisation renowned for its sensitive data.

“As a CISO we tend to have a low profile but if things suddenly go wrong we become the most crucial person in the organisation.

“Attacks are increasing, which is little surprise considering how quickly organised cyber-criminals are improving their craft. A few years ago it was all very basic. You could buy basic malware packages and later on you could rent some basic botnets. We used to say in cyber-security – you don’t need to outrun the bear, you just need to outrun the

EXECUTIVE BIO

Dr Daniel Schatz is responsible for QIAGEN’s global Information Security program.

Previously, he was the CISO for DAZN, Perform Group, and led the global Threat & Vulnerability Management program for Thomson Reuters.

He is a Chartered Security Professional (CSyP), a Chartered Institute of Information Security member, and holds qualifications including CISSP, CISM, CIPP/E, CIPM, CCSK, ISO27001 LA/LI. He received his MSc in Information Security & Computer Forensics from the University of East London, where he also completed his PhD focusing on the Economics of Information Security. He was one of the organisers of the popular Security Bsides London conference.

When cyber resilience and business growth can go hand-in-hand With TCS as its strategic partner on its transformation journey, QIAGEN was assured of a safe and secure cyber environment, allowing its employees to focus on delivering business growth and “making improvements in life possible”.

https://www.tcs.com/life-sciences-healthcare Click here to learn more.

TCS: Fortifying QIAGEN with Zero Trust framework Cyber Resilience should be the backbone of operations as we navigate the invisible threat landscape, say experts at Tata Consultancy Services (TCS) Tata Consultancy Service’s (TCS) partnership with QIAGEN ushered a state-of-the-art e-commerce platform, keeping the core IT infrastructure and enterprise application stable. It went much beyond and transformed the QIAGEN’s Global Research Platform, while ensuring the organisation is cyber resilient.

As a strategic partner, TCS is supporting QIAGEN, achieving its organisational purpose, using innovation and knowledge to deliver long-term value.

“It is paramount that cybersecurity is the backbone of any organisation today,” said Ravi Ranjan Kumar, TCS Client Partner, Life Sciences.

Vikas Choudhary, Head of Cyber Security, Europe said: “Our aim is to secure, protect and ensure our customers are resilient.”

TCS has focused on four engagements to guard against cybercrime: • • • •

24x7 Cyber defence Operations Vulnerability Management Rapid security threats containment through Orchestration and automated response Securing privileged accounts using Privileged Access Management Solution

“We prioritized threats for rapid containment through Security Orchestration and Automation Response” said Choudhary.

Organisation Security priorities must include Cyber hygiene in digital environment, Adoption of Zero Trust approach, Automated Vulnerability Remediation and, Secure by design digital transformation.

Keys to your kingdom “Our focus, as a strategic partner, is to make QIAGEN secure from cyberattacks, so that QIAGEN can focus on business growth and “making improvements in life possible” Kumar pointed out.

To prevent remote working opening new doors for cyberattacks, we implemented a Privileged Access Management Solution powered by TCS Cyber Defense IdentiFence™, within six months, says Choudhary.

Dr Daniel Schatz, Chief Information Security Officer at QIAGEN said: “Our long-standing partnership with TCS enabled us to transform the QIAGEN security function with highly skilled experts, services, products and alliance partners ecosystems”.

Click here to learn more.

QIAGEN

person next to you. But today, you have to outrun several bears.”

This is the stark reality of working to protect the biotech company which is not only fighting against COVID-19 but also works on crime scenes to unlock DNA. One of the most notable cases being the OJ Simpson trial. As the world leader in such fields as ultrapure DNA and RNA extraction, processing and analysis, QIAGEN dwarfs its nearest competitors.

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Health ISAC, (Health Information Sharing and Analysis Center), is a global, non-profit, member-driven organisation offering healthcare stakeholders a trusted community and forum for coordinating, collaborating, and sharing vital physical and cyber threat intelligence and best practices with each other.

Health-ISAC is a trusted community of critical infrastructure owners and operators within the Healthcare and Public Health sector (HPH).

DID YOU KNOW...

Opportunistic attacks For an organisation that strives to provide its customers with the tools and services needed to get valuable insights from samples and supports pharmaceutical development during a global pandemic, you have to ask the question: Why does anyone want to target an organisation working in this humanitarian field?

According to Schatz, they are mostly opportunistic but the cyber attackers tend to target the same industry until they are successful which is one of the reasons they have got together with Health-ISAC, a health information sharing, and analysis centre, to work together to try and avert future attacks.

“Attacks on QIAGEN will often be opportunistic in nature. If we expose

HOW HEALTH-ISAC IS FOCUSED ON THREAT ACTORS

The community is focused on sharing timely, actionable, and relevant information including intelligence on threats, incidents, and vulnerabilities that can include data such as indicators of compromise, tactics, techniques, and procedures (TTPs) of threat actors, advice and best practices, mitigation strategies, and other valuable material.

QIAGEN

QIAGEN: Prevention is better than cure

“The threat landscape has definitely evolved in the past years. Attackers are ruthless and will take advantage of any oversight” DR DANIEL SCHATZ

CHIEF INFORMATION SECURITY OFFICER, QIAGEN

weaknesses or look like an easy target, cybercriminals will try to monetise this regardless of what business you are in.

Today’s cybercriminals are not motivated by political agendas or activism, they simply look for their next big pay-out.

“In light of the pandemic, and the recent Colonial Pipeline incident, there are ransomware services who tighten their Terms & Conditions to try and keep their ‘Service’ to be used against hospitals or critical infrastructure, but this is unlikely to protect a company like ours. Also, there

is of course the question of how likely cybercriminals are to adhere to T&C’s.

“There are, of course, threat actors who target industries and organisations for other reasons. Through our involvement in industry peer groups, government relations, and information exchanges like the Health-ISAC we’re keeping a close eye on developments in this space.”

“Technology plays a big part in protecting QIAGEN, we try to understand where we are being exposed both internally and externally.

We use attack surface monitoring to healthcareglobal.com

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QUICK FIRE What do you consider to be the biggest cybersecurity threats in 2021/22?

I think the biggest cybersecurity threats in the next two years will be the rapid evolution of ransomware as a service and the professionalism of cybercriminals. Also, the long tail of the change and digital workforce as we are still not quite sure what kind of longterm implications this will have on digital risks.

What technologies are you most excited about in the future when it comes to enhancing cybersecurity for the science or crime arena?

I'm most excited about anything that helps us to automate our cybersecurity practices and operations. Anything that will help to respond to threats in realtime in the longer term. I'm also keen to see how machine learning or artificial intelligence may be able to help blue teams to defend their organisations and their crown jewels.

What is the most effective way to secure your data?

The most effective way to protect data is to understand what data you have, why you have it, why it is important to you, and what you need to do with it. Without understanding what data is good for, and who needs to actually interact with it, it’s really difficult to find the right balance, protecting that data without paying too much or too little for it.

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“As a CISO we tend to have a low profile but if things suddenly go wrong we become the most crucial person in the organisation” DR DANIEL SCHATZ

CHIEF INFORMATION SECURITY OFFICER, QIAGEN

understand where weaknesses are and what potential attackers see.”

Schatz said QIAGEN focuses on Microsoft Azure as their cloud of choice. “We make use of the functionalities and features that it offers to us for our services and we are quite happy with the increase of security controls that this cloud offers to us. We take advantage of the security benefits the shared responsibility model brings and the increasingly tight integration of Microsoft services in the cloud and on-premise. We're already improving our security controls for enterprise technology, accelerated and optimised the use of the security features.”

He pointed out they focus on understanding the cybersecurity risks of key partners and their potential impact on QIAGEN. “Just like we use attack surface monitoring to understand our own exposure, we utilise security scoring services to understand the external exposure of some of our key suppliers. This helps to identify issues or negative developments that may become an issue for us.”

Focus on the future Schatz said QIAGEN will refocus its efforts towards more security of products and services. “We will keep up-to-date with the threat landscape. We are well aware that ransomware continues to be a problem,

and this will continue due to the evolution from a very technical service to a very kind of white-glove approach. It makes it easy for any criminal to become a very capable cyber criminal without actually having any experience or any skills in this space. They outsource all of the difficult parts to people who already have done the difficult bits and have a pre-packaged service to sell. For us as defenders, it changes the equation.

“What do I mean by that? In the past we typically said you don't need to outrun the bear. You just need to outrun the person next to you, but that no longer holds true.

Nowadays, you are basically chased by several bears who compete to get you first.”

Power of partnership with TCS QIAGEN is currently working on its digital transformation with increasing pace towards digitalisation of products and transforming into a cloud-first organisation. As the digital journey to Industry 4.0 progresses, Schatz points out that this comes with additional security risks which is why they are collaborating with stakeholders and key partners, such as TCS, to manage the risks and help with information technology and security operations services.

“We were originally starting from a low maturity level which can be beneficial as you get a chance to take a fresh look healthcareglobal.com

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QIAGEN

at the problem space and take a different approach than you would have in the past.

What was a standard security solution five years ago may not be the most appropriate solution nowadays as the threat landscape has progressed and so should our thinking on how to protect our most important assets.

“We have brought in consulting partners to speed up and assist with optimising our investment in security technologies.

Complete assessment of our M365 security stack, then understand what our customers expect – both features but increasingly also security prioritised implementation of the most impactful security improvements.

“QIAGEN has a long-standing relationship with TCS who give us access to many highly skilled experts across various areas who are able to quickly scale up as needs arise. TCS is a trusted partner of ours and easy to work with due to our long relationship,” said Schatz .

Impact of the pandemic on cybersecurity Commenting on how the pandemic has impacted the work at QIAGEN with their “Sample to Insight” solutions, Schatz said: “The pandemic showed us the relevance of molecular testing in the research and healthcare value chains. QIAGEN played a crucial role in the first testing protocols.

“But the pandemic had a noticeable impact on QIAGEN in many ways. On one hand, demand for our COVID 19-related products and services increased sharply.

On the other hand, we were impacted by shortages of crucial materials to keep up with demand and a high percentage of our employees had to work remotely.

“Global demand outpaced what the entire industry could provide. As a critical supplier during the pandemic, our employees worked 88

October 2021

“Attacks are increasing, which is little surprise considering how quickly organised cybercriminals are improving their craft” DR DANIEL SCHATZ

CHIEF INFORMATION SECURITY OFFICER, QIAGEN

around the clock to develop new solutions and ramp up manufacturing of key products.

We collaborated with our suppliers, logistics partners, and customers to strengthen our supply chain. QIAGEN has utilised the additional revenues from our COVID19 testing kits and automation platforms to develop solutions that will be relevant beyond the pandemic.

“However, the traditional workplace dissolved so instead of having one office

QIAGEN

to protect, in the case of QIAGEN, you have about 5,000 sales and business staff to protect as everyone worked from home and you have a very little handle on what’s going on in those four walls. Work was already underway improving our security controls for enterprise technology, so we were at a good starting position. At QIAGEN, we are listening very carefully to what our customers and partners want and expect of us. From a security

perspective, we are working very closely with our business colleagues who talk to customers every day so we understand where our products and services need to go. Getting involved very early allows us to have risk conversations at the right stage that ultimately lead to a better and more secure product,” said Schatz.

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FEATURE HEADER TECHNOLOGY

Rangle: THE POWER OF SOFTWARE

INNOVATION Brendon Montgomery at Rangle explains the incredible potential of Software as a Medical Device (SaMD) technology.

WRITTEN BY: LEILA HAWKINS

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B

rendon Montgomery is the SVP for Global Business Development at Rangle, a Canadian software company with offices in Amsterdam, where Montgomery is based today. Rangle works with clients in a variety of industries, helping them to implement digital strategies.

"My job is quite interesting from a business development standpoint"he says. "My day-today includes spending time with healthcare and pharmaceutical companies, but also airlines, financial institutions, and technology organisations. My role is to help create a path for them to move from where they are today, to where they want to be."

Common challenges across these industries include developing capabilities so they can migrate to modern technologies, and managing a shift from websites to platforms and digital products. "This is not only universal across industries, but is universal around the world” Montgomery says.

In terms of healthcare specifically, he cites two broad areas for digital products and platforms: so-called companion applications, and medical devices.

"Companion applications are about tracking and monitoring wellbeing and the progress of a condition. A lot of these are consumerfacing applications that are publicly available.

FEATURE TECHNOLOGY HEADER

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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.

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TECHNOLOGY

For example biometric tracking, when you go for a run and you get some of the data back to tell you how you're doing from a health perspective. They're also informational. For example they can help people cope with some of the symptoms that they might be feeling, and provide information much like the website does."

While companion apps are on the rise, an area that has progressed significantly in recent years is the Software as a Medical Device (SaMD) field. "These are web or mobile applications that are actually used for medical purposes" Montgomery explains.

"They're highly regulated. This is a new area because medical devices for the large part have been hardware-based. SaMD can be an addition, a compliment to a hardware piece, or sometimes standalone technology. An example of that is a software application that connects with hardware to deliver insulin to a diabetic patient. In the past that was a manual process in which you would use a pump or other hardware."

“ OUR MANTRA IS BUILDING THE RIGHT THING THE RIGHT WAY, AND WE FOCUS ON DOING WORK THAT HAS A POSITIVE IMPACT” BRENDON MONTGOMERY

SVP GLOBAL BUSINESS DEVELOPMENT, RANGLE

These advances also mean new compliance and regulations that must be adhered to, and Montgomery explains how Rangle helps healthcare organisations navigate this: "It's been our experience that it is less of a tooling thing and more about a process. It actually takes a wildly different approach from a process perspective.

"We developed a process we call compliance by design. This is an effort to extend the idea of digital cross-functional teams into the compliance group. Digital team best practices are healthcareglobal.com

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Brendon Montgomery TITLE: SVP GLOBAL BUSINESS DEVELOPMENT COMPANY: RANGLE INDUSTRY: TECHNOLOGY Brendon Montgomery joined Rangle in 2016, helping to transform the company into leading experts in modern web development. In 2019 he moved from Toronto to the Netherlands to open a new office in Amsterdam, where his team partners with retail, healthcare and financial services companies across EMEA to consult on their digital operating models and product development best practices needed to drive business growth at scale.

Prior to this, his career focused on scaling emerging technology companies, and helping them to expand in international markets. This included several years as Director for Business Development at Bubl Technology and at ENBALA Power Networks.

In addition to these roles, Montgomery has also been the social media coordinator for baseball website MLB Trade Rumors, channelling his passion for the sport.

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“ SOFTWARE AS A MEDICAL DEVICE (SaMD) CAN BE AN ADDITION, A COMPLIMENT TO A HARDWARE PIECE OR STANDALONE TECHNOLOGY” BRENDON MONTGOMERY

SVP GLOBAL BUSINESS DEVELOPMENT, RANGLE

largely born out of tech companies in Silicon Valley, and they might be using agile software development for example. These have had difficulty getting extended into healthcare arenas because of the regulatory requirements.

There's usually an immediate blocker to say that it isn't going to work because of the regulations.

"What we found is that's actually not true. It doesn't mean there isn't work to be done, but there's just more additional stakeholders that need to be included.

TECHNOLOGY

"Compliance by design has a governance structure that we recommend to achieve this, and that's largely about bringing the compliance requirements into the software development process. What that does really well is help the digital teams that are building these products and services, understand that landscape and become empowered to solve it.”

A common problem is leaving compliance till the end, he says. “We often see that compliance and regulatory requirements mirror quality requirements in traditional software development, meaning they always get left till the end. It becomes a checkbox to say, let's build it first and then see if it's compliant later, which doesn't really make sense. But the compliance team hasn't been invited to the table before or been included in software development, so they don't understand how the process works at all. Having an intentional structure to bring compliant stakeholders, but also regulatory requirements into software requirements can achieve great things."

Rangle is leading this innovative approach, and Montgomery says that while nobody would argue with this way of working, it typically hasn't been happening. "Everyone will say, of course we're trying to include compliance, of course we need to bring compliance requirements into our process and we should be following regulatory guidelines from the beginning of the project, not just at the end. But when we actually start to explore what the current landscape looks like it's not always happening."

"Not to over-simplify the process, but it's largely intent-based" he adds. "It's about setting up that process, saying who's going to sponsor the organisation and are we going to form a steering committee to do this?

Where Rangle provides a lot of value is looking at how tactically that is done. What does a compliance requirement look like and how does that get added? Software developers and product designers don't have a compliance and regulatory background, so Rangle's compliance by design process has been very helpful in giving people a framework." healthcareglobal.com

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Top benefits of digital transformation • Meeting patients where they are: People now expect the experience of interacting with healthcare companies to resemble that of travel and banking. A huge opportunity will be missed here if pharmaceutical companies can't meet patients the way they want to be interacted with.

• Having a broader reach: Digital transformation enables global rollouts and being able to reach patients and end users across the world in a more cost effective way.

• Fending off competition: There are many great pharmaceutical companies headquartered in Switzerland that have a community there, and they can look to one another and try to grow that way. But where Rangle provides a lot of value is bringing crossindustry experience and cross-industry learnings.

If you're just trying to become as good as your competitor, you're going to miss an entire piece of the value that you could be delivering.

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TECHNOLOGY

“WE DEVELOPED A PROCESS WE CALL COMPLIANCE

BY DESIGN. THIS IS AN EFFORT TO EXTEND THE IDEA OF DIGITAL CROSS-FUNCTIONAL TEAMS INTO THE COMPLIANCE GROUP” BRENDON MONTGOMERY

SVP GLOBAL BUSINESS DEVELOPMENT, RANGLE

Some of Rangle’s clients range from the fast-growing digital healthcare startup Hims & Hers to leading global pharmaceutical companies. When asked about some of the work Montgomery and his team are most proud of, he describes an app that measures blood glucose levels. "It's the world's first app that determines blood glucose ranges by taking photos with a phone camera, without the need for a blood glucose metre. It's designed to help non-insulin dependent people who have type two diabetes, or pre diabetes, live healthier lives in between their doctor or healthcare provider visits. This app is a great example of SaMD, using mobile or web technology to provide medical services to patients."

Another application that really inspired the team is an app designed for developing countries in south east Asia and central Africa. "These are areas of the world that are developing, but they have access to mobile devices. Typically they have to take their test strips to a pharmacy to be checked, which is inconvenient especially if they're living in rural areas. Because of this a lot of people simply just don't keep track of their blood sugar. Test strips can be incredibly expensive to distribute to patients who need them. With this application, the blood glucose metres become readily available, and people can do their testing at home, whenever they like, using their smartphone.

"There's an incredible reach that SaMD can have, without standing up healthcare practices or doctor's offices in every area of the world” he adds.

Over the next couple of years Rangle is focusing on the EU market, and also concentrating on healthcare. "The healthcare space is really important to us" Montgomery says. "We understand that it's a tremendous market opportunity and a good business choice. But second to that, our mantra within the organisation is building the right thing the right way, and we have a particular focus on doing work that has a positive impact on the world.

"We have a bit of a unique model for a consultancy firm because all of our team members are full time employees, while many of our peers use contractors and freelancers that they hire when they win client work. Those people then disappear after the project is done. We feel that we have a tremendous benefit by onboarding people into the Rangle culture and our way of working. But with that comes a very high expectation from our team members that we're doing good work. The healthcare industry is probably the number one example of where our staff want to work, and they want us to form partnerships and bring in clients into this space because they feel really good about the work they're doing." healthcareglobal.com

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CALDERDALE AND HUDDERSFIELD NHS

DIGITAL LEADERS OF THE

NHS WRITTEN BY: LEILA HAWKINS PRODUCED BY: JAMES BERRY

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Mandy Griffin and Graham Walsh tell us how the Calderdale and Huddersfield NHS Trust is leading the way in terms of digital maturity

T

he Calderdale and Huddersfield NHS Foundation Trust, situated in West Yorkshire in the north of England, aims to be the most digitally mature NHS trust in the UK. Mandy Griffin, who is the Managing Director for Digital Health, says that they are definitely on their way to achieving this.

A good example is their Electronic Patient Record (EPR). When Griffin became managing Director in 2015 she was handed the board approved business case. It took two years to develop the solution, plan the deployment and engage with staff across the trust before they were ready to adopt to a whole new way of working . "Usually, the technology will work as it is intended, but you need to bring the people that are going to be using it along with you", Griffin explains. We brought all the doctors, nurses and non-clinicians into the fold, so they could really understand how the EPR would change the way they work."

In some cases, this meant explaining the key benefits to people who might be resistant to change, but while tough, Griffin explains the project has been a big success. "It was branded one of the biggest deployments in Europe as far as a Cerner Millennium product is concerned. Now people often come to us to ask us to share our experiences because they want to do the same thing. It's almost become a blueprint for how you should deploy an EPR," she says. healthcareglobal.com

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Digital leaders of the NHS

The pandemic sped up the other parts of their digital strategy. "COVID-19 has been a challenge for us all, but it really accelerated our digital maturity and enabled us to achieve more in 12 months than we would ordinarily," she says.

Their next areas of focus include integration and interoperability. "Our strategy is to have one source of the truth and make sure our peripheral systems are connected into the EPR. One of our best strategies is to share information as widely and broadly as we can, so wherever our patients are being cared for, the healthcare professional has access to that information. We also want our patients to have access to it. We're fortunate because we have digital systems in our hospital that enable us to do that, and in many cases, we're at the forefront of some of that innovation."

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“ The technology will work as it is intended, but you need to bring the people that are going to be using it along with you” MANDY GRIFFIN

MANAGING DIRECTOR, CALDERDALE AND HUDDERSFIELD NHS FOUNDATION TRUST

helped inform several of the trust's policies.

"Some of the decisions we've made at board level around health inequalities, learning disabilities, and the more deprived parts of our local population have been instrumental in connecting us to patients that need us most.

We've been able to connect with patients, relatives, and clinicians on a more virtual basis,

CALDERDALE AND HUDDERSFIELD NHS

MANDY GRIFFIN TITLE: MANAGING DIRECTOR INDUSTRY: HOSPITAL & HEALTH CARE

EXECUTIVE BIO

LOCATION: HUDDERSFIELD I am the Managing Director – Digital Health responsible for the provision of Information Management and Technology at the Calderdale and Huddersfield NHS Foundation Trust (CHFT) and also Managing Director of The Health Informatics Service a hosted provider of Information Management and Information Technology services (IM&T) to other care organisations right across the NHS. I am currently delivering the Digital Strategy for CHFT, an ambitious IT enabled modernisation programme designed to transform the way in which the Trust and its partners provide high quality care to patients. The programme included the development and implementation of an Electronic Patient Record (EPR) deployed in conjunction with Bradford Teaching Hospital NHS Foundation Trust. CHFT implemented in May 2017 this was the first deployment of this scale in the UK.

Digital Partnerships That CALDERDALE AND HUDDERSFIELD NHS Improve Patient Care.

ADVERT PAGE GOLD

“St. Vincent’s has been a trusted partner and demonstrated expert Cerner Millennium knowledge that has made important improvements to our capabilities. They are an excellent collaborative partner that really care and share the challenges we are faced with” Mandy Griffin, CIO, Calderdale and Huddersfield

St. Vincent’s Consulting is a digital transformation consultancy with EPR and Cerner Millennium expertise. Our Cerner Millennium Advisory Panel (a network of senior NHS leaders, including several ex-Cerner Senior Directors) also supports NHS organisations through digital transformation as well as providing: • • • • •

Complex change advice Guidance on new national /regional legislation and policies Financial advisory services Thought leadership Resource recommendations

The diagram above shows how the panel is connected to our delivery team.

We have developed a digital partnership with Calderdale and Huddersfield NHS Foundation

Trust (CHFT). This collaboration has progressed the Trust’s digital strategy and aided key Covid reset and recovery prioritisation work. Support has included an MPage configuration service, allowing modules within the Cerner EPR to be customised to suit client need.

Together with CHFT, an “Overdue Appointments MPage” solution was launched, enabling appointments to be clinically prioritised. Benefits to CHFT have included: • •

60% increase in the number of validations Immediately clinical engagement jumped from 40% to over 80% and continues to rise

Co-creation in-house MPage development has continued with the team at CHFT. We are now looking at creating bespoke solutions around outpatient requirements.

If you need any Cerner Millennium related advice or support please email enquiries@stvincentsconsulting.com

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CALDERDALE AND HUDDERSFIELD NHS

which wouldn't have happened so quickly if it had not been for the pandemic, or having the benefit of a well embedded clinical system.

"Our work on health inequalities is a great example of population health", she adds. "I think it's become a very trendy term, but without a platform like ours, there is no population health because there's no real-time data. Because we've now got that real-time data that comes in from all our systems, and

“ One of our best strategies is to share information as widely and broadly as we can” MANDY GRIFFIN

MANAGING DIRECTOR, CALDERDALE AND HUDDERSFIELD NHS FOUNDATION TRUST

not just from EPR, we're better informed.

We understand our patient population, we understand our patient needs, and we understand where there is a prevalence of different illnesses across our population."

Without Catalyst BI (previously Qlick IT) this would not have been possible. We have worked with Catalyst for as long as 10 years now. They have been our suppliers for Qlikview and QlikSense, the Business Intelligence software on which The Health Informatics Service (THIS) Information teams have put together the Knowledge Portal and Knowledge Portal plus solutions.

These solutions provide information to hundreds of users across the organisation, ranging from live dashboards detailing the current activity within the hospital to nightly fed reporting solutions covering a range of service areas. The coverage (user base numbers) and facilities (number of applications and different data sources) has grown year on year.

Another solution that has supported a more efficient clinical workflow is having a digital identity, and the trust partnered with IT security firm Imprivata to facilitate this.

Imprivata has enabled a faster but controlled healthcareglobal.com

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access to important information whilst protecting patient/sensitive data” Griffin says. “Rapid access to information anywhere anytime is a critical element of good patient care, improving the patient experience as well as the experience of the health professional.”

It is also a key enabler of the virtual care that has been indispensable throughout the pandemic. “It actually meets statutory standards around more complex and varied data sharing such as remote and virtual care. This is important now that healthcare organisations are expanding the use of virtual care especially since the pandemic.”

Using Imprivata we have been able to make more efficient use of our virtual solutions giving access across multiple environments with a single solution.”

Griffin adds that having a digital identity

BEST OF BREED SOLUTIONS FOR YOUR DATA AND ANALYTICS STRATEGY Working with 180 NHS Trusts with their data strategies, Catalyst has enabled THIS to optimise their clinical decision making and improve patient care See How We Do It

INCLUDING:

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“ COVID forced us into this virtual world as clinicians and accelerated the acceptance of technology when before it was seen as something that was going to be an inconvenience” GRAHAM WALSH

CHIEF CLINICAL INFORMATION OFFICER, CALDERDALE AND HUDDERSFIELD NHS FOUNDATION TRUST

can also prevent cyberattacks. “Using a digital identity Imprivata has helped us mitigate against possible cyberattacks and protect sensitive data in line with essential cyber standards and those put in place by NHS Digital. It also supports the requirements of the Data Security and protection toolkit.”

On a national level, the trust has been

involved in the Scan4Safety programme, which has the aim of improving traceability through the use of barcodes. "Thanks to funding from Scan4Safety, we've introduced products and solutions that have really enhanced patient safety, and we were able to procure an asset tracking system to identify critical equipment needed for the care of our patients", Griffin explains.

The project has proven very valuable as the trust has now tagged over 3,000 devices.

"We can track where equipment is, and we can get it to where it needs to be as quickly and as efficiently as possible", Griffin says.

"Scan4safety is a collaboration across West Yorkshire led by Leeds Teaching Hospital, where we have procured a joint inventory system that will allow us to track and see where all our products across our trusts are at any one given time. It's still in its infancy, but the whole aim is that by the end of the Scan4Safety programme, there will be a shared inventory solution across the West healthcareglobal.com

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GRAHAM WALSH TITLE: CHIEF CLINICAL INFO OFFICER INDUSTRY: HOSPITAL & HEALTH CARE

EXECUTIVE BIO

LOCATION: HUDDERSFIELD

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Mr Graham Walsh is a Consultant Knee Surgeon at Calderdale and Huddersfield Foundation Trust. He trained at University College Medical School in London before moving back to his native Yorkshire to carry out his surgical training.

In 2009 he was appointed a Consultant Knee surgeon at the trust. He was later appointed as an Associate Medical director and became the Chief Clinical Information Officer, which has risen to become one of the most digitally enabled trusts in the UK. He is also the Clinical Chair at the BMI Huddersfield. His focus is on using technology to improve patient safety and outcomes.

October 2021

CALDERDALE AND HUDDERSFIELD NHS

Yorkshire Association of Acute Trusts."

Behind the scenes, Griffin and her team had a lot of work to do when the pandemic began.

Within two weeks, they had transitioned over 2,000 employees to work from home, which required increasing the available bandwidth so the workforce could use Microsoft Teams to stay connected. "That was quite a challenge, but it was a challenge that we met," she says.

With THIS, Griffin and her team enabled this to happen across all the organisations they support. THIS provides information management and technical support to a number of customers, predominantly in West Yorkshire. It also manages the National Pathology Exchange (NPEx), a service that links all UK labs together through a single hub so that any lab can send test requests and pathology results digitally in minutes. "During the pandemic, we connected all 160 labs across the NHS, and it's been a

fantastic success. We were very instrumental in making sure that the goal of 100,000 COVID19 tests a day was delivered nationally."

"What I'm most proud of is how the 200 staff that work for THIS pulled together to mobilise things like the vaccination centres and the testing centres. Technology underpins all those centres. We literally stood up every single one of those across the West Yorkshire area."

Once the pandemic subsides, some of their new ways of working are likely to remain, such as virtual consultations. "Virtual care was always an aspiration, but it became a necessity when COVID hit", explains Graham Walsh, Chief Clinical Information Officer.

"We very quickly started using Microsoft Teams to do some of those virtual consultations, and we found that clinicians adopted the change well, but also that patients really embraced it.

"Before COVID there was a fear that

CALDERDALE AND HUDDERSFIELD NHS

the digital identity company

Enabling digital transformation at the point of care Digital transformation in healthcare is being driven by the need to improve quality, reduce costs and enhance the patient and clinician experience. While rapid access to electronic systems is a key enabler, it must be balanced with security, information governance, clinical risk, and workflow management.

Fast, secure access to patient information At Imprivata, we have worked extensively with NHS Trusts to simplify processes to protect sensitive data and remove barriers to technology. Imprivata OneSign® Single Sign On (SSO) has revolutionised access to patient data at the point of care. It provides fast, secure No Click Access® that can save clinicians up to 45 minutes per shift – time that can be spent focused on the patient rather than technology.

Enthusiastic user adoption Our experience has shown that removing the frustration of slow logins increases clinical user-adoption significantly. In addition, Imprivata OneSign reduces the type of workarounds that can circumvent security (for example, use of shared logins) and compromise good governance.

Virtual SmartCard empowers remote working Our next development, Imprivata Virtual SmartCard streamlines access to the NHS Spine by replacing physical cards. The virtual smartcards can be created and deployed at scale, supporting remote working.

Digital ID is the bedrock of digital transformation As the healthcare sector moves increasingly towards digital maturity, many more systems, medical devices (for example, devices to record Observations and alert EWS), and shared mobile devices will be linked. Identity and access management solutions bring the disparate systems together, providing fast, simple access for busy clinicians.

Contact Andy Wilcox, Senior Portfolio Marketing & Enablement Manager at Imprivata: awilcox@imprivata.com to book a meeting to explore how we can help your organisation overcome the challenges to digital transformation.

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CALDERDALE AND HUDDERSFIELD NHS

patients wouldn't have that richness of an experience through a virtual consultation, but actually we found that because they didn't need to park their car to come to an appointment, and sit for two hours in a waiting room when the clinic was over-running, their experience was better."

The trust partnered with a company that integrated well with Teams and the EPR, making it possible to launch a virtual consultation from the appointment window.

It improved both the patient and the clinicians’ experience of Teams consultations.

Mr Walsh says this made a big difference to user acceptance.

Through an existing partnership with St Vincent's Consulting, they developed a solution for the rapidly increasing patient backlog created by the pandemic. The tool integrates with the EPR and allows clinicians to view a list of cancelled appointments, check the patients’ record and make informed decisions on their follow up based on clinical need. Additionally, the trust is having conversations with the company about an end-to-end solution to make the outpatient experience in the hospital more efficient.

The trust has also been exploring the use of wearable technology to try and improve

post-operative care. "This speeds up their discharge and reduces their need for face-to- face follow up with therapy services as they can be monitored remotely and communicate through a dashboard. This allows therapy services to focus on those patients that need their input and allow them to act at an early stage identifying issues before they become problems.”

Patients can wear a device that monitors their postoperative range of movements and compliance with their recovery goals. Walsh says that outcomes have actually improved since doing this monitoring remotely. "It's interesting that the NHS is looking at the work healthcareglobal.com

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we've done with our wearable technology and are considering using this nationally in a much bigger project," he says.

"Some of the work that we've done has inspired other units to do some of the same, but I think overriding everything, what we found is that COVID forced us into this virtual world as clinicians and accelerated the acceptance of technology when before it was always seen as something that was going to add time and be an inconvenience. I think it allowed us to bring those changes in quickly because people realised that it did make their working day easier."

Now that virtual consultations are in place, they are looking at ways to enrich the patient 112

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“ Moving away from the horrible experience of COVID, we need to make sure we don't forget the lessons and revert back to where we were” GRAHAM WALSH

CHIEF CLINICAL INFORMATION OFFICER, CALDERDALE AND HUDDERSFIELD NHS FOUNDATION TRUST

experience. "We could pull in things like X-rays and blood test results that can be shared with the patient. We could bring in other professionals. For example, when I see a patient following a knee replacement, I might want to bring a physiotherapist into that conversation.

In a fertility setting, you might want to bring in a relative."

Technology has been a huge enabler for relatives and friends to keep in touch with people in hospital while visiting has been restricted. "We bought in a device at a pace that was COVID safe, so it could be passed around from patient to patient and be cleaned in-between", Walsh says. "Other trusts struggled at the beginning to find how they could do this,

and I think at Calderdale we found a solution fairly rapidly that satisfied all our infection control needs."

As the UK hopefully shifts out of the pandemic, the trust aims to continue its digital journey, focused on interoperability, integration and data sharing, as well as getting people within the organisation to use the systems and technology better. "Moving away from the horrible experience of the disease itself, we need to make sure we don't forget the lessons learned", Walsh says, "and that we don't revert back to where we were, and we keep our progress going."

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Supporting Moderna's vaccine rollout with data Technology company Boomi has played a key role in the rollout of Moderna's vaccine. EMEA Chief Technology Officer Mike Kiersey explains how.

WRITTEN BY: LEILA HAWKINS

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A

merican biotechnology company Moderna Therapeutics was one of the first to produce a COVID-19 vaccine to be approved and authorised for use in December 2020. To get to this stage, Moderna scientists had to research, produce and test it, before submitting it for regulatory approval, not forgetting managing its supply and distribution.

Technology company Boomi has played a key role throughout this process. Boomi is an integration platform as a service (iPaaS) company, with expertise in managing data and integration. Founded in 2000, it has been a subsidiary of Dell Technologies since 2010. "We capture and connect people, processes, applications and data" explains CTO Mike Kiersey. "There's nothing that we can't touch or connect to, and we're able to orchestrate and automate how data flows from one business application to another, while being able to reconcile some of the differences that happen as part of those application sets."

SUPPLY CHAIN

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“ We capture and connect people, processes, applications and data” MIKE KIERSEY EMEA CTO, BOOMI

"We are actually able to provide the governance and understanding around the data itself - so how do I ensure that new data that's flowing in has the necessary information needed for another application or another business user" Kiersey adds. "We're building this sort of connected experience for organisations, so that they feel that they're not in isolation by business unit, application or data set."

For a large biotechnology company like Moderna, this type of support is invaluable,

and Boomi has been working with the American firm since 2015 on a variety of work streams. "If you think about their whole business model, everything from the research and analytics around the drugs, through to the manufacturing, testing, distribution and sale of those drugs - it's a complicated and governance-orientated process, including submission of the drugs for FDA approval before they are developed.

When you look at that, it has many, many moving functions of people, technologies and applications, and we've been able to help" Kiersey explains.

Through the Boomi AtomSphere Platform, Boomi helps Moderna connect different business applications for everything from internal HR processes to more recently managing data around the vaccines. healthcareglobal.com

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Mike Kiersey TITLE: EMEA CTO COMPANY: BOOMI INDUSTRY: TECHNOLOGY LOCATION: UNITED KINGDOM Mike Kiersey joined Boomi in 2018 with many years of experience working for technology firms in senior leadership roles. Prior to working at Boomi he was the Global Senior Director at Dell EMC, supporting seventeen strategic global partners to develop solutions that addressed the needs of being a digital business.

Before this he was a Solution Architect for Electronic Data Systems, tasked with two major UK Government transformation programmes. Other past roles include IT Director at a law firm, and Land Surveyor for Cheshire County Council.

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The platform aggregates data from operational tools like Workday, SAP and Microsoft's Active Directory, supporting Moderna to be more efficient with HR processes for example, so the business can spend less time in these areas and focus more on drug development.

"Imagine all the different tasks and the different types of people that are involved in the work that's needed at Moderna" Kiersey says. "We support Moderna with their HR function, including the ability to onboard and offboard people, whether they are in R&D, manufacturing, or logistics - each one is very different persona. Hiring to recruitment takes many hours, so we help automate

SUPPLY CHAIN

that and free up time. This also helps create a good experience for the new people entering the business, ensuring they have a great experience and want to come and work with this organisation, while saving time and driving productivity.

"Similarly when you think of it in the reverse, when someone leaves or changes role, there is a business process they can go through that helps speed up hiring, for instance as they ramped up where more people were needed to support the COVID19 effort. Almost at the push of a button, we can automate all of this activity."

This has two major benefits - providing an audit ability that based on persona allows

“ Hiring to recruitment takes many hours, so we help automate that and free up time” MIKE KIERSEY EMEA CTO, BOOMI

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Moderna's COVID-19 vaccine - a brief timeline • January 2020: Moderna announces development of the mRNA-1273 vaccine to protect against SARS-CoV-2 • March - April 2020: Funding is raised from various sources including $2.5 billion from the US government, and $1 million from the Dolly Parton Covid-19 Research Fund • April 2020: First human clinical trials begin • November 2020: Results from trials show the vaccine is 94% effective against infection • December 2020: authorised for use by the United States Food and Drug Administration. Other countries around the world follow.

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only the relevant people to have access to the relevant systems, and reducing manual error. "It takes away all those different errors that happen when someone's been brought on board, by multiple systems being used to key in manual pieces of information."

"There used to be a lot of manual processes, with a lot of people punching in data time and time again" Kiersey adds.

"Now there is greater confidence that the

“ Our capability allows Moderna to go from drug research to submitting to the FDA for approval much faster” MIKE KIERSEY EMEA CTO, BOOMI

data we have, as it flows across the business and across all those different applications as they go through the supply chain is accurate, and everyone has a fundamental understanding of what that data is."

In total Moderna has around 200 Boomienabled integrations in HR and finance.

As well as managing data about its people, it is supporting Moderna's supply chain, by estimating costs and tracking data specifically around the mRNA molecules that form part of the COVID-19 vaccine.

This data is managed via an Amazon Redshift data warehouse, available in the AWS secure cloud.

Another key area Boomi is helping Moderna with is streamlining compliance checks. "Our capability allows them to go from drug research to submitting to the FDA for approval much faster" Kiersey says.

Kiersey says that the company is set to continue playing a key role in Moderna's digital transformation. "When you look at the journey Modern is going on for the next five years, it's the investment in digital to help automate, from automation to analytics, and then from analytics to data science, from data science to artificial intelligence. As and when new capabilities get added as part of their IT systems, Boomi plays a key role in keeping all of those systems, applications and data connected."

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Atos

Pioneer of a

sustainable global health system WRITTEN BY: JANET BRICE

PRODUCED BY: JAMES BERRY

healthcareglobal.com

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Atos

Atos, powered by Dell Technologies, is connecting the dots in healthcare IT to make digital transformation a reality for patients and providers

A

tos, together with strategic partners such as Dell Technologies, is connecting the dots in healthcare IT, making digital transformation a reality for patients and across the healthcare and life sciences ecosystem. “This is a once-in-ageneration opportunity,” says Adam Lewis, Global CTO, Healthcare and Life Sciences at Atos.

Lewis, who has been at Atos since 2014, comments, “Now that organisations are forced to think differently, we are witnessing a tectonic shift in investment and innovation. We are proud to have supported many organisations since before the beginning of this global crisis.”

“Our vision is of a world with a sustainable high-quality health system, where all people have the right to enjoy good health and wellbeing. But this is a challenge. The pandemic notwithstanding, changing demographics, such as a growing and aging population, are putting huge pressure on care systems, capacity and affordability.

“Along with our partners, we believe that technology can contribute to solving that problem. We can improve healthcare systems, productivity and efficiency. But most importantly we can change the approach to healthcare, enabling the move from treatment to prevention, and from illness to wellbeing.

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“That’s our mission: to work with healthcare providers, payers and life science organisations to build healthcare systems that keep people healthy. We want to do that by helping to predict and prevent illness, with more personalised precision and connected care.”

Describing himself as an architect-ofchange, Adam is a Distinguished Expert and Member of the Scientific Community at Atos, and at the forefront of the company’s digital transformation as it partners with Dell Technologies to drive a sustainable future.

Speaking from his office in London, he points out that digital transformation is crucial to enabling the shift from reactive treatments to wellness across the whole population, both within and increasingly outside of hospital or laboratory settings.

“We have a unique opportunity with technologies that have emerged over the last few years to do something fundamentally different,” says Lewis. “At Atos, we are committed to helping our customers to create a positive impact on patient outcomes, employee experiences, cost efficiency and effectiveness. And this will positively transform the future of healthcare and life sciences.

“We are investing in our portfolio of services to support this transformation.

And we are working closely with very smart subject-matter experts, inside Atos and with

Atos

Adam Lewis, Global Chief Technology Officer

Atos

Title of the video

our partners, to develop the building blocks to enable our customers to innovate in a sustainable way.”

Atos, which is the European number one in cybersecurity, cloud and highperformance computing, provides end-to-end orchestrated hybrid cloud, big data, business applications and digital workplace solutions and is committed to securing a decarbonised digital future.

The company’s history spans a century, from the creation of the first tabulating machine by Fredrik Rosing Bull in 1919 to its most recent success enabling the most digitally connected Olympic and Paralympic Games at Tokyo 2020, with its sights now set on Paris 2024.

Digital hospitals of the future As Lewis reflects on Atos’ success with the Olympic Games, renowned for its motto Citius, Altius, Fortius (faster, higher, stronger), which could easily translate to Atos’ mission 126

October 2021

and culture. “Atos has been working with global and local healthcare providers for many years. The skills, insights and knowledge we gained means we’ve been able to support organisations like the NHS in the UK since the start of the pandemic, rapidly standing-up service desks in support of the ‘pop up’ Nightingale Hospitals for example.”

Lewis returns to how the company is working in the healthcare arena and starting to shape the digital hospitals of the future.

“Right now, organisations around the world are upgrading and expanding hospitals while thinking about what the smart hospital of the future will look like. The patient experience is about to change for the better. In addition to treatment rooms, you might have booths where clinicians can conduct telehealth sessions. Next to central hospitals, the setup of satellite outpatient facilities is in progress. The power of having in place the right networks, connectivity, security and storage will change the future of care forever.”

Atos

So, what will hospitals look like in five years and how are Atos meeting those needs today?

According to Lewis, Atos is putting in place capabilities for telehealth and remote patient monitoring. “We are working with emerging technologies such as Artificial Intelligence (AI), deep learning, mixed and virtual reality to see how they can support patients at home rather than in hospital. For example, for post-operative rehabilitation, AI-enabled smartphone apps to accelerate disease recovery.

“Arguably, the pandemic has forced many industries to understand the benefits of change. Healthcare was perhaps too secure using processes, techniques and tools from the past, and unable to embrace new technologies or see the broader opportunities ahead. We have seen that when you have access to the right skills, technologies and the correct data, you can transform the simplest of ways in which a patient engages.

“What’s more, the way we can crunch data at scale will enable the earlier understanding of disease; this also applies to emerging microbial and virus variants. By being able to model and understand protein structures, as part of vaccine production, scientists can investigate how potential vaccines or drugs

ADAM LEWIS

GLOBAL CHIEF TECHNOLOGY OFFICER, Atos

TITLE: GLOBAL CHIEF TECHNOLOGY OFFICER INDUSTRY: INFORMATION TECHNOLOGY & SERVICES LOCATION: UNITED KINGDOM

EXECUTIVE BIO

“We work together to stand apart”

ADAM LEWIS

An internationally recognised executive and CTO with a passion for technology, Adam Lewis has global responsibility for technology & innovation strategy, delivering Industry-leading solutions and services for healthcare and life sciences customers.

Lewis has more than 20 years’ experience in client-facing roles across many sectors, including healthcare, life sciences, financial services, central government, transport and manufacturing.

He has a track record in leading innovation and strategy initiatives, building and guiding product development teams and driving the adoption and consumption of digital services. He has an MSc in IT, is a Fellow of the BCS, a Chartered IT Professional and Chartered Scientist.

Transforming healthcare and life sciences Innovate faster and build competitive advantage with a new approach to digital solutions from Atos and Dell Technologies

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We accelerate innovation that is aligned with solving our customers challenges.

We work as one, with a focus on essential interoperability for the health ecosystems of the future.

Scalable, secure, high-performance building blocks, from edge to core to cloud.

Connecting people and data across the healthcare and life sciences ecosystem to enable smart, secure and sustainable health and wellness for all.

Spanning over a decade, Atos’ alliance with Dell Technologies is one of the most enduring and largest collaborations, giving our clients a digital advantage

in line with their requirements and strategy. Together, we provide world-leading solutions with best-in-class integrated services. From smart hospitals and electronic medical records, to cybersecurity and digital workplace, our combined experience, expertise and solutions can help deliver value. A proven and trusted partnership you can rely on.

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Atos

interact with disease. These advances in technology have accelerated the pace of R&D to levels not possible five years ago. It’s amazing to think about the advances they could bring within 10 years.”

What is precision medicine?

One area in which Atos is working with Dell Technologies is exploring how they can together help to push new boundaries in precision medicine.

“In many ways we already have the building blocks for precision medicine: connectivity, secure data sharing, compute processing at the edge and in the cloud.

Enabling precision healthcare requires the ability to derive information from multiple data sources such as large imaging datasets, streaming data from medical devices and data held in shared patient records. We can then leverage the technological advances, tools and techniques in areas such as AI and machine learning (ML). We are enabling the amalgamation of ‘big data’ and ‘streaming data’ with smart data layers that allow us to combine data from a multitude of devices, such as the smart-watch to the most sophisticated medical imaging systems,” says Lewis.

“This is one of the reasons why precision healthcare is being accelerated. It's all about making sure you've got access to the right data; and it's about capturing that data and ingesting it in a way that gives certainty around accuracy, privacy and security.

“By working with Dell Technologies, we can now architect platforms based on smart data fabrics that can be leveraged across the ecosystem. This includes a focus on the customer experience; for example, clinicians can use secure mobile apps to get early notification about changes in people's conditions. The future of precision 130

October 2021

healthcare is incredibly exciting and we are only at the start of the journey.”

How will AI transform healthcare?

In 2020, Atos set up its HPC, AI and Quantum Life Sciences Centre of Excellence at the Wellcome Genome Campus near Cambridge. “At the Centre, we are focused on collaborations and investment to explore how advanced technologies can address specific medical conditions and support patients, clinicians and specialists in a way that delivers better healthcare outcomes,” says Lewis.

“One example is the detection of skin cancer. We can use AI and ML to look at the images captured from a patient’s mobile phone or modern derma-scopes, protect the privacy of the images, and build models and algorithms to provide

Atos

earlier diagnosis, which will go on to potentially save many lives.”

Data-driven insights on population health When it comes to population health, Lewis points to data-driven technologies such as wearable devices that record a patient’s heartbeat, oxygen levels and sleep patterns.

“One of our teams in North America worked closely with a healthcare provider to monitor sleep apnoea. By using wearable devices, you can monitor people living in communities; you can track them in their sleep and feedback that data directly to physicians for assessment and review. This can apply to chronic or long-term conditions, such as diabetes, cardiovascular conditions and even asthma. You need data and secure connectivity to do it; and you need accuracy in interpreting the results and security in the way they are recorded.

“We have a unique opportunity with the technologies that have emerged over the last few years to do something fundamentally different” ADAM LEWIS

GLOBAL CHIEF TECHNOLOGY OFFICER, Atos healthcareglobal.com

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“It’s a fantastic time to be involved in the industry and at the centre of those discussions.

If we can harness and hone just some of the momentum, the possibilities will be endless” ADAM LEWIS

GLOBAL CHIEF TECHNOLOGY OFFICER, Atos

“In this way, we're very excited not only to introduce new technologies, but also to pivot more traditional technologies so that healthcare providers can get outcomes faster without having to do a massive digital transformation.”

Trusted partner for the Olympic and Paralympic Games When it comes to cybersecurity, Lewis acknowledges the threat landscape is changing rapidly, which is why Atos has built the capabilities and tools for a rapid response to any security breach.

He highlights Atos’ relationship with the Olympic Movement as a trusted IT partner for more than 20 years.

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Tokyo 2020 was the first summer Olympic Games fully delivered over the cloud, for example. As lead technology integrator, Atos migrated all critical systems to the cloud, limiting the environmental footprint; the company is now building the replicable model for Paris 2024.

“Cybersecurity attacks are evolving rapidly and automated in a way that wasn’t possible a few years ago,” says Adam. He points out that the Games are one of the most highprofile events in the world and Atos can report that there have been zero security incidents since the partnership began.

“While ransomware attacks are not slowing down, working with the right partners and with the advanced proactive

FOUR PILLARS

ATOS

“ Customers demand integrated cloud solutions that are consistent, flexible and focused on business outcomes” DENISE MILLARD

SVP, DELL TECHONOLGIES

Atos OneCloud is a joint strategic offering to support organizations developing smart strategies to modernise their apps and processes. This includes the collective capabilities and portfolios of Dell Technologies, VMware and Atos.

Building the platform that its customers need to solve their business, technical and financial challenges on their journey to the hybrid-cloud, Atos’ new approach focuses on four pillars:

Atos DIGITAL HYBRID CLOUD Scalable, secure and innovative private cloud solution which allows organizations to run both legacy and cloud-native applications on one single platform, across both private and public environments. It combines industry-leading hardware and software from Dell EMC and VMware to bring together traditional platforms and the new world of DevOps.

APPLICATION TRANSFORMATION AND MODERNIZATION Armed with the VMware Tanzu portfolio running on Dell EMC VxRail, Atos’ experts

analyze existing estates, recommend modernization strategies, and deploy agile applications to any digital cloud platform powered by Atos’ Digital Hybrid Cloud solution. Benefitting from up to 66% faster development lifecycle and up to 300% increase in developer productivity at lower costs.

KUBERNETES-AS-A-SERVICE (KAAS) Powered by Atos’ Digital Hybrid Cloud, Atos KaaS not only provides the enterprise digital cloud platform for application modernization initiatives, but it gives DevSecOps the ability to build, run, and manage Kubernetes workloads with ease. Customers can enjoy the efficiencies of private and public cloud and use up to 35% less IT resources.

Atos CLOUD FINANCIAL MANAGEMENT Provides enterprises a complete, unobstructed view of their cloud estates’ utilization and cost. These capabilities utilize CloudHealth by VMware and further extend to include advisory services to optimize cloud resources that can help reduce cloud spend.

“Customers demand integrated cloud solutions that are consistent, flexible and focused on business outcomes,” said Denise Millard, SVP, Global Alliances at Dell Technologies. “Building on the strength of the Dell Technologies and Atos portfolios, this solution enables customers to execute on their cloud transformation journey by implementing platforms that support their competitive strategies and bring together IT infrastructure in simple, cost-effective ways.”

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monitoring services, we can identify threats at a very early stage. As a result, we can take additional precautions and reduce or remove any risk or associated impact. The recognition that we've earned in the security domain is significant; yet we will continue to grow and innovate relentlessly in this space. It’s great to be recognized as the number one in Europe for managed security services and hopefully soon, number one in the world.

“We have recently teamed up with Dell Technologies to create a new cyber recovery service. We do this by creating a ‘safe vault’ for our customer's data, which provides protection from the impact of hostile security events.

“If, for example, there's a zeroday exploit, which has not been seen beforehand, that manages to find its way to our customers’ systems, working with Dell Technologies and our cyber recovery 134

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services, we can rapidly re-enable those services. This means that customers can minimise business impacts that would otherwise be so significant and costly, both financially and reputationally.

“More broadly, as we look at the dynamics of change across the world, together with priorities such as sustainability and climate action, we bring all these things together through our focus on secure decarbonized digital transformation. We are continuously looking at how we can ensure and secure global technology landscapes while improving the quality of experience for our customers, their customers and employees, and wider society.”

“Companies won't be judged on the way they handle the actual attack. They'll be judged on the speed of recovery.”

Christina Oldroyd, Global Marketing and Sales, Dell Technologies

Atos

10 OFFERINGS OF Atos ONECLOUD • Industry specific consultancy services to develop cloud business solutions at scale • Multi-cloud orchestration across private and public to maximize application migration and portability, lower operational costs, and ensure cloud interoperability • Highly standardized and automated management framework and architecture • Next generation private and sovereign cloud platform, ready to be deployed and managed in any data centre • Cloud application development and modernisation/re-platforming

Atos and Dell Technologies “We work together to stand apart” is how Atos sees its 12-year relationship with Dell Technologies.

This strategic partnership has enabled Atos to accelerate the recently launched Atos OneCloud suite of services, lowering the barrier to entry to cloud and digital while providing a proven framework across 10 key areas. Atos OneCloud enables organisations to navigate and accelerate their digital journey, whatever their digital maturity. Atos OneCloud is known for the way it connects business-critical applications and harmonises data in a codefree and intuitive manner.

“We've cultivated the right relationships with global strategic partners, and Dell Technologies is at the forefront of those. We've been on a journey together to transform the future of application landscapes and we share the same vision. When we have an R&D-to-R&D relationship and sponsorship from top down,

• Cloud AI and ML to enhance business processes, create new solutions and monetise enterprise data • Bare Metal solutions (high processing capabilities servers) to support nonvirtualised business critical applications adjacent to the cloud, to increase the breadth of consumabl • Cloud edge and far edge solutions (local/field servers) combined with new 5G connectivity • Cybersecurity supervision services • Decarbonisation offerings guaranteeing year on year carbon footprint reduction of cloud infrastructure, data and applications

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“At Atos, we are committed to helping our customers to create a positive impact on patient outcomes, employee experiences, cost efficiency and effectiveness. And this will positively transform the future of healthcare and life sciences” ADAM LEWIS

GLOBAL CHIEF TECHNOLOGY OFFICER, Atos

as we have with Dell, we can focus and put the customer at the forefront of our thinking.

That means we do portfolio alignment, including co-innovation around hybrid cloud and cybersecurity.”

Lewis points out that this extends to setting a vision of vertical services, which includes supporting Electronic Patient Record (EPR) systems from early implementation and throughout their lifespan, including new industry integrations and new interoperability demands.

Focus on sustainability with Dell Technologies Atos is pushing the boundaries of scientific and technical excellence to ensure the future extends to carbon-neutrality for its own organisation, and for customers and partners.

“Both Atos and our customers will be measured on the way we make investments,” explains Lewis. "It's our job to provide leadership, working with partners like Dell Technologies, to maximise the potential of existing assets, extending the natural lifespan so we can make technology more sustainable, including by recycling.

“There's a tremendous opportunity to drive sustainability via digital. It is recognised that the healthcare provider industry alone makes up 4.4% of global emissions. We take that seriously and we need to be looking at how we can address this and transform. This could include using new chip sets that reduce the power consumption, and making more agile and flexible designs which can grow naturally with the organisation. That also means accelerating the journey to public clouds and using the right cloud providers.

“It’s a fantastic time to be involved in the industry and at the centre of those discussions. If we can harness and hone just some of the momentum, the possibilities will be endless.”

In a rapidly changing world, Atos and Dell Technologies are working to ensure that healthcare customers can thrive in a safe, secure and sustainable environment.

“We are on the cusp of change and want to seize the opportunity,” concludes Lewis.

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HEALTHCARE COMPANIES TO WATCH 138

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TOP TOPTEN 10

These fast-growing healthcare companies are our top 10 ones to watch

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hether through aggressive expansion, clever acquisitions, innovation or a mixture of all three, the following ten companies are growing rapidly, and are set to become major players in the healthcare sector.

WRITTEN BY: LEILA HAWKINS

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10 Lottie

United Kingdom Lottie is a recently launched UK health tech start-up which aims to help people find care homes via its digital marketplace. The first of its kind in the UK, the website collects data and insights from users to help them find the most appropriate care at a fair price.

The startup has backing from the founder of Monzo Tom Blomfield, and recently closed its pre-seed investment round of £500,000, valuing the company at £5 million.

09 Lifesum Sweden

Lifesum is a nutrition and wellness app, founded in Sweden in 2013. It is fast becoming one of the world's leading apps of its kind, having recently partnered with Samsung to make it available on the new Samsung Galaxy Watch4 series.

Additionally the company runs the Lifesum for Work programme, adopted by employers to help support wellbeing and healthy eating among their employees.

Its corporate partners include Amazon and GE. Lifesum currently has around 50 million users worldwide.

TOP 10

08

Omada Health United States

Omada Health has been pioneering digital healthcare for people with chronic conditions since 2011. Available to employers and individual members through their insurance plan, the company delivers personalised interventions for conditions like diabetes, hypertension, musculoskeletal issues and behavioural health.

Omada customers include Fortune 500 employers, and the company has served over half a million users since it was founded.

Throughout the pandemic Omada has grown significantly, hiring marketing executives and a new chief financial officer.

07

Ibex Medical Analytics Israel

This Israeli startup uses AI to create clinical solutions for cancer diagnostics. One of these is Galen™, a platform that helps clinicians diagnose cancer quickly thanks to algorithms developed with advanced machine learning. It recently signed a deal with Unilabs, one of Europe’s largest diagnostics companies, to make Galen available in 16 European countries.

Additionally its Galen™ Gastric solution is considered to be the world’s first AI solution for cancer detection in the gastrointestinal tract, and will soon be available in leading hospitals.

Earlier in 2021 Ibex announced it had raised $38 million to expand its AI-driven cancer diagnostics in labs across North America and Europe. healthcareglobal.com

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Health knows no bounds Philips connects data, technology and people – seamlessly.

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.

TOP 10

06

Doktor.se Sweden

Since launching in 2016, Doktor. se has become the most popular digital healthcare platform in Sweden, used by 1 in 10 people throughout the Scandinavian country. It has also been expanding steadily worldwide with investment from Chinese media giant Tencent Holdings, it has launched services across Europe and in Brazil. More than 1.5 million people currently use apps available through the company, which also runs an SaaS licensing business.

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Huma Therapeutics United Kingdom

Huma Therapeutics has come a long way since it was founded in 2011 under the name Medopad.

It was initially formed to provide an integrated network of iPads for doctors in hospitals, but has been expanding into other areas of healthcare technology through acquisitions such as that of wearables company Biobeats, and investment from Tencent Holdings to develop AI for clinical research.

More recently, the company announced it had raised $130 million to run the largest ever decentralised clinical trials in the world. healthcareglobal.com

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04

Jack Nathan Health Canada

Canadian company Jack Nathan Medical Corp was formed in 2006, and is better known to consumers as Jack Nathan Health. It is one of Canada’s largest healthcare providers, offering a mixture of digital healthcare services and in-person care thanks to a partnership with Walmart Canada, which has enabled it to open 76 clinics in stores across the country.

The company has recently been expanding its presence south of the border, and now has more than 200 clinics in Mexico.

03 Babylon Health United Kingdom

In the 9 years since its inception, Babylon Health has grown to become one of the biggest providers of digital healthcare services around the world. Through national partnerships with WeChat in China, TELUS in Canada, and the NHS in the UK among others, the AI-focused company has expanded its presence, and now has 4.4 million patients registered worldwide, from Rwanda all the way to Missouri.

02

TOP 10

Teladoc

United States

Telemedicine firm Teladoc has been growing dramatically since it began making a series of smart acquisitions in 2015. Already a popular company in the US, with many large insurance companies signing with them, it has acquired BetterHealth, Livongo and the French MédecinDirect. In 2015 the company went public on the New York Stock Exchange, becoming the only telehealth company to do so.

With platform services, medical services and mental health services among others, Teladoc also provides telemedical robots to 60 of the top 100 hospitals in the world, and is available in more than 130 countries serving 40 million members.

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TOP 10

Great jobs launch great careers

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TOP 10

Amazon

United States Healthcare companies are keeping a close eye on Amazon as the tech giant has been making gradual moves into the sector. In 2019 it acquired online pharmacy PillPack, and later this year plans to offer its own pharmacy service to Prime customers in the US. But its biggest move to date has been launching Amazon Care, now available as a workplace benefit in all 50 states of the US. It is the first time a big tech company offers healthcare services directly to consumers.

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Leading digital health and care in Scotland WRITTEN BY: LEILA HAWKINS PRODUCED BY: JAMES BERRY

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SCOTTISH COMPANY GOVERNMENT NAME

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SCOTTISH GOVERNMENT

Jonathan Cameron tells us how his department at the Scottish Government is driving digital health and care in Scotland

J

onathan Cameron is the Interim Director for Digital Health and Care for the Scottish Government, responsible for the overall strategy for digital health and care across the whole of Scotland. His role includes the commissioning and delivery oversight of major programmes that improve the health and wellbeing of Scottish citizens through digital means, linking the health and care sectors and delivery partners from the statutory, private, third sector, innovation and academic fields. More recently, he has also been responsible for many of the COVID-19 digital tools and apps delivered to support the pandemic response, work that is also guided by the Digital Health & Care Strategy.

Cameron’s team ( made up of 76 staff - 26 of whom are Scottish Government employees) advises Scottish ministers on policy and strategy, and ensures funding is effectively allocated to achieve ministerial priorities; the Directorate has a budget of just over £100 million and responsibility for oversight of hundreds of millions of NHS IT spend.

Scotland has in fact been working on digital health approaches since the 1990s, beginning with the ambition to use eHealth.

"For a long time, there's been a recognition of the importance of digital healthcare, not just for the day-to-day work of clinicians, but also just in terms of changing outcomes for patients and making a difference for healthier lives," Cameron says. healthcareglobal.com

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NHS Scotland: Team Work, Commitment and Innovation

Driving the digital strategy The last decade has seen a big push to drive a digital agenda, with Scotland’s first Digital Health & Care Strategy published in 2018. It was a bold and ambitious strategy that recognised care for the people in Scotland can, and should, be enhanced and transformed through the use of digital technology. What the 2018 strategy could not have envisaged is the pace and scale of change brought about by the coronavirus pandemic. This necessitated a rapid expansion and use of a wide variety of digital tools to support the continued safe and effective delivery of care, hence the need for a refresh of the strategy to reflect these advances and build on successes.

The refreshed strategy is underpinned by the "Once for Scotland" approach, which exists to avoid duplication of work.

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“ We're looking at how we can personalise medicine so that it results in a better outcome for patients. I think digital will absolutely be at the forefront of that” JONATHAN CAMERON

HEAD OF DIGITAL HEALTH AND CARE, SCOTTISH GOVERNMENT

"The Once for Scotland approach is about trying to reduce duplication and make sure that we work and collaborate together” Cameron says.. “That's underpinned by the sharing of standards or the agreement to use open standards where possible. The approach is about more than saving money, it is about ensuring better outcomes for people" Cameron says.

“Many of the challenges in implementing a digital approach are around people/ organisations using different systems, different standards and different software.

We are working hard to ensure better interoperability and consistent standards across the sector and across systems.”

“The clinical element to that is really important as well, as our clinicians are a critical part of our team and help us drive forward our digital journey. It's very much a partnership in collaboration, whether it's

with citizens, the clinicians, or those on the frontline that need to use these tools."

Currently one of the directorates long term partners is software vendor InterSystems, who has been providing services for around 15 years.

"InterSystems are the provider across the vast majority of our hospitals, so it fits our Once for Scotland approach. They underpin much of what that we're doing, not just around acute care, but supporting data too, providing access so that data can be shared across Scotland. They are critical to our delivery of patient care and are a longstanding strategic partner for Scotland."

Linking health and social care A key part of the strategy is the link-up of health and social care. “We're very keen to ensure we continue to bring health and care together so that it's centred around the citizen, so what drives our strategy is really just doing the right thing, and the desire to link up different sources of information and different areas," Cameron adds.

This ties in with the commitment strategy to improving health and wellbeing outcomes for citizens. "We've been focusing on digital citizens, and during COVID around how we engage with people, with a particular focus on bridging the digital divide and reducing the inequalities that exist. How do we encourage more people to become digitally confident, and how do we support them on their journey towards that? What drives that is choice, so we do recognise that not absolutely everybody will be able to or want to use digital," Cameron says.

There is work in progress to ensure people who want to access health and care services digitally are able to, while Cameron and his team are also working with partners through the Connecting Scotland programme to build skills and access to digital services. healthcareglobal.com

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USING TECHNOLOGY TO IMPROVE HEALTH AND CARE ACROSS SCOTLAND

The pandemic highlighted just how fragmented and disparate our healthcare system is. The lack of integrated care systems mean healthcare teams and clinicians are information poor.

This creates limited understanding of the bigger picture, longer waiting lists, poorer patient outcomes and staff shortages as it’s difficult to anticipate where support is most needed.

Scotland’s Digital Health Transformation Program is particularly progressive, aiming to empower a 21st century Scottish NHS to provide effective, fair, and affordable care. Scotland’s new strategy reflects the way we need to rethink healthcare.

Patients must be at the centre of their own treatment which is proven to create efficiencies, improve outcomes and experiences as well as promote overall wellbeing. Healthcare services need to change to support this model. Online appointment booking, at-home care and video appointments are fast becoming the touchpoints for our health management but are only possible with the right technology and reporting.

Patient data must be protected and made available both to clinicians and patients but too often, this isn’t the case.

InterSystems has more than a decade’s heritage unifying healthcare across Scotland. We recognise our part as one of the key components of the healthcare ecosystem and the solutions we provide that improve patient care, modernise clinical processes, and encourage more cost-effective ways of working.

Which is why we place transformation and interoperability at the heart of everything we do, ensuring our customers can face the future, whatever it throws at them, with confidence.

In this new normal, the only constant is change so technology needs to help healthcare teams adapt to meet evolving needs.

InterSystems.com/uk/Scotland

@InterSystemsUKI

SCOTTISH GOVERNMENT

“We need to recognise that we are facing a real challenge in terms of people who've had to pause their care, and they need that restarted again” JONATHAN CAMERON

HEAD OF DIGITAL HEALTH AND CARE, SCOTTISH GOVERNMENT

Building digital skills The Digital Health and Care Directorate has also been working on the idea of a digital workforce for several years prior to the pandemic. Its aim is to develop the digital skills of staff, build confidence and promote digital as the right approach. To do this the Directorate is working with Scotland’s university and college sector on prequalification skills.

The pandemic meant this became a standard way of working, and Cameron tentatively says it is here to stay. "I fully expect greater use of webinars and hybrid events, and that applies to the delivery of training as well as the use of digital tools. We're looking forward to building on what we've done before and continuing to mature not only the skills that people have, but also encouraging people to think digitally and about what that could bring to changing processes."

This will take time, he says, but COVID19 has presented a real opportunity to accelerate it. "It's opened up greater flexibility, as people don't have to worry about traveling to get together. But inclusion is hard to gauge, and there will be groups of people who have found it challenging, that 158

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find it hard to engage via digital channels or who may have broadband difficulties. It's a little hard sometimes to understand who's been left behind, and we really don't want anyone to be left behind. But I do suspect as we come out of the COVID-19 response and into more of a business as usual recovery, that there will be people who say they really struggled and want to be back in the office full time or need more support. But I think that overall, people have really embraced digital and have worked incredibly hard during the last year and a half to deliver care across Scotland."

Adoption of digital services One example of people successfully embracing digital healthcare is the NHS Near Me service, a video consultation platform available only in Scotland.

Cameron says that usage prior to the pandemic was low - there were around 300 Near Me consultations a week before March 2020, rising to nearly 17,000 a week by June. "We've actually just had our millionth video consultation. The platform is a great example of something we had in our toolbox that we were able to pull out and support patients with.”

SCOTTISH GOVERNMENT

Jonathan Cameron TITLE: HEAD OF DIGITAL HEALTH AND CARE INDUSTRY: GOVERNMENT LOCATION: SCOTLAND Jonathan is the Head of Digital Health and Care in Scottish Government, and is currently leading the Digital Covid-19 response across the NHS and Care sectors, including the Covid Vaccination system and Protect Scotland app. Jonathan has overall responsibility for the Digital Health and Care Strategy for Scotland, and for ensuring delivery of major programmes which support the strategy.

Prior to joining Scottish Government in November 2019, Jonathan held a number of NHS IT and Digital posts, and has delivered major data, IT and eHealth projects and programmes across the UK. Innovation has also been a key focus and Jonathan was a CivTech challenge sponsor for this major SME development programme.

SCOTTISH GOVERNMENT

"We've had technology-enabled care programmes for well over 10 years," Cameron adds. "I think that reflects the remote and rural nature of Scotland. If you're in the Western Isles or in Orkney and Shetland, for example, getting access to certain clinicians can be very challenging.

You've got to work in very imaginative ways.

We've had great take-up in terms of things like blood pressure monitoring services and, more recently, on Chronic Obstructive Pulmonary Disease (COPD), so people don't need to come into hospital for a routine check-up because they can rely on the equipment and the digital readout of how the patient reports they are feeling.”

"The consultant can see them without having to necessarily see them face-to-face.

We've saved a number of acute visit follow-ups that way."

Another benefit of video consultations has been reducing the impact of conventional healthcare services on the environment: “We actually had the concept of Health Miles before COVID-19. We’ve had tremendous success reducing journeys by using video consulting, and I think it's a great example of how we’re supporting environmental efforts going into COP26. Digital health and care has a big role to play in this, which we’ve shown through the work we've done with Oxford University on Near Me.” A data-driven approach Cameron and his team are about to embark on a consultation for a data strategy, which will be Scotland’s firstever dedicated Data Strategy for Health and Social Care. This will include detailed consideration of how to increase citizens’ trust and transparency in data sharing, as well as addressing issues around ethics and legislative requirements. "We want to 160

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have that conversation about how to use data safely, and to discuss what is ethically the right thing to do. We actually put an ethics framework in place as part of our COVID-19 work. I think the foundations of ethics and information governance need to be in place before you get into things like AI. Trying to make data-driven decisions, and using data as a way of driving innovation runs through a lot of what we do in Scotland.”

This work is being led by the Data Lab, Scotland's Innovation Centre for Data and AI. “Our idea is that we will join up data in lots of different ways to drive better outcomes for patients, or better decision-

making from clinicians or simply just putting people in touch with each other” Cameron says. “It's often not the really complex world of machine learning and AI that makes the difference, it’s simply people being able to understand who's there and what services are available.”

Separately from the Data Lab, Scotland has the Digital Health and Care Innovation Centre (DHI), which exists to enable the Scottish Government to engage with suppliers, and as Cameron explains, “understand the maturity of different products, and in some cases actually use it as a sandbox environment to actually prove that something will work. I think

“ What drives our strategy is doing the right thing and the desire to link up different sources of information and different areas” JONATHAN CAMERON

HEAD OF DIGITAL HEALTH AND CARE, SCOTTISH GOVERNMENT healthcareglobal.com

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“ We're looking forward to building on what we've done and continuing to mature the skills that people have and encouraging people to think digitally” JONATHAN CAMERON

HEAD OF DIGITAL HEALTH AND CARE, SCOTTISH GOVERNMENT

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the challenge that a lot of suppliers have is duplication and overlap and sometimes they have a lack of clarity about what the problem is they're trying to solve.”

“AI is a great example - the number of times I've seen a great presentation of an AI platform but what is it going to do for the patient or the clinician?

The future for Scotland’s healthcare Cameron says his team welcomes innovation. “We are really encouraging of any company or potential supplier coming to Scotland. We’re open to innovation and new ideas, and are seeking to be a leader in the use of data in healthcare. Part of our wider strategy is going beyond health and the immediate challenge of supporting patients and clinicians is to supporting the economy and climate change as well.”

Looking ahead, Cameron says that their first goal is recovery. "We need to recognise that we are facing a real challenge in terms of people who've had to pause their care, and they need that restarted again. Our immediate goals are around getting back to whatever a normal state may be, but we need to focus them away from corporate greed. In terms of long term goals, I think we will certainly have gone a long way to achieving them if we are able to put the patient at the centre of their care, in charge of their care and potentially able to direct it, or at the very least have a personalised experience.”

“We're looking at genomics and other examples of how we can personalise medicine so that it results in a better outcome for patients. I think digital will absolutely be at the forefront of helping people towards that."

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Innovating Healthcare Technologies In the Lab WRITTEN BY: GEORGIA WILSON PRODUCED BY: JAMES BERRY

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SIRIUS COMPUTER SOLUTIONS

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Imran Salim (Sirius Healthcare) and Kevin Torres (MemorialCare) on innovating healthcare technologies in the lab

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magine a future where smart hospital platforms facilitate treatment regardless of patient and clinician location, where patients reap the healing benefits of patient distraction devices, and clinicians are freed up from administrative tasks to focus on the patient while automation of those tasks provides more real-time, actionable data.

Traditionally, healthcare has been slow to adopt new technologies either for budget reasons or lack of proof of performance.

But COVID fast-tracked innovation and adoption of new healthcare technologies— there was no choice.

MemorialCare is a healthcare provider that runs the full gamut of healthcare services with numerous hospitals, freestanding urgent care centres, and dialysis centres throughout southern California. They were an existing client of Sirius Healthcare, who was helping the health system update their infrastructure to sustain the high availability of their clinical applications.

“The systems were going down and having high-availability issues,” says Kevin Torres, CTO and CISO at MemorialCare. This problem stemmed from an out-of-date infrastructure. “We went a little too long driving on bald tires, so to speak,” says Torres. “[Sirius] actually dug in, rolled up their sleeves, got dirty and helped [us] get out of that jam.” That made an impression on Torres and established the foundation of trust their relationship would be built on. healthcareglobal.com

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Title of the video

Over years of working together, the two organisations developed a deep rapport and mutually beneficial relationship.

“Kevin would come to us not with ‘I need to buy some [technology],’ but with ‘here’s a problem I have; can you help me solve it?’” says Imran Salim, SVP of Sirius Healthcare. “That’s the kind of relationship

“ The core of our business is to take care of patients, and we leverage the electronic medical record (EMR) in order to accomplish that” KEVIN TORRES

CTO AND CISO, MEMORIALCARE

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we have.” So when the largest vertical in the $3.8B technology integrator that is Sirius approached MemorialCare to be a clinical partner in creating a Healthcare Technology Innovation Lab that would allow them to innovate, test, and build out new technologies to advance healthcare, it was an easy “yes” for Torres. “They’re really a go-to partner for us, so it was just a natural extension and evolution of our relationship.”

Where Sirius brings the technical expertise to the table, MemorialCare provides the clinical environment where that expertise can be leveraged to better their health system.

“There are a lot of partnerships that overlap,” says Torres. He explains that Sirius acts as a broker of those partnerships because they have relationships with all the vendors. “The main benefit is that we’re [all] just trying to take care of patients, period,” says the CTO. All healthcare providers grapple with the very issue for which Torres first sought help from Sirius—the high availability of critical

SIRIUS COMPUTER SOLUTIONS

KEVIN TORRES TITLE: CTO & CSO

clinical applications, such as EMRs when systems go down. Patients can’t afford a long downtime should something happen such as an outage or a ransomware attack; their health and wellbeing are literally at stake.

“The core of our business is to take care of patients, and we leverage the electronic medical record (EMR) in order to accomplish that,” says Torres. “It has to be available all the time. And even if it does go down, you better have a backup system.”

Full backup and redundancy systems are expensive to buy and maintain, however, so MemorialCare and Sirius set out to create a lower-cost, highly reliable and resilient solution. Working together with their mutual partners Microsoft Azure, NetApp and IBM, they created a Hybrid-Cloud Disaster Recovery (DR) solution that would allow them to activate and scale up or down on-demand, based on usage. Already in play, the Innovation Lab allowed them to test and solve for any latency issues or challenges related

EXECUTIVE BIO

COMPANY: MEMORIALCARE Kevin Torres, V.P. of Information Technology for MemorialCare, has spent over 25 years of his career in healthcare IT and information systems.

He currently oversees the CTO and CISO functions for all entities within the MemorialCare Health System.

Kevin was also formerly Adjunct Professor at California State University (2002-2012) in the HealthCare Administration program, creating many internship opportunities. He has published several Information Technology articles, including an article featured the International Journal of Public Administration, which he co-authored. Kevin is on the Advisory Board for The Children’s Clinic of Long Beach, was designated Orange County “top walker/ fundraiser” three years in a row for the March of Dimes, and was featured in a Cisco case study showcasing Hyperconverged technology solutions.

SIRIUS COMPUTER SOLUTIONS

Innovate Anywhere with Sirius and Azure Get the consistency and flexibility to innovate anywhere, across on-premises, multicloud, and edge environments.

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SIRIUS COMPUTER SOLUTIONS

SIRIUS AND ITS PARTNERSHIPS WITH IBM NETAPP AND MICROSOFT “We have a great partnership with all of them,” says Salim. “Frankly, the reason those partners are there is due to Kevin and MemorialCare having partnership with those people. So when we started looking at this project and building out this project, you know, Kevin is an IBM shop running AIX, which is what the backend platform was. We’re happy with IBM, which is the largest reseller in the world.

“ The main benefit is that we’re [all] just trying to take care of patients, period” KEVIN TORRES

to where their data was physically located, whether in the cloud or the data centre, to determine if the solution could be used effectively as a backup if and when there was downtime on the main production system.

“What happened in-between all this testing is quite interesting,” says Torres. “With all the ransomware attacks you’ve heard about in the media, there’s a requirement to protect your data at all costs, and the backup can’t be on the same physical network as your production system,” he explains.

DID YOU KNOW...

CTO AND CISO, MEMORIALCARE

“With NetApp, we have a great partnership MemorialCare uses them for storage needs. I think we are NetApp's largest partners, so that’s great.

Now we have a server technology, and we have a storage technology that's been true and proven in a healthcare organisation that we partner with today.

Then we have Microsoft. When we started talking about who the cloud provider should be, Kevin said, ‘We have a corporate agreement with Microsoft and with Azure, and we'd like to start there.’ So it was really customer-driven at the end of the day, all of this work, and we have supported every one of them because we've got great partnerships.”

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SIRIUS COMPUTER SOLUTIONS

IMRAN SALIM TITLE: SVP HEALTHCARE SOLUTIONS COMPANY: SIRIUS HEALTHCARE

EXECUTIVE BIO

Imran Salim, Senior Vice President of the Sirius Healthcare practice, is a 30-year industry veteran. Imran leads all operations for the practice, made up of a dedicated sales team and a nationwide solutions group largely populated by former C-suite healthcare IT veterans. He built and leads this operation with the overarching mission to help clients define and achieve business objectives by leveraging technology with sensitivity to the vast array of competing priorities and budget restrictions unique to healthcare IT.

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Imran’s unique approach to assisting clients has resulted in think-tank initiatives for the industry such as Sirius’ MemorialCare Technology Lab, created to push healthcare IT innovation forward. Under his leadership, Sirius Healthcare provides comprehensive healthcare technology solutions to support clients through every step of the healthcare continuum and technology lifecycle to improve quality of care, control costs, enhance security, comply with regulations, and extend reach to communities.

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“ The reality is, many people build things and never use them” IMRAN SALIM SVP, SIRIUS HEALTHCARE

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SIRIUS COMPUTER SOLUTIONS

Leveraging the lab to test a Hybrid Cloud DR solution put MemorialCare uniquely ahead of the curve.

When the onslaught of ransomware attacks on healthcare began, the foundation for the Hybrid Cloud DR solution had already been laid. “We call it an airgap backup,” says Torres. Where a DR solution primarily consists of an ongoing backup or copy of critical on-premises data to a location on a separate network, Sirius added a third layer—an additional copy of that data backed up to a third location as a read-only, fully encrypted and locked backup. Should the production system suffer an event, this allows the organisation to restore systems back to a date (in this case, 60 days prior) from protected backups, in a sanitised state, where the system and data would

Access your data at the right place at the right time Sirius and NetApp help simplify and accelerate your cloud transformation with unmatched control, protection and efficiency for your data workloads and applications in the cloud.

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SIRIUS COMPUTER SOLUTIONS

“ There’s a requirement to protect your data at all costs, and the backup can’t be on the same physical network as your production system” KEVIN TORRES

CTO AND CISO, MEMORIALCARE

be completely clean. This is additional to the shadow read-only or SRO capability that enables restoration of individual applications in lieu of running a full DR. “We have the ability to segmentise or keep it separate from a hacker not only taking

[our] production system, but [our] backup system,” says Torres.

As a long-time IBM Power Client, MemorialCare didn’t want to sacrifice the reliability and redundancy provided by IBM Power when it came to the critical operational database for their EMR, even in a DR solution.

In addition, NetApp would provide the storage fabric that allowed MemorialCare to seamlessly move data between on-premises, colocation, and public cloud deployed NetApp instances without sacrificing performance or resiliency. Topping it off, Microsoft Azure would provide the elasticity that would make the solution cost-effective.

The buy-in and investment of partners such healthcareglobal.com

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SIRIUS COMPUTER SOLUTIONS

A smarter strategy to drive business transformation A hybrid approach to disaster recovery with Sirius and IBM may provide the flexibility you need to make the right financial and architectural decisions while reducing costs.

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October 2021

as these are critical to developing and testing cutting-edge technology solutions in the lab.

Because this type of backup system had never been done before with this set of applications and vendors, if they were able to make the solution work reliably, not only would MemorialCare benefit, but all healthcare providers could potentially benefit. That potential is a priority for Salim.

He makes it clear that Sirius Healthcare only builds out and tests an idea if they believe it could benefit the majority of the healthcare industry. “The reality is, many people build things and never use them,” says Salim. “All my direct team members have been previous executives at healthcare organisations, so they’ve done Kevin’s job.” Buy-in from his team and other healthcare organisations they work with is the key to rolling out new solutions, and the lab is where they test-drive those solutions.

Collaboration between MemorialCare and Sirius may be the basis for many cutting-edge

solutions into the future. Their next big project, Patient Room ‘Next’, is well underway. The rise of telehealth and remote care services in response to the worldwide pandemic changed the way Sirius and MemorialCare are looking at the “patient room,” adopting a philosophy that a patient room is now wherever the patient is treated—be that at home, in a parking lot, or in a hospital room.

So they built out a small, fully-outfitted patient room inside the lab to develop and test next-generation technologies.

Currently, the team is testing out the integration of smart technologies and applications into the lab’s patient room including cameras that provide visual monitoring of the patient and the room without breaching patient privacy, speakers and mics that enable distance communication and engagement, touchless sensors that help monitor everything healthcareglobal.com

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SIRIUS COMPUTER SOLUTIONS

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“ It becomes an environment where you can really cultivate ideas and innovation, and that’s where the success of it is— having not only the technology people but also having people who understand healthcare” IMRAN SALIM

SVP, SIRIUS HEALTHCARE

from patient vitals to when people enter and leave the room—all enabled by artificial intelligence to provide real-time diagnostics. “Kevin doesn’t need another 300+ applications in his organisation; he’s got plenty to deal with,” says Salim.

The goal is to streamline and simplify clinician workflows, improve productivity, and facilitate better patient experiences and health outcomes. “It becomes an environment where you can really cultivate ideas and innovation,” he says of the lab, “and that’s where the success of it is—having not only the technology people but also having people who understand healthcare.”

We can’t know what the future holds, but with partnerships like the one between Sirius and MemorialCare, the future of patient care seems bright.

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SPECSAVERS

DATA-ENABLED

VISION WRITTEN BY: JOHN O'HANLON PRODUCED BY: KRISTOFER PALMER

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SPECSAVERS

Specsavers unrestingly looks to expand its service across the globe and is leveraging data to do that: we speak to Helen Mannion and Tina Christison

E

verybody surely knows about Specsavers. Its long-running ad campaign (“Should've gone to Specsavers…”) has made sure of that. That is, arguably, one of the most recognisable campaigns ever - and, as it was made in-house, says a lot for the ethos of a company that in just 38 years has grown to be the number one optical brand in many of the markets it serves. This success is no accident. Since founding the company in 1984 at Guernsey, where it's still headquartered, Doug and Dame Mary Perkins completely changed the landscape from a model that depended on isolated local opticians to an interconnected franchise model whereby a uniform customer experience could be guaranteed.

To maintain and grow this dominance, the founders put customer experience at the top of their agenda, says CRM and Analytics Director Tina Christison. Being knowledgeable and accessible is essential to delivering world-class customer experiences, but what Specsavers' 38 million customers across the globe really remember is great human interactions: the special care and attention that its people provide every day. “With this many people coming to our stores, clearly the ability to retain their custom is vital: data and analytics are the keys to ensuring a great customer experience.”

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Christison and Specsavers' Global Data Director Helen Mannion have been working closely together to transform the company into a data-driven organisation, optimising its customer communications, while retaining the family feeling among partners and employees.

Mannion came to Specsavers in 2018 to lead its data transformation programme:

HELEN MANNION TITLE: GLOBAL DATA OFFICER COMPANY: SPECSAVERS INDUSTRY: RETAIL LOCATION: UNITED KINGDOM

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“It's centred around enabling the use of data within the organisation, while at the same time we have been delivering a series of projects to showcase the benefits that data brings. Our aim is that ultimately everyone in Specsavers will have their own data story and be able to articulate how data can benefit them in their own role, and deliver customer value.”

EXECUTIVE BIO

Helen Mannion is Global Data Officer at Specsavers.

A graduate of Cardiff University and with an MSc from the London School of Economics (LSE), Helen previously held a number of senior roles in business-related technology, including eight years at telecoms giant Telefonica ending up as its Head of Analytical Innovation, and four years at Giffgaff as Data Protection Officer and Head of Business Intelligence.

She believes that companies make better decisions when they have full insight into a given situation. Through harnessing the power of data she helps Specsavers to make more effective decisions, clarify its perception and allow it to see its way to develop and improve. By converting raw data trails into meaningful intelligence she influences business change, and develops data strategies that help its customers optimise their vision.

The data-driven organisation She has a very clear vision of her goals as a leader. “We are on a mission to transform Specsavers into a data-driven organisation.

We want data to drive future strategy, and make it easier for teams across the business to realise their goals and aspirations.

We have a very strong lean data team, with a huge amount of knowledge and expertise, and they are making great progress. They are a diverse team not afraid to pull on each other’s strengths especially when things don’t

SPECSAVERS

Data-enabled vision

“ Our aim is that ultimately everyone in Specsavers will have their own data story” HELEN MANNION

GLOBAL DATA OFFICER, SPECSAVERS

go to plan! It is a hugely supportive and caring culture with a focus on helping each other achieve more and having buckets of fun in the process. As one of the team puts it: “We live the mantra ‘A happy team is a productive team’ and this is a true reflection of how the employees feel.”

But the team don’t just have lots of fun they also have a strong delivery focus and along-side a wider data community and business stakeholders are making a real impact on customer, partner and staff experiences. The significant progress on

the transformation journey is born from their willingness to share their experiences and build on the great work from other teams.

We are also always on the look-out for eager colleagues and talented data professionals across the wider business who we can form a partnership with to achieve more at a faster pace. A member of the team comments: “We see our stakeholders as an extension of our team. We share in their pains and we share in the successes.”

You cannot separate sophisticated data capture and storage from analytics, she says.

“In any organisation, it is important that data and analytics functions and users are aligned and working together to help the organisation achieve its ambitions.

The drive to democratise data and the growing capability for users of all abilities to perform advanced analytics requires organisations to work harder to create healthcareglobal.com

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SPECSAVERS

a joint partnership between data and analytics practitioners. This shift will create an environment where everyone has the opportunity to become an analyst.”

Tina Christison is quick to agree: “We are working to improve the effectiveness of our CRM activities, and the key enabler to that is data. We want to have better access to our customers' data to enable us to deliver relevant messages across all the communication channels that we have, and we want to be able to effectively evaluate that activity and assess how it helps retain our existing customers and make it easy for them to buy more regularly from us.

So data and technology play a huge part in the ongoing development of the business.”

Now, for example, customers may book online, and are automatically reminded

TINA CHRISTISON TITLE: CRM AND ANALYTICS DIRECTOR COMPANY: SPECSAVERS INDUSTRY: RETAIL

Tina has worked in CRM and analytics for over 20 years working within financial services, CRM agencies and loyalty management. She joined Specsavers in 2017 and has led the implementation of Adobe as their global CRM campaign management tool. Her role encompasses their sharing of best practice in Marketing Technology, Analytics and CRM across the 11 countries Specsavers operates.

EXECUTIVE BIO

LOCATION: UNITED KINGDOM

“ We are working to improve the effectiveness of our CRM activities, and the key enabler to that is data” TINA CHRISTISON

CRM AND ANALYTICS DIRECTOR, SPECSAVERS

beforehand at the same time being told exactly what to expect, what they need to bring, and how long the appointment is likely to take. This has reduced no-show and cancellation rates by 15%, she says.

Reaching across the business Despite its marketing successes over the years, Helen Mannion found an organisation where data was held locally rather than centrally, with much analytics work being outsourced to third-party agencies. “There was an appetite to use data, but little opportunity. We have implemented a new data platform using Microsoft Azure and Power BI to visualise and analyse that data. In partnership with Tina's team, we have added predictive modelling in our CRM activity so we are moving steadily into more advanced data science areas.” With some 70% of customer data now migrated to the new platform and growing number of users across the business and supply chain, the culture around data is changing fast, she says, with training programmes in place to give staff the skillsets they need.

The work of Helen Mannion's team is reaching every part of the enterprise. In finance. For example, legacy recording processes had built up over time, largely based on Excel and Access. “Just a single process, to deliver an invoice, for example, can have multiple semi-manual processes within it, but much of that can be automated, healthcareglobal.com

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SPECSAVERS

Campaigning with Adobe With Adobe Campaign, companies can use rich customer data to create, coordinate, and deliver dynamic campaigns that customers actually want — through email, mobile, offline channels, and more.

As Helen Mannion, Specsavers Global Data Officer says: “We have been doing some great work to improve CRM effectiveness within Adobe. Creating a single customer view and simplifying our data structures within Adobe is a significant step forward which will increase our ability to change & iteratively improve campaign performance.”

Specsavers' journey with Adobe started in 2016, explains Tina Christison, Global CRM and Analytics director, when Adobe Campaign was introduced in the UK. “This is our largest market, and we have now rolled that out across all the markets we operate in. So we now have a global campaign management platform, supported by a standardised data model, and I think we are quite unique in that. It means we are able to accelerate customer communications across all our regions and that has really helped us. We went on to develop a global contact strategy, with global CRM KPIs. We are able to compare performance, so we can now spot opportunities and transfer learnings, something that has made a real impact on the business because we are not operating in regional silos anymore. Adobe Campaign has been fundamental in delivering that and uniting our CRM teams around a common platform – and a common way of working.”

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“ Data and technology play a huge part in the ongoing development of the business” TINA CHRISTISON

CRM AND ANALYTICS DIRECTOR, SPECSAVERS

so we are looking to automate a lot of that flow, and that will save a huge amount of time. Our team is doing an initial process as a showcase, then we'll upskill the finance team so they can roll it out to all their other processes themselves.”

A central data team could never take on all the work required to automate the hundreds of processes within finance, marketing and other business teams but it can show the way and impart the skills needed to digitise their processes. In this way, the transformation of the business as a whole can be achieved largely in-house without the need to bring in third-party partners.

For now, she is focusing on the low-hanging fruit. A good example is found in the work she is doing with the CRM team. “Historically there wasn't any predictive modelling within CRM, which is quite unusual considering the size and scale of the company. People are very keen to get their hands on data and obtain the insights it can give them – for example in 2020 the clinical teams looked at the impact of the first lockdown on glaucoma and they identified that two-thirds of referrals were missed at that time. That information and other data sources from the eye care sector was shared with the NHS and Glaucoma UK and fed into the government's decision to allow optometrists to stay open for wider care to relieve pressure on the NHS, prevent avoidable blindness and provide services to the public who needed them so badly from healthcareglobal.com

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broken spectacles to brain tumours. Being able to access data of this sort will impact the whole organisation. More and more people have come to us wanting to start self-serving and learning how to develop the insights themselves and that's really helping us on our data transformation journey!” Tina Christison endorses this wholeheartedly.

“During the pandemic, having better access to data has enabled us to do things we never could before, enabling us to spot opportunities and do things differently. And we've probably only scratched the surface of the potential that exists!”

Building data-aware teams Building a coherent data team and a collaborative culture has been very important to Mannion's strategy. “I'd like everybody at Specsavers to realise they have their own data story to tell. We want everybody to be able to use data easily and answer common questions in minutes.

So we invest significant time as a team to transition our knowledge and we ask other talented data professionals from across the business to share theirs too. We have a growing community of data professionals that share their insights, write user guides, ask and answer questions, and develop a culture of adding to and improving the work that's already been done.”

One original method we are trialing is to invite departments to second people who want to develop their data skills to join the data team for a limited period. They come with a data project that they own and learn best practices while they develop that. “It's one way to train the wider organisation more effectively – creating a ripple effect.

If we can train five people, and they can train another five people, gradually we'll get to everybody!”

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There was limited recruitment during the pandemic but things are looking up.

“We are on a recruitment drive at the moment, and we have done really well and filled the majority of roles. However, the more technical data roles have proved slightly harder to fill. We are helped by the fact that Specsavers is such an attractive company to work for; there's a lot of job satisfaction working for a company with a mission to change people’s lives for the better through improving their sight and hearing. From a data perspective we feel honoured to ensure data fulfils

SPECSAVERS

“People are very keen to get their hands on data and obtain the insights it can give them” HELEN MANNION

GLOBAL DATA OFFICER, SPECSAVERS

its true potential. It's an exciting journey because we're into a big transformation: the impact that we're able to create as a team is large, and we're very focused on learning and development. People really like that. Speaking personally, my number one objective is always that my team are happy and getting satisfaction from the work they do.”

Covid-19 gave rise to an even greater demand from the business to understand performance at pace. Rising to this challenge, the data team at Specsavers was recognised at the WARC 2020 marketing awards in the Best Use of Data category, the company,

in the words of the citation, “Found a new way to use online appointment booking data to get people to take a last-minute eye test and built a new system that allowed it to activate across digital channels. With COVID prevention measures reducing eye test capacity in every Specsavers store, this access to live appointment volumes, and scalability across stores, channels, audiences and times, has proved invaluable in managing customer volumes through the crisis.”

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