Charting a course for the future of healthcare in Ontario Issue 8
SOUTHLAKE HEALTH
MIRXES
Harnessing the power
CEO, Ganeshan Varnakulasingham, tells us about Sypharma’s emergence at the forefront of Australian animal healthcare
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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
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TOGETHER EVERYONE ACHIEVES MORE
Welcome to our eighth edition of Healthcare Outlook.
Shining the light on this issue’s front cover is Team Medical Supplies (Team Medical), one of the top distributors of medical consumables, equipment, and vaccines in Australia.
The family-owned and operated company, established in 2011 with the purpose of creating solutions for a healthier world and vision to transform the distribution of healthcare products Down Under, has quickly grown and found success whilst maintaining the origins that still define its culture today.
We discuss these intimate origins, and Team Medical’s grand plans for a sustainable and healthy future, with members of the management team.
“A culture of resilience, camaraderie, and humour remains the foundation of Team Medical today. It’s what drives us to aim higher, achieve new goals, and support one another,” prides co-Founder and Head of Strategic Partnerships, Ray Brown.
Just as Team Medical remains a close family, Canadian acute care provider Southlake Health is united by its new-found mission to deeper integrate clinical services within the surrounding communities of Ontario.
To improve patient services and outcomes and safeguard the province’s healthcare system for the future, it has developed a strategy that will transform its operating model, moving away from a single-centre approach to focus on delivering leading-edge care closer to home.
“We’re striving toward the extension of our expertise within communities, as opposed to solely being available at our site on Davis Drive,” details President and CEO, Dr. Paul Woods.
At the forefront of animal healthcare in Australia, meanwhile, Sypharma has come together to help address critical supply chain gaps.
The country is currently experiencing a shortage of intravenous (IV) fluids due to global supply limitations, unexpected demand increases, and manufacturing issues.
Sypharma has therefore increased its operational capacity, resulting in a recent flurry of IV fluid production.
“The industry has been supportive of Sypharma proactively marketing the products to veterinary clinics,” states CEO, Ganeshan Varnakulasingham.
There is no “I” in “team”, and as Mirxes, PCI Pharma Services, and as the South African Medical Technology Industry Association also demonstrate in this issue, together everyone achieves more.
We hope that you enjoy your read.
Jack Salter
Head of Editorial, Outlook Publishing
EUROPE & MIDDLE EAST
WEIGHT LOSS WAR WON
THE CEO OF Danish pharmaceutical company, Novo Nordisk, has stated that its next-generation anti-obesity injectable, CagriSema, is likely to launch before that of US drugmaker, Eli Lilly.
Plans to submit the medication for regulatory approval in early 2026 arrive slightly later than its previous expectation of the end of 2025 to secure supply chain readiness.
The drug’s flexible nature, which allows consumers to adjust their own doses rather than follow a schedule, meant that trials experienced the lowest-ever dropout rate for Novo Nordisk as gastrointestinal side effects were reduced.
This flexibility could enhance CagriSema’s weight loss potential, surpassing the strength of Wegovy, the company’s blockbuster drug.
TRUMP TRIES TO OBSTRUCT PROGRESS
IN AN ATTACK on diversity, equity, and inclusion (DEI), the Trump administration’s directive requires a review of research papers that have already been submitted for publication.
A number of associated public information web pages have already
been taken offline, however a federal judge has since ordered that some be restored.
The studies feature work from the US Centers for Disease Control and
VALUE DRUGS FUEL FEARS
PUBLIC CONCERNS IN China regarding the effectiveness of generic medication used in hospitals and pharmacies have prompted a rare response from government officials.
Doctors believe the country’s procurement system, which prioritises cheap drugs over branded pharmaceuticals, has led to costs being cut, compromising patient safety.
The official line is that the issue is one of perception rather than reality, claiming different reactions to medicines and their inefficacy are from subjective viewpoints.
This has done little to allay public fears about a healthcare system that is already strained due to an increasingly ageing population.
Prevention (CDC) scientists, including collaborations with external academic institutions. CDC authors have removed their names in order to give the papers a chance to be published.
Dr Chris Beyrer from Global Health noted that the restriction could hinder future research on HIV prevention amongst gay and bisexual men and transgender women, who represent a significant proportion of new infections in the US.
EBOLA CASES CAUSE CLINICAL TRIAL
UGANDA’S EBOLA CASES have risen to nine, a report by the country’s Ministry of Health has confirmed.
An outbreak of the often-fatal viral infection was declared last month, driven by the Sudan strain of the virus, for which there is no approved vaccine. One patient has already succumbed to the illness, with the
other eight in a stable condition.
Furthermore, the ministry has implemented a quarantine protocol for 265 individuals identified as contacts of the confirmed cases.
In response, Uganda has initiated a trial vaccination programme targeting the Sudan strain, as existing vaccinations only treat the Zaire strain.
BILL TO BE BOLSTERED
ACCORDING TO A member of Parliament in the UK advocating for legislative change, the proposed assisted dying bill is set to be enhanced by a plan to have cases reviewed by a panel of experts rather than a judge.
Currently, England and Wales mandate that a High Court judge evaluate each individual’s eligibility to ensure no coercion has occurred.
Kim Leadbeater, the Labour MP behind the bill, intends to propose the replacement of judicial oversight with a specialised panel of experts to
review applications.
However, critics are apprehensive that the modification may undermine essential safeguards designed to protect vulnerable patients.
A NEU DEAL IN THE WORKS
GERMAN HEALTHCARE AND technology group Merck is in advanced talks to acquire US BioTech firm, SpringWorks Therapeutics, which focuses on developing treatments for various cancers and rare diseases, including a highly anticipated product for neurofibromatosis type 1.
No binding agreement has been signed yet, but if successful, a deal could be finalised in the coming weeks.
SpringWorks Therapeutics’ shares reached their highest level since April 2022 after the news broke, resulting in a market value of around USD$4 billion.
Additionally, deal-making in the US healthcare sector is starting to display signs of an uptick after a slowdown in activity last year.
PROFIT DOWNTURN AFTER VACCINE TURN DOWN
AUSTRALIAN BIOPHARMACEUTICAL
COMPANY, CSL, has reported declining immunisation rates in the US, its largest market, which has negatively impacted its vaccine sales, leading to a 3.5 percent drop in shares.
Revenue for the Seqirus influenza vaccine fell nine percent to USD$1.66 billion for Q3 and Q4 2024 – 15 percent below analysts’ forecasts.
CEO, Paul McKenzie, attributed the weak performance to post-COVID-19 pandemic apathy and reduced vaccine access amongst 18-to-64-year-olds, posing a public health risk.
However, CSL’s overall net profits rose six percent to over USD$2 billion, driven by a 10 percent increase in revenue from its Behring blood plasma business.
Providing Natural Relief to Cancer Patients
Dr Sue Clenton, Oncologist and Specialist Consultant at Releaf, reflects on how medical cannabis can provide lifealtering benefits to cancer patients and change the future of healthcare for the better
Writer: Dr Sue Clenton, Oncologist and Specialist Consultant, Releaf
Often, when someone mentions cannabis for medical use, they are confronted with long-held beliefs relating to the plant being viewed as ‘illegal’, a ‘gateway drug’, or even ‘not effective’. But despite many possessing these dated pre-conceived ideas, there can be no doubt that medical cannabis is
effective in alleviating the symptoms of many serious conditions. For those still holding onto these traditional beliefs, the results may need to be seen to be believed.
Having previously been a sceptic myself, working with Releaf has changed those beliefs as I’ve seen the plethora of benefits patients receive
from having a medical cannabis prescription. Releaf is the fastestgrowing medical cannabis clinic in the UK, helping thousands of new patients each week take control of their health and discover the life-changing benefits of medical cannabis with treatments that cannot be found elsewhere. More and more patients are seeking help for a range of conditions, including alleviating symptoms and side effects from their cancer treatment. For those patients, the private medical cannabis industry in this country is how they access it. Although early studies suggest some cannabis strains may have anti-cancer properties, the jury is still undecided whether it can actually prevent or treat cancer. Whilst trials are ongoing in some cancer types to establish if medical cannabis could be an anti-cancer treatment, such as combining medical cannabis with chemotherapy in highgrade brain tumours, results are still awaited.
In the meantime, Releaf continues to see everyday patients use medical cannabis to successfully treat the side effects of chemotherapy. In fact, many cancer sufferers are now looking to medical cannabis as a way to ease their chronic pain – particularly those nearing the end of life.
effects are associated with these treatments, yet they are routinely and readily supplied by the NHS as the best solution to ease pain.
Medical cannabis, however, works differently from traditional pain relief treatment by mimicking naturally occurring endocannabinoids to suppress sensitisation and inflammation via cannabinoid receptors, ultimately improving pain relief.
Whilst most cancer patients with severe pain will be prescribed opiates in the later stages of treatment, tolerance to opiates can build fast, and some of the side effects can even reduce their effectiveness. That’s not to mention the risk of dependency
TREATING NAUSEA, VOMITING, AND ASSOCIATED LOSS OF APPETITE
The following are some of the ways in which medical cannabis is being used today to treat patients suffering from the side effects of cancer treatment.
TREATING PAIN AND THE SIDE EFFECTS
Many patients with cancer will experience pain at some point in their illness. Some will be given opiates, non-steroidal anti-inflammatory drugs (NSAIDs), steroids, or neuropathic treating agents such as pregabalin. An abundance of side
Unfortunately, a plethora of cancer treatments are toxic and cause significant morbidity. A real concern for patients is the risk of nausea and vomiting that can come as a result of their treatment, and sadly, this fear is a reality for many.
The NHS has approved treatment through medical cannabis in this situation, but there are currently limited preparations available and very few clinicians who are happy to prescribe them.
Meanwhile, other traditional solutions, such as opioids, can be ineffective for some,
making it feel as if there is nowhere else to turn. This is where Releaf fills the gap.
The use of medicinal cannabis can help relieve these symptoms and improve a patient’s appetite. The vomiting centre in the fourth ventricle (the chemoreceptor trigger zone or area postrema) detects the presence of poisons in the blood and causes vomiting and nausea. Cannabinoids work by exerting their anti-emetic effect by inhibiting HT3 (serotonin) receptors in this area, which then regulates vomiting. Releaf patients continually find their symptoms are much more reduced, and their quality of life improves with their private subscription.
TREATING MOOD AND SLEEP
It is easy to see why many cancer patients have difficulty with their mood and sleep. Worries about the future, their job, money, and family concerns can lead to low mood, anxiety, and poor rest. These can dramatically affect a patient’s quality of life and the motivation to continue active treatment.
Cannabis has been found to help with anxiety, especially when certain terpenes (aromatic compounds found in many plants) are present. These compounds have multiple actions, and some have anxietyrelieving properties, including Limonene.
There is less evidence for the treatment of depression, but it is postulated that a lower level of endocannabinoids can lead to depression and increasing these levels may improve mood.
The potential for the improvement of sleep is also well documented with cannabis. This includes improvement in falling and staying asleep, which can dramatically benefit the lives of those with cancer.
Currently, there is still a huge stigma attached to the use of medicinal cannabis. Even patients with legally prescribed medication are sometimes too scared to tell others they are taking it. Patients often turn to hiding in bathrooms, unable to tell employers and family members of their prescription.
Much of this attitude is historical, going back as far as 1925 at the Opium Convention, where control of cannabis
was introduced, despite the plant having been used for thousands of years to treat a multitude of symptoms – and was even prescribed to Queen Victoria!
It is hard to believe that this medication has been so demonised despite its long history in medical settings compared with the serious side effects and complications associated with other medicines licensed for use in the UK, including the risk of accidental fatal overdoses that exist with opiates.
Patients still have to source medical cannabis themselves; some have been told their GP will no longer see them if they start taking it. Others simply cannot access this treatment privately and must seek help elsewhere through an illegal route. Here at Releaf, we aim to treat every patient individually and make their journey important.
We have several experts in our company who can help in this area. We have an oncologist, a palliative care consultant, a palliative care nurse, and a radiotherapy radiographer. Coupled with our palliative care scheme for those with a terminal diagnosis and our ability to support patients (weekly calls and extra help), Releaf is well-equipped to help individuals with cancer. Our governance policy is robust and allows for a trusted treatment, which encourages many to choose medical cannabis for cancer-related symptoms.
The safety and efficacy of medical cannabis for many conditions are still to be accepted socially. However, the knowledge of how well it can treat cancer patients should allow for more open thinking in terms of the potential for improved patient outcomes, which is something we healthcare providers
want nothing more when we see our patients in pain. One of the most important goals for cancer patients is to live a good quality life, so surely it is in the best interest of our patients to at least consider more options that will allow them to achieve this.
ABOUT RELEAF
Releaf is the UK’s fastest-growing medical cannabis clinic, committed to improving patients’ quality of life through safe, effective treatments and empowering them to take control of their health. Serving over 3,000 new patients monthly, Releaf leads the medical cannabis sector with the UK’s only domestically grown cannabis-based medicinal products (CBMPs), supplied through a vertically integrated chain in partnership with Glass Pharms. Its proprietary HealthTech platform enables patients to manage consultations, prescriptions, and
medication deliveries seamlessly in one place.
As a Care Quality Commission (CQC)-regulated clinic, Releaf adheres to the highest prescribing standards, ensuring reliable, highquality care through its Patient Charter. Releaf’s dedicated Patient Support Team, with a low patient-tosupport ratio, provides exceptional care, further enhanced by rigorous consultant training.
Releaf also prioritises patient education, offering evidencebased information to highlight the therapeutic benefits of medical cannabis for a range of conditions, including chronic pain, sleep disorders, mental health, and symptoms related to cancer treatment. Releaf’s CBPMs include premium cannabis flowers and oils with CBD and THC content of up to 24 percent, providing a full-spectrum approach to wellness.
ABOUT THE EXPERT
Dr Sue Clenton, Oncologist and Specialist Consultant at Releaf, completed most of her junior doctor years locally before training as an oncologist in Sheffield. She became a consultant clinical oncologist in 2006, treating cancer with chemo and radiotherapy, and has now specialised in bowel cancer and, latterly, brain tumours. Dr Clenton joined Releaf in March 2024 and left the NHS in October 2024 to work solely in the medical cannabis industry.
FURRY COMPANIONS FOR THE VISUALLY IMPAIRED
Guide dogs have an important role to play in helping the blind and visually impaired to go about their everyday lives independently and safely. We consider the vital job these furry companions carry out on a daily basis
Writer: Jack Salter
In the lives of blind and visually impaired people, guide dogs make a huge difference.
First and foremost, their primary role is to help owners travel around independently and safely, giving users the freedom and confidence that can be sacrificed by sight loss.
Guide dogs also reduce the stress of navigating streets by helping to find locations, avoid obstacles and trip hazards, and stop at kerbs.
Likewise, they make it easier for blind and visually impaired people to use public transport, navigate buildings such as shopping centres, and locate specific objects like doors, stairs, seats, bus stops, and pedestrian crossing buttons.
It’s not just independence and social inclusion that guide dogs bring, however, as they also provide companionship and joy to those who really need it.
Making friends, for example, becomes easier with a guide dog, as members of the public often show an interest and stop to chat.
It’s important, however, to remember that they are working animals and should not be distracted from doing their important job.
Whilst actions such as petting, feeding, or talking to a guide dog may seem harmless, such behaviour is potentially very dangerous.
This is especially the case when navigating a busy or unfamiliar
environment as it can cause a loss in concentration for the guide dog and, consequently, a fall or even an injury for the owner.
The basis of a guide dog’s work is to walk in a straight line from kerb to kerb, avoiding obstacles and ensuring people safely reach their destination.
GUIDE DOG TRAINING
Training dogs to perform this critical but challenging role is a complex and time-consuming process.
However, dogs are blessed to be incredibly fast learners and pick up knowledge from their surroundings, training, and interactions with people and other animals.
Guide dogs are not only taught to associate words or gestures with particular behaviours, but also environmental features such as kerbs or approaching vehicles, which are a cue to stop.
Positive reinforcement is a common training approach that is used to reward desired behaviour, which builds trust and cooperation.
Rewards such as food encourage guide dogs to repeat these actions and help them to understand expectations.
Whilst food is an excellent motivator, hearing verbal praise or receiving pets or scratches can be just as rewarding for some dogs.
Another option is to reward them with toys or activities, as some dogs are highly motivated by play and enjoy fetching their favourite ball or frisbee. The need for such rewards is reduced as dogs become more skilled.
As well as being fast learners, a guide dog’s training and intelligence can be vital to finding safe solutions when unexpected situations arise as they adapt to ever-changing scenarios, demonstrating their impressive problem-solving skills.
LEADING BREEDS
Many factors can influence how a dog learns, including their breed, age, genetics, health status, past experiences, and overall environment. By understanding their personality, preferences, and what motivates them, training can be tailored to suit each dog’s unique needs, which encourages them to problem-solve and builds their confidence.
There’s more to making a great guide dog than just training, however, as only some have the temperament, trainability, and aptitude for it.
Labrador retrievers are the most recognisable guide dog breed, whose fame has been earned over many years of helping people with sight loss live the life they choose. Typically described as energetic, friendly, intelligent, and loving, labrador retrievers excel as working dogs and make wonderful companions with the right attention, care, and exercise.
The breed is also often associated with their love and enthusiasm for food, a great way to motivate them during training.
Other popular breeds include the golden retriever, known to be calm, outgoing, and sociable in nature – all excellent guide dog qualities.
German shepherds, meanwhile, are intelligent and love to learn and be active, which means they generally enjoy
training and having a job to do, earning them a valued role as guide dogs.
HEALTH CHECKS
Whilst guide dogs help to enhance lives, it’s equally important to maintain their health, which is crucial for physical and mental well-being as well as the owner’s peace of mind.
Any health issues can be caught early by regular check-ups, resulting in more effective treatments and speedier recoveries.
Performing these checks at home also strengthens the bond between guide dog and owner and helps to recognise behaviour or appearance changes that could suggest
something is wrong, in which case a vet should always be contacted.
It’s important to prepare guide dogs for health checks at home by building their confidence, finding a suitable location that is calm, quiet, and preferably on a non-slip surface, and encouraging positive association.
Checks should also be introduced gradually and performed in the same order, starting with the eyes, so the guide dog knows what to expect during their health check at home or with the vet.
Regular grooming is another important aspect of care that is vital for the comfort and welfare of guide dogs as it keeps the coat healthy with natural oils, prevents fur from matting, and promotes hair growth. It also allows any coat or skin abnormalities to be checked, such as cuts, grazes, lumps, spots, dry skin, or any patches of hair loss, which would otherwise be missed. By taking good care of guide dogs, these furry companions can in turn take good care of the blind and visually impaired.
THE OZEMPIC
expectations
Writer: Rachel Carr
OZEMPIC ERA
Occasionally, scientists develop a drug that becomes more popular for treating an entirely different condition than it was initially intended for.
For example, Viagra was developed by Pfizer to treat hypertension, but it gained popularity when it was repurposed for erectile dysfunction.
This trend has also been observed with the latest weight loss drugs designed for type 2 diabetes management. In 2017, Ozempic was introduced to the market as a weekly injection with a self-administered pre-filled pen to treat patients with the condition, however its active ingredient, semaglutide, quickly garnered recognition for its beneficial side effect – weight loss.
In response to growing demand
for the drug, Danish pharmaceutical company, Novo Nordisk, obtained approval for semaglutide as a weight loss treatment under the brand name Wegovy.
Meanwhile, US competitor Eli Lilly marketed its diabetes medication, Mounjaro, for weight loss under the brand name Zepbound in the US whilst retaining the original name for consumers in the UK.
Until they received approval, both medications were prescribed off-label for conditions not approved by the Food and Drug Administration (FDA), causing demand to exceed supply.
Mounjaro’s active ingredient is tripeptide, which is 5.92 percent more effective than semaglutide. Both drugs have now been approved by the National Institute for Health and Care
Excellence (NICE) for roll-out across the NHS this year, subject to stringent patient criteria.
In addition to the health benefits for individuals with morbid obesity, weight loss injections continue to capture interest for their appeal to alter aesthetics.
Each era has had its own version of slimming solutions. Previous incarnations included amphetamines and diet replacement powders; in contrast, Ozempic is both legal and has proven efficacy.
Medications such as Viagra, Botox, and now Ozempic highlight a preference for cosmetics over healthcare and have rapidly integrated into modern society’s vernacular, underscoring how widespread their appeal is.
THE INDUSTRY IDEAL
Beauty standards have perpetually evolved, reflecting societal shifts in body shapes and ideals.
Throughout the glamourous Golden Age of Hollywood, spanning from 1927 to 1969, the allure of an androgynous appearance gradually transitioned to embrace curvier silhouettes. Willowy physiques then captivated the audiences in the Swinging Sixties, influencing the popular body shapes of the time.
The athletic supermodel builds of the 1980s led to a rise in workout videos, but since the turn of the Millennium, the prevalence of plastic surgery has increased as many seek to emulate unrealistic images set by celebrities and the media.
Currently, the skinny ‘heroin chic’ look of the 1990s is making a comeback, mainly due to the impact of Ozempic culture, as women strive to achieve the elusive thigh gap. These portrayals in various forms of media can have a detrimental effect on women’s self-image.
In a bold critique of societal perceptions of women, last year’s screenings of The Substance shocked cinema audiences. The grotesque body horror film, written and directed by Coralie Fargeat, faced accusations of pandering to the male gaze and presenting the ageing female form as terrifying.
However, Demi Moore’s compelling portrayal of Elizabeth Sparkle challenges this very notion, holding a stark mirror up to the deep-seated misogyny often encountered in Hollywood, which has a history of marginalising women because of their age or body type.
The titular ‘substance’ is an unregulated syringe filled with green goo that promises to make a better version of yourself, albeit with horrifying side effects – told as a cautionary tale about Ozempic and Botox culture, providing commentary on toxic beauty treatments and the extreme measures that individuals, particularly women struggling with body dysmorphia, often take in the
pursuit of perfection.
One particularly stomach-churning scene from The Substance is a metaphor for the destructive nature of show business for women.
Filmed through a fisheye lens, Dennis Quaid’s character, TV executive Harvey, is lip-smackingly slurping shrimp whilst salivating grease, tearing the heads off, and leaving them on the table. Ironically, he fires Sparkle, who is notably not eating in the scene, because, in his opinion, she has become too unappealing to be in front of the camera as she turns 50.
The powerful message of women as discarded objects has not been lost on audiences.
ABUSE AND MISUSE
The recent Golden Globes has been called Ozempic’s biggest night, as many attendees exhibited what is known as ‘Ozempic face’.
This term refers to the gaunt appearance resulting from rapid fat loss in the face, which often leads to increased use of fillers to enhance facial features and counteract a sunken look, ultimately benefitting the cosmetic industry.
Sponsorships and commercials from the event further connect the industry to using GLP-1 medications for cosmetic weight loss rather than for individuals who are clinically overweight, obese, or have type 2 diabetes.
Interestingly, despite a surge in the cosmetic and pharmaceutical industries, appetite-suppressing medications have become so widespread that it has led to a decline in others other sectors. For instance,
Walmart has reported a drop in beer and candy sales as patients consume fewer meals and snacks, carbonated drinks, and alcoholic beverages.
The promotion of weight loss injections has made them more acceptable to the public and serves as an alternative to bariatric surgery for obese patients who face multiple health issues, thereby increasing the risks associated with general anaesthesia.
Originally, weight loss injectables were intended for individuals who were morbidly obese and at risk of serious health issues, however this focus has quickly expanded to include people within the standard body mass index (BMI) range. Social media, Hollywood beauty standards, and the ubiquitous availability of these products largely influence this.
Today, Wegovy or Mounjaro can be delivered directly to the consumer’s home or a pharmacy pick-up location in just a few clicks, with health information and personal details required but not verified.
Speculation about the identities of celebrities who use Ozempic is rampant in the press and across social media platforms. Even when individuals achieve weight loss through traditional methods, ‘Ozempic shaming’ frequently appears in comments on their posts.
This stigma is driving discussions on the ethics of using such medications, body positivity, and the complexity of obesity.
MODERN MIRACLE OR MENACE?
Hollywood clinicians and doctors have been known to administer Ozempic shots to patients as an additional service during appointments for unrelated issues, which amplifies the glorification of thinness in media and culture and could also lead to a host of health, social, and psychological issues.
FAST FACTS
• Obesity is one of the leading causes of severe health conditions, including cardiovascular disease, type 2 diabetes, and cancer, costing the NHS £6.5 billion annually.
• Weight loss medication is a multi-billion-dollar industry and is expected to grow, with 16 new drugs projected to be launched by 2029.
• Approximately 60 percent of the UK population lives with obesity or is overweight.
• More than one in eight people in the US have taken Ozempic.
Even when a prescription is justified, patients may depend on these solutions as a shortcut rather than addressing underlying issues related to their self-image or eating habits, hindering healthier, more sustainable lifestyle changes.
Some users of Ozempic may experience a range of side effects, which can include mild nausea, vomiting, diarrhoea, constipation, and abdominal pain. These often diminish as the body adjusts to the medication; the doses gradually increase each month to facilitate this.
Whilst severe side effects can include gallbladder, kidney, and pancreas problems, cases of thyroid cancer and death are rare. Many believe that the benefits of the treatment outweigh the risks. However, issues have arisen due to counterfeit pre-filled pens distributed globally, which contain incorrect, undisclosed, or potentially harmful ingredients.
As an appetite suppressant eliminates all ‘food noise’ (persistent
and intrusive thoughts that occur even when not experiencing physical hunger), consumers must ensure they are still getting enough nutrients.
Lifestyle changes are also essential, otherwise weight can return once usage stops. Consuming foods rich in healthy fats can significantly stimulate GLP-1, a 30-amino acid peptide hormone that weight loss drugs mimic. Additionally, it is important to include foods high in fibre and lean protein and polyphenols, which offer benefits without side effects.
Many individuals have used weight loss medications for an extended period without experiencing any problems and have successfully maintained a healthy BMI. These drugs can be an effective solution when other methods have failed.
Declining interest in traditional weight loss programmes and a shift towards pharmacological and digital solutions, such as wearable devices and apps, means profits will continue to grow as waistlines shrink.
BRIDGING THE DIGITAL DIVIDE
Seeking to address society’s greatest challenges, market-leading technology company, Cisco, offers a vast portfolio of innovations to industries across the globe, with its flagship virtual hospital research initiative providing an effective digital healthcare solution
Writer: Lily Sawyer
Widely recognised as a leading MedTech hotspot, Galway in Ireland anticipates the arrival of the world’s first virtual hospital following Cisco’s virtual hospital research initiative.
Representing the future of medicine, virtual hospitals present healthcare providers with the potential to alleviate pressures on existing physical infrastructure, such as hospital sites and clinics, by empowering their patients with virtual means of care.
Not only can this care be specifically tailored to patients’ needs, but it can also significantly reduce associated costs. An early value
assessment (EVA) study on virtual ward platform technologies carried out by the National Institute for Health and Care Excellence (NICE) revealed a direct correlation between the use of virtual technologies and an estimated cost saving of £872 per person when compared with inpatient care, and a saving of £115 per person when compared with at-home care.
The establishment of this exciting new healthcare initiative in Ireland began as a joint venture between Cisco, the University of Galway, and the CÚRAM Science Foundation Ireland (SFI) Research Centre for Medical Devices.
The virtual hospital project closely aligns with Ireland’s ambitious 10-year health and social care reform drive, Sláintecare, which seeks to avoid unnecessary hospital admissions in favour of supporting patients at home.
PUTTING CARE IN PATIENTS’ HANDS
Powered by technology from Cisco, the objectives of the virtual hospital research initiative include increasing access to services and improving
CISCO IN NUMBERS
• 25 percent of countries worldwide participate in Cisco’s CDA programme.
• The company oversees 1,300+ completed or active digital inclusion projects globally, aiming to narrow the digital divide across industries and citizens.
• So far, Cisco has achieved an 86 percent reduction in the timeframe from cancer diagnosis to treatment due to the adoption of digital inclusion practices in Norway – one of the company’s flagship initiatives.
outcomes for patients. It also seeks to provide individuals with the ability to play an active role in their own recovery.
Designed to allow patients to monitor their own progress, virtual platforms will also enable direct access to educational materials and provide patients with the ability to participate in their own healthcare decision-making processes in collaboration with clinicians.
The initiative unites multiple clinical areas and stages of treatment to provide a seamless care delivery channel. These range from virtual outpatient clinics for remote appointments to community care pathways for enhanced monitoring of conditions such as chronic obstructive pulmonary disease (COPD).
POWERED BY INNOVATION
To connect patients with their healthcare providers, Cisco has implemented network and mobile data connectivity, cybersecurity, Webex devices, and application
visibility solutions for the project, delivering mission-critical digital infrastructure to power operations.
Meanwhile, myPatientSpace and patientMpower, mobile health apps powered by Cisco’s networking infrastructure, provide the virtual hospital project with a digital platform through which patients can track key health metrics and monitor symptoms from home.
Through these apps, real-time dashboards display information on a patient’s condition, alerting medical professionals to changes and enabling early detection of symptoms that require treatment.
Meanwhile, the University of Galway’s Health Innovation via Engineering (HIVE) Lab has developed a range of digital care solutions for local patients, enabled by Cisco’s technologies such as integrated virtual consultations powered by Webex.
These include the use of dynamic appointments in which patients with chronic conditions are fast-tracked to
an appropriate outpatient clinic slot based on their unique needs.
In addition, the HIVE Lab has developed smartphone-based software that utilises artificial intelligence (AI)-enabled cameras to help monitor patients’ rehabilitation exercises, ensuring they are being carried out effectively to aid rapid post-operation recovery.
ALLEVIATING PRESSURES
Currently leading the way in tackling rising pressures across Ireland’s healthcare system, the virtual hospital research initiative offers reduced workloads for staff and alleviates financial burdens.
It is hoped that an overall improvement to health infrastructure will lead to increased rates of staff retention whilst optimising the use of existing healthcare resources.
Carried out in conjunction with the University of Galway, so far, the initial set-up stage of the project has saved approximately 350 inpatient admissions or ‘bed days’, with
individuals instead being supported at home via a virtual care pathway.
A TECHNOLOGY-ENABLED FUTURE
The development and eventual roll-out of virtual outpatient clinics is hoped to support thousands of patients with diabetes, COPD, heart failure, and atrial fibrillation with virtual care pathways across the Galway region.
The virtual hospital project builds on the foundations laid by other healthcare studies supported by Cisco. Its Country Digital Acceleration (CDA) programme, for example, partners with business and government leaders to steer national digital agendas as well as support local communities through tailored,
ethical, and innovative technology solutions.
The CDA programme includes the recent Home Health project on Clare Island, located off the west coast of Ireland, which utilises telemedicine to assist the ageing populations in this isolated area.
Examples of innovative care solutions used in the project include smart wearables to track vital signs, drones to fly in prescriptions, virtual reality (VR) headsets to deliver training for nurses, and a robotic dog to triage emergency health issues. With myriad healthcare technologies at its fingertips, it is hoped that Cisco’s virtual hospital project is a sign of things to come, ushering in a bright future for Ireland’s healthcare landscape.
SPOTLIGHT ON THE SOUTH AFRICAN MEDICAL TECHNOLOGY INDUSTRY
Moving away from international imports with a renewed focus on local manufacturing the Medical Technology Master Plan, we explore the ways in which the South African technology sector is delivering globally competitive, accessible, and Africa-relevant
manufacturing and African medical Africa-relevant offerings
South Africa’s (SA) medical technology (MedTech) industry stands as one of the largest in the continent, yet it has been historically characterised by major dependency on imports from Europe and the US.
Projected to have a revenue of ZAR29.6 billion by the end of 2025, the sector is turning a corner, driven by the introduction of the Medical Technology Master Plan (MEDTECH Master Plan) published in May 2024, which hopes to boost the country’s local MedTech manufacturing capabilities, generate employment, and stimulate access for patients to locally produced technologies in SA and the continent over the next five years.
Indeed, the plan aligns with the government’s continued commitment to delivering more effective healthcare nationwide, as it correlates with the aims of the National Health Insurance (NHI) Act 20 of 2023, which seeks to grant universal access to quality healthcare for all South Africans.
Additionally, the MEDTECH Master Plan represents a push towards local manufacturing and the contributions of small to medium-sized enterprises (SMEs), which will, in turn, expand the nation’s employment opportunities by over 1,000 jobs, increase the need for domestic products and a skilled workforce, and strengthen the sovereignty of African health systems.
The MEDTECH Master Plan also promotes the country’s international competitiveness, as the increased productivity will supply global markets, cementing SA as a key player in the MedTech landscape.
Going forwards, SA’s MedTech industry hopes to welcome the efficiencies of digitalisation and artificial intelligence (AI) into the fold, advancing healthcare offerings and remaining up-to-date and internationally competitive.
THE MEDTECH MASTER PLAN’S STRATEGIC OBJECTIVES
• Grow a proficient and competitive MedTech industry over the next three years, with a special focus on small business development, which will supply domestic and international markets.
• Reduce SA’s trade deficit by five percent over the next five years.
• Generate employment and build productive and technical skills with the aim of creating 1,000 new jobs over the next three years.
• To digitise and use AI to enable proficient regulatory processes.
SOUTH AFRICAN MEDICAL TECHNOLOGY INDUSTRY ASSOCIATION INTERVIEW:
Tanya Vogt, Executive Officer of the South African Medical Technology Industry Association (SAMED), provides an update on how the sector and the wider healthcare landscape have evolved since we last spoke to the organisation 18 months ago
Comprising a membership of manufacturers, distributors, and wholesalers, ranging from small businesses to large corporations, SAMED has diligently represented the South African MedTech sector for 40 years. As well as advocating for the industry to government and international markets, the association helps tackle extensive challenges.
Most recently, SAMED has been helping steer the direction of the MEDTECH Master Plan in support of its members and the local MedTech manufacturing sector.
Healthcare Outlook (HO): Firstly, how has SAMED has grown since we last spoke to the association in August 2023?
Tanya Vogt, Executive Officer (TV): We have seen an increase in the number of companies joining SAMED, particularly small and to medium-sized black-owned companies.
In SA, we have a piece of legislation called Broad-based Black Economic Empowerment (B-BBEE), which was implemented at the dawn of democracy to boost the economy and ensure people who were previously disadvantaged can benefit from it, so that’s been quite exciting.
We are seeing smaller companies, primarily distributors and wholesalers of MedTech, join the association.
HO: How has the delivery of patient care and the MedTech sector in SA evolved over the last 18 months?
TV: We have two healthcare sectors in SA - a public sector and a private sector. There have been challenges on both sides.
For the MedTech sector, a key and ongoing challenge is the extent of government debt. In the public sector, we are still seeing rising debt owed to our member companies across a number of provinces over a long-term period. There are some provinces that are doing a bit better than others, but that continues to be something that SAMED is focusing on with the provincial departments of health, National Treasury, and National Department of Health to draw attention to the matter and ensure the sustainability of the sector to keep up with patient needs and improve patient outcomes.
In the private sector, due to SA’s political nuances, we are also seeing the exchange rate improve, which can be somewhat attributed to the creation of the Government of National Unity (GNU) after last year’s elections.
As the majority of MedTech is imported into the country and continent more broadly, an improvement in the exchange rate impacts the profitability of our members.
However, we are also seeing a concerted push by funders – in our case, the medical schemes and private sector procurers – for healthcare providers to reduce costs as they want to make sure they can provide the best quality and most affordable care but still make a profit to ensure business sustainability.
So, although we are seeing a squeeze on margins, I would say that the MedTech market in sub-Saharan Africa is still profitable and seeing growth. Our government, as well as the private sector, are keen to embrace innovation in the sector.
Medical devices that utilise AI, robotics, and digital healthcare are also on the rise. It might not be as embraced compared to what’s happening in the US or Europe, but
we are certainly seeing more procurers talking about these types of innovations and the need for them to transform healthcare and bring about efficiency.
Elsewhere, our NHI Act was finally passed, and although there has been resistance to it by many stakeholders, we are starting to see the National Department of Health begin to implement aspects of the act that will, in time, transform the healthcare system.
We have also heard that work is going to be started on the development of an essential equipment list, which will include medical devices and in vitro diagnostics (IVDs). This will form the basis of package services and products procured under the NHI Act.
I’m aware of increasing economic opportunities, particularly in the countries surrounding SA, which include ease of trade and the African Continental Free Trade Area (AfCFTA) agreement that many of the continent’s countries have signed up to.
Although the required processes and systems have not yet been formulated and implemented, there is a greater awareness that African countries can work with one another, easing trade and the cost of doing business, including the much-needed strengthening of cross-border regulatory approval and standardisation practices which are of significant material impact on suppliers. We support the greater focus being given to buying and producing locally.
SAMED conference
HO: A key part of the industry’s future centres around the South African government’s recently announced MEDTECH Master Plan. How do you think this will aid the sector’s development?
TV: SA’s government and the MedTech industry recently adopted the MEDTECH Master Plan, and we have a project manager who is supporting its implementation.
The goal is to grow and boost the local manufacturing MedTech sector. How do we grow the existing local manufacturing industry, which is quite small in comparison to the number of imports? How do we ensure that, as a country and health system, we are not totally dependent on imported MedTech products?
SA previously had a very strong and thriving local manufacturing sector in MedTech, but over the years, because of the cost of doing business, it became increasingly uncompetitive compared to international imports.
The challenge with that is when you are so focused on exclusively importing and distributing, you don’t develop the skills that you need in order to innovate, manufacture, and encourage R&D. Suppliers and company representatives tend to focus more on marketing and sales compliance, rather than the ongoing need to localise and sustain technical engineering skills and sharing of knowledge. So, by boosting the local industry, we will be developing a foundation of people who are more technically skilled in quality manufacturing, regulatory compliance, relevant MedTech solutions for our burden of disease, and innovation that drives momentum forwards. If the country is to succeed at being a manufacturing hub for MedTech, we can’t just produce for local consumption; we now also need an export market. If you’re going to export out of SA, you need to be aware of the regulatory
“BY BOOSTING THE LOCAL INDUSTRY, WE WILL BE DEVELOPING A FOUNDATION OF PEOPLE WHO ARE MORE TECHNICALLY SKILLED IN QUALITY MANUFACTURING, REGULATORY COMPLIANCE, RELEVANT MEDTECH SOLUTIONS FOR OUR BURDEN OF DISEASE, AND INNOVATION THAT DRIVES MOMENTUM FORWARDS”
–
TANYA VOGT, EXECUTIVE OFFICER, SOUTH AFRICAN MEDICAL TECHNOLOGY INDUSTRY ASSOCIATION
requirements and be able to meet them. Therefore, I think this is a wonderful opportunity to encourage the growth of skills, knowledge, and experience that are authentic and organic within the context of national and continental health and socioeconomic goals.
SA has quite an interesting legacy of some very innovative MedTech. We were the first country to conduct a heart transplant, for example. More recently, SA developed a 3D titanium ear implant, so there are a number of innovations that have come about that I think we can be really proud of. African communities and health systems, including the MedTech sector, have played a key role in the R&D, regulatory, and market access processes related to continental and global solutions that can tackle epidemics and environmental determinants of health like HIV, tuberculosis, antimicrobial resistance, and climate change.
Open Diagnostics is a group of X-ray diagnostics centres offering affordable quality diagnostics services to underserved populations. Born out of Pristem as a humanitarian and socially responsible approach to healthcare, Open Diagnostics endorses the principle that every human being has the right to quality healthcare. Open Diagnostics’ centres are situated close to the communities they serve in order to offer high-quality, affordable X-ray services and a positive patient experience. Our diagnostics centres are equipped with robust X-ray equipment specifically designed to operate reliably in challenging environments like in South Africa, characterised by power outages and adverse climatic conditions.
We have the belief that equitable access to healthcare is a basic human right. Our mission is to bring quality, a ordable radiology services to underserved communities.
We o er general x-rays to the public
Good image quality with low dose
Radiation safety promoted by radiation disability when doors are unlocked
Modality console with helpful features for radiographers to ensure accuracy every time
Comfortable waiting area with WiFi and play area for kids
X-ray Modalities
General X-rays
General x-rays are used when we take one single image of an anatomy (body part). We acquire the image by using a certain exposure for each anatomy. General x-rays are usually the first line of medical imaging when querying most diagnoses.
Fluoroscopy
Fluoroscopy uses radiation to capture live images, like a video which can be recorded. This procedure requires contract media which is a liquid that highlights the pathway into which it is inserted. Images are then taken as the contract media moves through those structures and any abnormalities can be seen.
Computer Tomography
Also known as a CT scan. It is usually the second or third modality used to further investigate a diagnosis that is in query or even to follow up and monitor a diagnosis. It provides more detail than a general x-ray because the x-ray tube rotates 360 degrees and provides cross sectional images.
Magnetic Resonance Imaging
Requirements of a referral letter
Provide comprehensive medical information. It’s crucial to include a comprehensive overview of the patient’s relevant medical history. The referral letter should explicitly state the clinical question that needs to be answered by the X-ray.
Open Diagnostics Alexandra Township
1st Floor (next to SASSA) Yarona Building 89 Watt Ave Wynberg 2090
HelloAlexandra@opendiagnostics.co.za
Phone +27 10 746 6266
WhatsApp +27 82 928 9960
Also known as an MRI. This imaging uses magnets and radio waves to form images. It provides better detail in terms of di erentiating between tissues in the body, however, it is time consuming and patients with pacemakers and implanted devices cannot do it.
Mammography
It is used to analyse and diagnose breast cancer. It uses low radiation and has high sensitivity, meaning it can detect abnormalities - improved contrast, reduced motion, reduced scatter and improved muscle visualisation.
Open Diagnostics Soweto
1st floor Maponya Mall (next to Spur) 1809 Chris Hani Road Klipspruit Soweto 1862
HelloMaponya@opendiagnostics.co.za
Phone +27 12 980 5011
WhatsApp +27 82 928 9960
“THE PLAN IS GOING TO FOCUS A LOT ON HOW TO CREATE AN ECOSYSTEM THAT IS VERY CONDUCIVE TO GROWING LOCAL MANUFACTURERS AND HOW WE GET GOVERNMENT AND PRIVATE SECTORS TO GIVE PREFERENCE TO LOCALLY MANUFACTURED PRODUCTS”
– TANYA VOGT, EXECUTIVE OFFICER, SOUTH AFRICAN MEDICAL TECHNOLOGY INDUSTRY ASSOCIATION
innovative health solutions, which I don’t think would have happened if there weren’t those differences.
We are also seeing innovations in the use of digital technologies. Drones, for example, are being used to deliver medical devices and pharmaceuticals to outlying communities where it is potentially very difficult for people to travel to a health facility.
We are also seeing remote monitoring and the need to store products at a particular temperature. In a country where you don’t necessarily have all those temperature control facilities, how do you innovate to work around that? So, I think there are exciting times ahead of us.
On top of this, the African MedTech market is different; there are nuances you won’t find anywhere else. Disease burden, for example, varies across the continent, and even sometimes within countries, compared to what you would find in Europe or the US. The climate and people’s physiologies are also different. Therefore, there are many nuances that aren’t taken into account when importing MedTech products, so there can sometimes be a mismatch.
When you start developing, innovating, and producing locally, it supports an ecosystem that you don’t find in imported products developed in a different continent. In some African countries, limited infrastructure, vast rural areas, and a lack of available clean water points towards nuances of our continent that I think will spearhead
HO: In what ways will the association support its members to meet the objectives of the MEDTECH Master Plan?
TV: We will be playing a key role in helping to drive the plan. We are supporting it through funding and participating in the steering committee that will be responsible for management and implementation. Consequently, we will play an active role in the required structures.
Part of our added value is that we keep our members in the loop. This includes giving our members the opportunity to share information, provide their inputs, and gather data, which is pertinent to influencing policies, projects, and incentives.
Overall, we will have a driving role in facilitation, collaboration, and information sharing.
SAMED members at conference
HO: How do you think the MEDTECH Master Plan will help SAMED achieve its future goals, particularly regarding access to industry innovation and environmental, social, and governance practices (ESG)?
TV: SAMED has just embarked on a project to lead women inclusion and empowerment within the industry.
Our Women Empowerment Index tracks and strengthens gender representation in what was traditionally a male-led environment. SAMED’s Data with Integrity platform is a tool to gather our members’ data, through which we can track their progress compared to the aggregate. We would like to see stakeholders participating in the MEDTECH Master Plan embrace this so that it’s not just SAMED members who are involved.
One of the metrics we are measuring through the Women Empowerment Index is around female ownership, development, and renumeration, particularly amongst young women who face specific challenges regarding access to education, healthcare, and employment. Each of those three key pillars has its own sub-metrics that companies are weighted and scored on overtime so that, as an organisation, they can then identify areas for improvement.
In terms of environmental practices, we still have a way to go. There is some legislation that has been passed around waste management, but I think there is still more to do. The plan is going to focus a lot on how to create an ecosystem that is very conducive to growing local manufacturers and how we get government and private sectors to give preference to locally manufactured products. It would also be good for the private and public sectors to provide incentives that are developed specifically for MedTech, as well as introducing subsidisation and standards around manufacturing that are aligned with ESG principles and sustainable development goals (SDGs).
In terms of the development of innovative Medtech, I think there’s a lot that needs to be done for the sector to be in everyone’s best interests. We need to find a system that not only grows the local economy but allows for imports and innovative MedTech products and knowledge to continue to find their way to market and patients – and inspire future solutions.
The MEDTECH Master Plan is also going to provide a lot of data that, up until now, we didn’t have on hand to enable us to make key decisions and implement projects. It will also bring together all the healthcare parties so that we don’t work in silos. It’s not just the trade association that’s now trying to engage in Medtech matters; the role of our industry in healthcare delivery and economic development has been recognised, which enables the government, regulators, and a whole host of other stakeholders to work together towards a common vision, and I think that’s where the plan’s strength lies.
HO: Last time we spoke, you mentioned SAMED’s Data with Integrity initiative. Has the association reached any of the objectives it set out for this?
TV: We have continued to develop the Data with Integrity platform and use it for our Women Empowerment Index and to help curb the extent of government debt. We do have some other data that we’ve used it for, such as the submissions to our regulator, the South African Health Products Regulatory Authority (SAHPRA), on ISO 13485 readiness, which will become a mandatory requirement for medical device companies in SA by April 2025. Regardless of whether you’re a manufacturer or distributor, companies will need ISO 13485 certification in place in order to apply for or renew their current licence.
We’ve also used the Data with Integrity platform to gather information on employment equity and labourrelated statistics for submissions to government ministries.
HO: Finally, how do you see the MedTech industry and delivery of patient care in SA evolving over the next decade?
TV: I think it’s going to become more scientific and datadriven, evolving into a greater value-based and evidencebased system. There is also going to be a greater focus and expectation on procurers, healthcare providers, and suppliers of healthcare products to put evidence behind and track their progress and success. The trajectory that we have been on so far is unaffordable. SA’s private market funded by medical schemes is growing, but at a very low rate, and that’s not sustainable.
Private healthcare is also becoming more expensive and is in need of review to see how we can bring access to healthcare to more people at an affordable price. Under the NHI Act, there are going to be some major changes around how healthcare is delivered and possibly even practiced. I’ve already seen some alternative communitybased models; you have these pockets of service and delivery where it’s no longer just a GP on their own, but a GP, a physiotherapist, and a dietician. So, professionals are more allied and have formed a consortium to provide healthcare in a less fragmented and more cost-efficient and patient-oriented manner.
SOUTH AFRICAN MEDICAL TECHNOLOGY INDUSTRY ASSOCIATION samed.org.za
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As organisations worldwide navigate the new healthcare landscape, defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.
A multi-channel brand, Healthcare Outlook brings you the positive developments driven by organisations across the healthcare industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered safely to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Healthcare Outlook continues to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
SOLUTIONS FOR A HEALTHIER WORLD
Proudly family-owned and operated, Team Medical Supplies has become one of the top distributors of medical consumables, equipment, and vaccines across Australia, trusted to put its customers first. We speak to members of the management team about its intimate origins and grand plans for a sustainable and healthy future
Writer: Lauren Kania | Project Manager: Cameron Lawrence
The healthcare industry has an undeniable reputation for constant innovation, emerging technologies, and game-changing advancement.
These occur at the speed of light, so keeping up-to-date with all of these changes can be overwhelming, even at the best of times.
It takes a carefully crafted combination of resilience, teamwork,
and industry passion to be a leader and make a difference in such a monumental field.
This is where Team Medical Supplies (Team Medical) shines. With a purpose to create solutions for a healthier world, the company was founded on the building blocks of familial intimacy, ambition, and the desire to contribute to a more accessible and healthy future for the Australian public and beyond.
“We started the business with little more than a shared vision: to transform the distribution of healthcare products in Australia,” introduces Ray Brown, co-Founder and Head of Strategic Partnerships.
“It wasn’t easy – there were plenty of tears and fears – but through it all, we supported one another and built a team with the same passion and determination.”
This sentiment motivates Team Medical to continue its focus on providing premium service and quality products on a daily basis.
Established in 2011 by Marijke Vriens with a team of 10, the company quickly grew and found success whilst maintaining the origins that still define its culture today.
“Team Medical started out as a family, and we still are one – just bigger,” prides Kelly Zillman, Head of HR and Accounts.
Specialists in supplying the primary healthcare market, the company proudly works with over 10,000 customers throughout Australia, including all-sized general practitioner (GP) clinics, healthcare groups, dermatologists, cardiologists, day surgeries, hospitals, and many more.
With an extensive product range that offers diagnostic equipment, wound care, surgical instruments,
furniture, fittings, pharmaceuticals, and vaccines, Team Medical has made a name for itself as one of the most trusted distributors of medical supplies in the country.
“Compared to our competitors, we’re all about service and helping customers get what they need, when they need it, in a quick, competitive, and efficient manner so they can focus on what matters –their patients,” dictates Tom Vriens, General Manager.
AN UNSTOPPABLE FAMILY DYNAMIC
Some of the most important aspects of Team Medical that have been a part of the organisation since its inception are its team synergy, family-oriented culture, and collective purpose to create solutions for a healthier world. This is backed by Team Medical’s five values, ‘We Make it Happen, Quality,
Fun, Everyone Matters, and Social Impact’, which help guide and drive everyday decisions.
“A culture of resilience, camaraderie, and humour remains the foundation of Team Medical today. It’s what drives us to aim higher, achieve new goals, and support one another,” prides Ray.
“Beyond the hard work, there’s always room for laughter – that’s what makes us get up every morning, ready to succeed together.”
This unique identity allows the company to not only support each other towards success but also create a sense of ownership for each team member that is reflected in even greater performance.
Equally, Team Medical’s family dynamic enables trust, quick decision-making, and flexibility. Specifically, the ability to be nimble has played a significant role in the
company’s success as it can react rapidly to market changes and take immediate action to pivot in the right direction.
“The culture and people within Team Medical help drive a high-quality service that is maintained by every staff member in each department,” informs Matt Vriens, co-Founder and Procurement Director.
The company further differentiates itself through its unwavering commitment to customers and desire to exceed industry standards at every level.
“Our values define us, and our team is dedicated to ‘making it happen’ for our customers every step of the way. Our passion for what we do ultimately drives our success,” insights Jake Reid, Head of Operations.
At the end of the day, Team Medical’s people serve as the primary foundation of the company, truly differentiating it and maintaining the family feel despite 14 years of growth.
HEALTHCARE OUTLOOK: LOOKING AHEAD, WHAT ARE YOUR KEY PRIORITIES AND GOALS FOR THE IMMEDIATE FUTURE?
Tom Vriens, General Manager: “One particular space we’re hoping we can help improve is the National Disability Insurance Scheme (NDIS) through providing high-quality services for people in need. I would say, watch this space!
“Additionally, we continue to seek to expand our existing primary care market and play a larger role in that space. We want more healthcare workers and facilities to experience what we have to offer to make their lives easier.
“Besides diversifying and organically growing, we’re always on the lookout to see if there are any businesses we could partner, acquire, merge with, or absorb.”
WORKING TOWARDS A HEALTHIER WORLD
Within the medical industry, there is currently a lot of excitement surrounding the constant innovation of new drugs and devices, particularly telemedicine, the integration of artificial intelligence (AI), and sustainability initiatives.
Team Medical is addressing these updates alongside others to ensure it continues to make a global impact by creating solutions for a healthier world.
“We’re always looking for new and innovative technologies to improve what we can do for our customers,” details Pieter Vriens, CEO.
“Specifically, from a technology perspective, we are exploring AI through our customer service and how that may play a role in improving outcomes.”
Equally as important are Team Medical’s environmental, social, and governance (ESG) initiatives, which
serve as a way to further its values.
“I believe we all have a duty to care for the planet and those around us. Our purpose means we are actively making decisions that support healthy people and a healthy planet,” expands Kelly.
Currently, the company is in the process of doubling the solar panel output on its biggest facility in Sydney, with the intent to have 75 percent of all its electricity come from renewable sources this year.
Additionally, with Australia being a significant distributor of vaccines nationally, Team Medical was one of the first medical wholesalers to use cold chain trucks to deliver vaccines as opposed to the traditional method of portable polystyrene ice boxes.
Delivering 78 percent of its vaccine orders via specialist cold chain couriers, Team Medical has saved well over 768 cubic metres (cbm) of polystyrene annually – approximately four school swimming pools worth of the non-biodegradable plastic.
“WE’RE ALL ABOUT SERVICE AND HELPING CUSTOMERS GET WHAT THEY NEED, WHEN THEY NEED IT, IN A QUICK, COMPETITIVE, AND EFFICIENT MANNER”
– TOM VRIENS, GENERAL MANAGER, TEAM MEDICAL SUPPLIES
“It’s an amazing feeling to be able to make a difference for the future and create solutions for a healthier world. The more efficient we become as an organisation, the more we can continue to focus on that,” passions Pieter.
MEANINGFUL IMPACT
Alongside Team Medicals’ well-earned reputation for delivering premium services, offering quality products, and putting customer needs at the
forefront of its daily operations, the company is also dedicated to making a significant global impact.
Notably, the company has partnered with B1G1, an organisation on a mission to empower every business to become a real force for good.
“At Team Medical, we believe that businesses have a responsibility beyond profits. As a B1G1 ‘Business for Good’, we’ve been able to create
meaningful impacts that reflect our values and commitment to making a difference,” details Ray.
This desire to make a difference in the wider community and environment has manifested in the company being able to access a number of foundations globally.
The various causes are selected by Team Medical employees, and, on their work anniversaries, staff are gifted an amount to donate to a project of their choice that increases each year.
“Giving team members a choice on what projects they can donate to plays a role in empowering them and expanding their understanding of how we can make a difference not just in Australia but around the world,” insights Tim Burgess, National Sales Manager.
Welcome to Essity
We are a global hygiene and health company creating products and solutions that are used by one billion people in 150 countries every day.
We are proud to break barriers to well-being by putting the spotlight on issues surrounded by a lack of knowledge or stigma and by developing products and solutions that enable people to participate in society and live their lives to the fullest.
We take ownership of our environmental impact through and beyond our value chain and are committed to net zero emissions across the value chain. We drive the future of
manufacturing, meeting the need for disposable products while being accountable for our environmental impact.
We are beyond global - astronauts use our JOBST compression wear in space and after space travel and when a player is injured, and the medical team runs onto the field, many of their medical supplies are probably produced by Essity. You move better with Actimove.
By providing trusted hygiene and health products and solutions for people all over the world, we are proud to make a difference to everybody and every body.
COMMUNITY OBLIGATIONS ON THE DATACO RADAR
• A national presence supplemented by local teams and warehouses
• Over 9,000 products available online
• Fast delivery nationwide
• Australian family-owned and operated
• Competitive prices
• Six strategically located warehouses
Within the sales team, a B1G1 initiative based on four projects was conducted over the course of six months. This allowed team members to give to worthy causes whilst also encouraging them to keep up-todate on these projects and buy into the programmes both as a team and individuals.
“Through our partnership with B1G1, we are able to provide essential services such as medical care, medicines, education, and clean drinking water to those in need,” furthers Jake.
Additionally, TMS offers a day
“IN SUCH A COMPETITIVE MARKET, OUR TEAM STANDS OUT BECAUSE OF THEIR GENUINE BELIEF IN WHAT WE DO AND THEIR CARING NATURE. THIS SPIRIT FLOWS FROM THE CEO ALL THE WAY TO THE STAFF WHO PICK AND PACK OUR ORDERS”
– RAY BROWN, CO-FOUNDER AND HEAD OF STRATEGIC PARTNERSHIPS, TEAM MEDICAL SUPPLIES
of clean water for every dose of its flu vaccine sold and has singlehandedly built multiple wells in Africa to support drinking water for small communities, showcasing what its people are able to accomplish when purpose is aligned with action.
Ultimately, as the company continues to look towards continued success and expansion, it seeks to maintain its unique and intimate culture whilst offering customers high-quality, affordable medical products and educational resources that enhance global well-being.
“Our purpose is about every part
of our business and how it can create solutions for a healthier world,” Matt proudly concludes.
Tel: 1300 22 44 50
info@teammed.com.au
www.teammed.com.au
DELIVERING LIFE-CHANGING THERAPIES
Michèle Stokes PhD GAICD, Vice President – Asia Pacific at PCI Pharma Services, discusses the organisation’s worldleading status as a provider of integrated end-to-end drug development, manufacturing, and packaging solutions and its commitment to continuously evolve to meet market needs
Writer: Lily Sawyer | Project Manager: Cameron Lawrence
In recent years, the rapid evolution of emerging healthcare advances and technologies has heralded the inception of a number of revolutionary medical developments.
For example, the rise of personalised medicine has seen treatments become increasingly tailored towards individual genetic profiles to improve efficacy and reduce side effects, whilst increases in mRNA technologies in the clinical trial arena, as a result of the COVID-19 pandemic, have significantly contributed to curing a breadth of rare diseases.
“Technology is advancing at a fast pace, and we are only just starting to see what artificial intelligence (AI) may bring to our industry,” introduces Michèle Stokes, PhD GAICD, Vice President – Asia Pacific at PCI Pharma Services (PCI).
A world-leading contract development and manufacturing organisation (CDMO), PCI provides clients with integrated end-to-end drug development, manufacturing, and packaging capabilities that increase speed to market and opportunities for commercial success.
“PCI brings the proven experience
that comes with over five decades of delivering CDMO services, supporting more than 200 protocols across 100 countries and more than 90 successful product launches each year,” she prides.
With 30 sites across seven countries – Australia, Canada, the US, Ireland, the UK, Germany, and Spain – and over 7,000 global employees, PCI brings life-changing therapies to patients by supporting the healthcare industry’s drug product development, manufacturing, packaging, storage, and distribution needs from clinical trials through to commercialisation.
The company’s global network of innovative centres of excellence includes specialist contained facilities, which are dedicated to processing highly potent products, and renowned lyophilisation and sterile manufacturing facilities, all of which are complemented by global clinical and commercial labelling and packaging services.
“Leading technology and continued investment enable us to address global drug development needs throughout the entire product lifecycle, from manufacturing
“THE OVERARCHING VISION FOR PCI AND THE DRIVING FORCE BEHIND OUR STRATEGY AND THE INVESTMENTS WE MAKE ARE FUNDAMENTALLY BUILT ON PLAYING AN INTEGRAL PART IN IMPROVING HEALTH OUTCOMES FOR PATIENTS”
– MICHÈLE STOKES PHD GAICD, VICE PRESIDENT – ASIA PACIFIC, PCI PHARMA SERVICES
through to clinical trial supply, commercialisation, and beyond,” Stokes adds.
As such, PCI’s clients view the organisation as an extension of their business and a collaborative partner, delivering life-changing therapies together.
AN EXPANSIVE OPERATION
PCI supports a diverse, global client base – whether manufacturing and packaging niche personalised medicines or large-annual-volume treatments, it boasts the capability
and scale to meet all manner of customer needs and deliver streamlined supply chain solutions.
“Our flexibility and experience are what differentiate us from the competition, alongside the fact that, although we are a truly global integrated CDMO, we are still small enough to care,” Stokes reflects.
Utilising its combined experience and expertise, the company guides its clients from consultancy through to delivery. One key aspect it tries to instil is that there is never a one-size-fits-all solution as every project is unique.
The vast range of PCI’s projects has contributed to its wealth of experience across all areas of product processing and associated quality and regulatory requirements.
“This ultimately provides our clients with added assurances that they are working with a company that can deliver, safe in the knowledge that our strategy is viable,” she reflects.
PCI’s specialist sites are another major differentiator, with global manufacturing capabilities, including complex formulations, highly potent solid orals, sterile liquids, and lyophilisation.
Meanwhile, its specialist global clinical and commercial packaging solutions across multiple delivery formats range from bottles and blister packs to advanced drug delivery and drug-device combination products, including vials, pre-filled syringes, and autoinjectors.
“In this way, we can find a home for just about any project at any
scale, from early-stage development through to global commercialisation.
Our global network ensures our clients have an in-region CDMO partner - be that in Europe, North America, Canada, or Asia Pacific,” Stokes excites.
Meanwhile, at the forefront of PCI’s digital transformation is award-winning digital supply chain management platform, pci | bridge ™, which provides clients with real-time data insights into their clinical and commercial project portfolio across the PCI network.
Production and order management data, inventory and distribution statuses, and customised reports can be viewed to make informed decisions regarding the supply chain.
As the technology continues to develop, PCI’s clients will gain expanded visibility into the product lot release lifecycle, alongside a new demand planning and forecasting submission interface
and the introduction of digitised solutions, including integrations with Smartsheet and DocuSign.
“This tool has enhanced our relationship with our customers, removing manual processes and providing the data they need, when they need it,” she confirms.
WORLD-CLASS SERVICES
As a world-class CDMO, PCI relentlessly strives to deliver better health outcomes for the patients it serves by combining its experience and expertise in science, manufacturing, and technology with pristine customer service.
“Improving healthcare and delivering patient-centric solutions are key to both our customers and PCI as a whole,” Stokes asserts.
Having recently announced significant investments in advanced drug delivery and device combination capabilities, the company is truly delivering on its vision.
“DELIVERING LIFE-CHANGING THERAPIES TO PATIENTS IS OUR NUMBER ONE PRIORITY, AND OUR PARTNERS PLAY A CRUCIAL ROLE IN SUPPORTING AND ACHIEVING THIS”
– MICHÈLE STOKES PHD GAICD, VICE PRESIDENT – ASIA PACIFIC, PCI PHARMA SERVICES
With device platform providers developing increasingly patientcentric technologies, PCI is proud to be leading the market with its services in the final assembly, packaging, and testing of advanced injectable products such as prefilled syringes, needle safety devices, and pens from clinical to commercial scale.
“With aiding compliance and
patient safety at the core of our operations, the fact we are able to deliver end-to-end services from single sites with global reach has cemented our position in this market,” she shares.
As such, PCI is assisting in the global shift towards moving patient care from the hospital setting and into patients’ homes.
The company’s capabilities in
this area are built from combining extensive experience, scientific knowledge, regulatory excellence, and industry-leading technologies to address the ever-increasing demand for patient-centric, convenient solutions that aid compliance and ultimately deliver improved health outcomes.
Meanwhile, PCI’s key therapeutic areas include oncology, the central nervous system (CNS), and autoimmune diseases, with advances being made across each.
In oncology, for example, a high proportion of the drug products at both the clinical development and commercial stages of the lifecycle are classified as highly potent.
In recent years, PCI has built and operationalised two high-potency
development and manufacturing centres of excellence at its facility in the UK, which utilise the latest fully isolated containment technologies.
“These facilities enable the safe development and clinical and commercial supply of products with an occupational exposure limit as low as 0.01 micrograms per cubic metre.”
To further complement the manufacturing investments co-located at the same site, the company has also invested in a highpotency packaging facility to provide a seamless solution for its clients.
Recognising Australia as one of the most mature markets in the Asia Pacific region for clinical trials, with the Australian drug sector investing more than AUD$1 billion annually into R&D and outsourcing services, PCI
HEALTHCARE OUTLOOK: COULD YOU EXPLAIN HOW YOU BECAME INTERESTED IN THE HEALTHCARE INDUSTRY?
MICHÈLE STOKES PHD GAICD, VICE PRESIDENT – ASIA PACIFIC:
“From a young age, I have had a keen interest in science. During my final years of school, a close friend tragically lost his young sister to childhood cancer, which prompted his family to establish a charity aimed at funding research in this field. I volunteered at various events for the charity, which deepened my interest in the research it was supporting.
“I went on to earn a PhD in molecular biology, initially envisioning a career in medical research. However, I soon discovered that my true passion lied in the business aspects rather than grant and paper writing. I therefore began my career in the CDMO sector, focusing on sales in clinical trial supplies in the UK, and have remained in the industry ever since.
“My experience has primarily revolved around growth and the development of new markets, and in 2011, I relocated to Australia to contribute to a market expansion in Asia Pacific.
“Currently, as Vice President – Asia Pacific Region at PCI, I am fortunate to assist local companies in bringing their drugs to international markets, particularly in Europe and the US, whilst also supporting global clients in conducting trials in Australia and the broader Asia Pacific region.”
has invested significantly in its clinical facilities in Melbourne to expand its capabilities and capacities for clinical labelling, packaging, storage, and distribution.
Managing clinical studies within Australia and across the Asia Pacific region with specialist capabilities in cold chain logistics and licenced to hold controlled drugs, PCI can support both local and global clients.
“The overarching vision for PCI and the driving force behind our strategy and the investments we make are fundamentally built on playing an integral part in improving health outcomes for patients,” Stokes declares.
SUSTAINABLE TO THE CORE
In line with its overall values and
beliefs, PCI cultivates a global focus on robust environmental, social, and governance (ESG) standards.
“Through our ESG strategy, we are committed to fostering environmentally sustainable performance, honouring a diverse and inclusive culture, and positively impacting our employees, supply partners, customers, patients, and the communities in which we live and work,” Stokes divulges.
Whilst the company’s ESG principles are global, the power of its Community Impact Strategy can be felt closer to home.
By listening to the voices of local people and maintaining a continuous dialogue with them, PCI ensures that it remains connected to their evolving needs.
ONGOING GLOBAL EXPANSION
COMMERCIAL ANNEX 1-COMPLIANT STERILE FILL-FINISH AND LYOPHILISATION EXPANSION – PCI has committed AUD$162 million to a 50,000 square foot (sqft) expansion of its sterile development and manufacturing campus in Bedford, New Hampshire, which will feature:
• Large scale Annex 1-compliant technology
• An aseptic vial fill-finish line within a fully isolated containment system
• Twin 40 square metre (sqm) lyophilisers with automatic loading and unloading systems
EXPANSION OF ADVANCED DRUG DELIVERY AND DRUG DEVICE CAPABILITIES AND CAPACITIES – The company is investing more than AUD$593 million in facilities and infrastructure to support the clinical and commercial final assembly, testing, and packaging of advanced drug delivery systems with an emphasis on injectable formats.
EUROPEAN FACILITY ACQUISITION AND FOOTPRINT EXPANSION – A 90,000 sqft facility in Dundalk, Ireland, began operations in Q4 2024, offering commercial-scale packaging for both injectable and oral solid dose drugs.
An 80,000 sqft packaging facility at PCI’s CityNorth Business Campus in Stamullen, Co. Meath, is expected to be operational by Q3 2025, expanding capacity for the final assembly, labelling, and packaging of injectable drug products.
US CLINICAL AND COMMERCIAL ADVANCED DRUG DELIVERY EXPANSION –
PCI is in the final stages of completing a new 150,000 sqft facility in Rockford, Illinois, to meet the growing needs of the biological market, with an additional 70,000 sqft facility at the same campus soon to follow, supporting the whole lifespan of development from clinical to commercial final assembly, testing, and packaging of injectable drug products under one roof.
“We have established a formal giving-back strategy, focused on year-on-year increases in employee participation and measurable community impact for each of our global sites and corporate functions,” she elaborates.
As such, each site offers volunteer opportunities and encourages employees to create interest groups for a heightened feeling of connection.
To further support its strategy, PCI is formalising its ESG Day initiative this year, in which employees can log up to eight hours of companysponsored volunteer activities per year.
“This initiative will encourage our staff to cultivate meaningful relationships with communities through philanthropic work and dedicate their time in ways that have a significant and measurable impact,” Stokes emphasises.
PCI seeks to deeply embed its
sustainability initiatives across the business and has identified nine key focus areas to drive its global strategy, from waste management to energy efficiency, human rights, water conservation, and more.
“The reality is that the pharmaceutical industry today has a 55 percent higher carbon footprint than the automotive industry,” she acknowledges.
Therefore, the company deems it essential to work towards impactful change by striving to eventually use 100 percent renewable energy sources.
ONWARDS AND UPWARDS
To continue to meet the dynamic demands of clinical trials and commercial markets, PCI consistently evolves its offerings, whether for potent solid oral doses, sterile injectables, lyophilised drug products, or bespoke packaging of specialist advanced drug deliveries.
“Whether adding service offerings for new modalities or expanding our current capabilities and capacities, we will continue to provide a collaborative, creative, and tailored approach to ensure the delivery of life-changing therapies for patients,” Stokes confirms.
Successfully launching products on behalf of its global client base each year, PCI’s focus on key therapeutic areas and the investments it has made in this sphere will continue.
For Melbourne and Australia specifically, PCI’s goals include increasing its ultra-low temperature offerings to support the growing clinical trial market demand, introducing liquid nitrogen storage, adding additional storage, and doubling its labelling capacity, including cold chain labelling capacity.
With evolving capabilities in highly potent therapies, sterile
fill-finish, lyophilisation, drug-device combination assembly, packaging and testing, cold chain infrastructure, storage, and distribution, the company is ideally placed to support clients in the years ahead.
“As well as this, we will continue to read the market, understand the trends and unmet needs, listen to our customers, and plan further investment strategies to work in partnership with our ever-growing client base,” Stokes concludes.
US Tel: +1 215 613 3600
EU Tel: +44 1495 711 222
Asia Pacific Tel: +61 3 9673 1000
talkfuture@pci.com www. pci.com
EXTRAORDINARY ANIMAL HEALTHCARE SOLUTIONS
Founded in 2005, Sypharma has grown to become a trusted contract, development, and manufacturing organisation (CDMO), intelligently connecting cutting-edge insights, technology, and expertise to bring extraordinary solutions to healthcare.
“Our mission is to be an innovative and leading Australian company respected for continually creating outcomes that make a difference and enhance lives,” introduces Ganeshan Varnakulasingham, CEO.
Indeed, the company holds a longstanding reputation in the nation’s animal health arena for delivering unparalleled products.
“Given our strong position in the milk fever space, with prevalence in Australia ranging from 10 to 15 percent in any given year, the impact of not having Sypharma’s support would have a direct effect on the dairy industry,” he highlights.
The company’s many reputable solutions have a considerable
Emerging at the forefront of Australian animal healthcare, Sypharma’s unmatched industry knowledge and state-of-theart manufacturing solutions help address critical supply chain gaps. CEO, Ganeshan Varnakulasingham, tells us mores
Writer: Lucy Pilgrim Project Manager: Cameron Lawrence
economic impact, including the manufacturing of critical care intravenous fluid (IV) for animal hydration therapy, of which Sypharma is estimated to have an 80 percent market share, positioning it as a key sterile IV partner.
The company’s other business operating units include sterile human health and custom-made buffers as well as Clean In Place (CIP) solutions.
Regarding the former, it manufactures, under contract, investigational medical products (IMPs) for the clinical supply chain, including treatments for rare conditions and vaccines in humans.
Sypharma’s human healthcare products are a key differentiator within the Australian market, as it utilises a molecule incubator model to develop products throughout their lifecycle without retaining the products’ intellectual property (IP). Any subsequent IP generated is given directly to clients, which include startups and primary investigators.
The company additionally produces
good manufacturing practice (GMP)grade excipients, cleaning solutions, and buffers for the manufacturing of pharmaceutical products.
“This is the fastest-growing business segment for Sypharma, and we have a huge value proposition as the only manufacturer of these products in Australia that holds a Therapeutic Goods Administration (TGA) license,” Mr. Varnakulasingham proudly informs.
ADDRESSING SUPPLY INEFFICIENCIES
The Australian healthcare industry is currently experiencing a shortage of IV fluids, namely sodium chloride 0.9 percent and sodium lactate solutions. This challenge is being attributed to global supply limitations, unexpected demand increases, and manufacturing issues, with the TGA anticipating that these shortages will persist in 2025.
In response to the disruption, the government has approved the importation of overseas registered
IV fluids and is coordinating efficient distribution to manage the situation.
As it stands, the only manufacturer of critical care fluids in Australia is Baxter Healthcare, who produces approximately 75 percent of the Australian market’s saline products
that permeate the animal healthcare space.
“Due to quality and manufacturing issues, Baxter Healthcare stopped supply into the animal health market, affecting veterinary clinics nationally,” Mr. Varnakulasingham reveals.
SYPHARMA’S STAFF BASE
By choosing to work at the company, employees have a chance to do something good, work for a purpose, experience personal growth through professional integrity, and be part of a community.
Boasting a senior team with over 150 years of combined experience in GMP manufacturing, Sypharma is dedicated to being a smart, ethical company that clients can trust and respect.
Sypharma is also committed to transparent communication between the senior leadership team, line managers, and operators, ensuring the whole workforce has a clear understanding of the business direction.
On top of this, the company promotes work-life balance through hybrid working arrangements where suitable and conducts regular employee surveys to understand areas for improvement.
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As a result, Sypharma has been able to increase its operational capacity tenfold as the only other manufacturer of animal health products, resulting in its recent flurry of IV production.
Meeting the new demands of veterinary health clinics, the company now anticipates holding 70 percent of the animal health market and has signed long-term distribution agreements to maintain its increased market share for years to come.
“The industry has been supportive of Sypharma proactively marketing the products to veterinary clinics,” he states.
The company’s ability to meet this demand is supported by its recent AUD$10 million investment in the upgrade of its IV manufacturing plant.
This will completely automate the production of IV fluids, and the company is expecting to sell the line’s first commercial products by the end of Q1 2025.
ENACTING MANUFACTURING INNOVATION
In the next 12 months, Sypharma is looking to technology transfer two platform technologies specifically related to the manufacturing of investigational medical products, including mRNA manufacturing platforms.
“Sypharma has a business partner that has developed its own end-toend manufacturing platform, which will be transferred to the company in 2025,” details Mr. Varnakulasingham.
AUSTRALIAN SUPPLY CHAIN BENEFITS
Sypharma recently decided to transfer its manufacturing supply chain back to Australia, a decision that was made based on eight key principles:
1. ECONOMIC GROWTH
INCREASED GDP – Local manufacturing contributes to the national economy.
SUPPLY CHAIN RESILIENCE – Domestic production reduces reliance on international suppliers, mitigating risks from global disruptions.
2. JOB CREATION
DIRECT EMPLOYMENT – Onshoring creates jobs in manufacturing facilities.
INDIRECT EMPLOYMENT – Stimulates jobs in supporting industries.
3. SKILLS DEVELOPMENT
UPSKILLING THE WORKFORCE – Onshoring encourages investment in local training programmes and apprenticeships.
STEM OPPORTUNITIES – High-tech manufacturing industries often require expertise in STEM, driving innovation and education.
4. REGIONAL REVITALISATION
BOOSTING REGIONAL ECONOMIES – Establishing manufacturing plants in less-developed or rural areas reduces urban migration and promotes regional economic growth.
INFRASTRUCTURE DEVELOPMENT – Local manufacturing projects often lead to improved infrastructure.
5. ENHANCED INNOVATION
COLLABORATION WITH LOCAL R&D – Proximity to Australian universities and research institutes can foster innovation.
TECHNOLOGY ADOPTION – Onshoring encourages the adoption of advanced manufacturing technologies.
6. SOCIETAL BENEFITS
COMMUNITY EMPOWERMENT – Manufacturing jobs are often the source of a stable income, bettering employees’ quality of life.
SOCIAL EQUITY – Onshoring provides opportunities for underrepresented groups to participate in the workforce.
7.
ENVIRONMENTAL AND ETHICAL BENEFITS
SUSTAINABILITY – Local production adheres to stricter Australian environmental regulations.
ETHICAL STANDARDS – Manufacturing in Australia ensures compliance with fair labour practices and safety standards.
8. STRATEGIC
ADVANTAGES
NATIONAL SECURITY – Domestic manufacturing reduces dependency on foreign resources for critical goods.
EXPORT POTENTIAL – Strengthened manufacturing capabilities can position the country as an exporter of high-quality, locally-made goods.
“This will make Sypharma one of two GMP manufacturers able to manufacture mRNA therapeutics.”
Meanwhile, the company is also technology transferring a synthetic artificial pharmaceutical ingredient (API) manufacturing required for anti-infectives against bacteria and viruses, which is being specifically designed to work against antibioticresistant bacteria.
The platform is a proprietary product whose integrated kanban system (IKS) is owned by another of the company’s business partners.
The total technology transfer of the two platforms is expected to reach completion by the end of Q1/Q2 2025.
Elsewhere, Sypharma is also working to reduce supply time for IV bags, which are currently one of the company’s biggest expenditures as they must be imported from Asia and Europe.
This represents a high-risk component for the business as the IV bags are used in the manufacture of critical care products but take up to 12 weeks to procure.
Sypharma is therefore currently in discussions with local manufacturers that it could partner with to reduce the risk of stock shortages.
KEY THERAPEUTIC FOCUS
Sypharma foresees a bright future with four key areas of therapeutic focus.
Firstly, the company will utilise its facility expansion to increase the supply of electrolytes to the Australian animal market.
Indeed, the AUD$10 million upgrade to its IV facility has increased its manufacturing facility by 40 percent, allowing the company to overcome previous capacity challenges and positively address supply issues.
Additionally, Sypharma is also placing greater focus on injectable excipients, which is the company’s fastest growing business unit.
“There is a need within the
“SYPHARMA IS IN A UNIQUE POSITION AS WE HAVE REGULATORY APPROVALS FOR BOTH HUMAN AND ANIMAL HEALTH, MAKING OUR REACH TO VARIOUS RESEARCHERS WIDE”
– GANESHAN VARNAKULASINGHAM, CEO, SYPHARMA
Australian market for local manufacturers who can make these types of products to the grade required to be used as excipients in the manufacturing of drug products,” notes Mr. Varnakulasingham.
There are currently no manufacturers in the country catering to this demand, with the majority of supply being imported from Europe or North America.
Thus, by leveraging the advantages of its TGA license, the company can produce these products according to the custom needs of pharmaceutical manufacturers.
Elsewhere, Sypharma also endeavours to implement further downstream processing capabilities in liquid nanoparticle (LNP) encapsulation for RNA products.
This is the company’s key innovation project, which will contribute towards the creation of an end-to-end contract manufacturing organisation (CMO) hub for RNA therapies with its business partners.
“Sypharma is in a unique position as we have regulatory approvals for both human and animal health, making our reach to various researchers wide,” he concludes.
Finally, the company’s focus remains on maintaining the continuous supply of its milk fever products, whilst innovating for the market with new solutions.
We learn how Mirxes harnesses the power of RNA to deliver early, actionable, and personalised diagnoses across the care continuum with Vice President of Operations, Jeremiah Dacosta
Writer: Jack Salter
Project Manager: Cameron Lawrence
The healthcare industry in Singapore and across the Asia Pacific (APAC) region is at an inflection point.
Indeed, it faces a rapidly aging population, an increasing prevalence of chronic diseases, and a growing demand for personalised precision medicine.
Whilst these trends present significant challenges, they also create immense opportunities for innovation, particularly in early disease detection and preventative healthcare, with the integration of artificial intelligence (AI), data analytics, and biotechnology (BioTech) transforming the landscape.
It is therefore an exciting time for companies at the forefront of these innovations, including Mirxes, a Singapore-headquartered BioTech specialising in RNA-powered diagnostics and therapeutics.
Mirxes operates across APAC –including in Singapore, China, and Japan – and the US with a strong network of research and clinical partnerships.
Its multidisciplinary team includes scientists, clinicians, and industry experts dedicated to driving early cancer detection solutions that save lives.
“Our flagship products focus on early cancer detection, with GASTROClear leading the way in gastric cancer screening,” informs Vice President of Operations, Jeremiah Dacosta.
GASTRIC CANCER DETECTION
GASTROClear is the world’s first
HEALTHCARE OUTLOOK:
microRNA blood test for early detection of gastric cancer.
The test provides information to help doctors identify patients who may benefit from detailed medical examinations to diagnose gastric cancer before symptoms appear.
Patients whose blood test indicates that they are high risk can then
HOW IMPORTANT ARE BOTH LOCAL AND INTERNATIONAL SUPPLIERS WHEN PROCURING SPECIALIST PRODUCTS SUCH AS ENZYMES AND LAB EQUIPMENT? HOW DOES THE USE OF DATA HELP TO CONTROL THIS PIPELINE?
Jeremiah Dacosta, Vice President of Operations: “Our supply chain strategy is a balance of local and international sourcing to ensure reliability, quality, and cost-effectiveness.
“We work closely with specialised suppliers worldwide to procure critical components like enzymes, reagents, and lab automation systems.
“Data analytics plays a crucial role in optimising our supply chain by predicting demand, monitoring inventory levels, and minimising disruptions. This approach enhances operational efficiency and ensures a seamless delivery of high-quality diagnostic solutions.”
go for follow-up procedures, such as an endoscopy, to get a further assessment.
“It works by analysing specific microRNA biomarkers in the blood that signal the presence of gastric cancer at an early stage,” Dacosta explains.
“This non-invasive test provides a highly sensitive and specific alternative to traditional endoscopy, improving accessibility and patient compliance.”
With gastric cancer being the third leading cause of cancer-related deaths globally, early detection through GASTROClear has the potential to significantly improve survival rates.
The disease is also more prevalent in East Asia due to dietary habits rich in salt and preserved foods.
As lifestyle factors such as diet, smoking, alcohol consumption, and obesity play a significant role in cancer development, and their impact varies across different regions, Mirxes leverages microRNA profiling to develop region-specific risk assessments, tailoring diagnostics to population-specific risks.
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MIRXES VALUES –AT A GLANCE
CAN-DO ATTITUDE – Solving challenges for customers and colleagues is the company’s top priority. Mirxes is determined to take action and achieve results.
INTEGRITY – Mirxes is trustworthy, reliable, and delivers on its promises.
AGILITY – The company is dynamic and adaptable in a rapidly-changing world.
CURIOSITY – Learning and growing together helps Mirxes to achieve its goals.
EMPATHY – Mutual respect and understanding are the foundation of Mirxes’ relationships.
“This approach ensures that our tests provide the most relevant and effective early detection solutions for different demographic groups,” assures Dacosta.
MICRORNA TECHNOLOGY
Research and innovation are at the heart of Mirxes, whose efforts are focused on developing nextgeneration diagnostic solutions leveraging microRNA technology.
One key focus area is advancing disease detection through multiomics research, which integrates genomics, transcriptomics, and proteomics to ensure a more comprehensive understanding of disease biology.
“Multiomics allows us to identify novel biomarkers and improve diagnostic accuracy,” shares Dacosta.
“A notable example of our research in action is our work in expanding our microRNA diagnostic portfolio beyond gastric cancer to include lung, colorectal, and liver cancers. Our collaborations with top-tier institutions worldwide ensure that we remain at the cutting edge of scientific advancements.”
The early detection of cancer is key to improving patient outcomes as it makes treatment options more effective, less invasive, and significantly more affordable.
Precision medicine, powered by biomarkers such as microRNA, enables targeted interventions tailored to an individual’s genetic and biological profile.
“This shift from reactive to proactive healthcare not only enhances survival rates but also reduces the economic burden on healthcare systems,” Dacosta insights.
PORTFOLIO EXPANSION
Beyond cancer diagnostics, Mirxes’ services also extend to cardiovascular and metabolic disease risk assessments.
“A NOTABLE EXAMPLE OF OUR RESEARCH IN ACTION IS OUR WORK IN EXPANDING OUR MICRORNA DIAGNOSTIC PORTFOLIO BEYOND GASTRIC CANCER TO INCLUDE LUNG, COLORECTAL, AND LIVER CANCERS. OUR COLLABORATIONS WITH TOP-TIER INSTITUTIONS WORLDWIDE ENSURE THAT WE REMAIN AT THE CUTTING EDGE OF SCIENTIFIC ADVANCEMENTS”
– JEREMIAH DACOSTA, VICE PRESIDENT OF OPERATIONS, MIRXES
One of its key projects is the development of a multi-cancer early detection (MCED) test, which aims to screen for multiple cancers through a single blood test.
“Additionally, we are leveraging multiomics research to explore new biomarker signatures for early disease detection, enhancing our ability to develop targeted diagnostics for a wider range of diseases,” Dacosta tells us.
“We are also collaborating with international healthcare providers to establish standardised microRNAbased screening programmes, ensuring wider accessibility and adoption of our cutting-edge technologies.”
The expansion of Mirxes’ diagnostics portfolio to cover more cancer types and chronic diseases is one of its key priorities for the year ahead.
Alongside this, the company is strengthening its biomarker discovery platform, accelerating its global partnerships, and focusing on regulatory approvals and market expansion in the US and Southeast Asia to bring its pioneering technologies to a broader audience.
Mirxes’ overarching mission, meanwhile, is to democratise access to early detection technologies.
Therefore, the company is actively working on making its diagnostics more affordable and scalable, particularly in underserved regions.
“By leveraging public-private partnerships, we aim to bridge the gap between cutting-edge innovation and real-world healthcare impact,” concludes Dacosta.
mirxes.com
AN EXTENSIVE OPERATION
Promoting a new operating strategy, Southlake Health plans to push care beyond hospital walls and into the community in innovative new ways by building a Distributed Health Network. We speak with Dr. Paul Woods, President and CEO, about the organization’s renewed focus on pushing care into the community through collaboration
Around the world, many healthcare systems have found themselves in crisis, as demand for care begins to significantly outstrip supply alongside the emergence of various financial challenges.
Canada’s healthcare system is no different and, like countless others, is struggling to meet the needs of the population, particularly when it comes to the rise of ‘hallway healthcare’ as a result of overcrowding.
Southlake Health (Southlake), a large acute care provider in Ontario, shines as a beacon of hope amidst this turbulent healthcare climate,
driven by its new-found mission to more deeply integrate clinical services within surrounding communities.
“While our core catchment area is nearly 1,200 square kilometers, our service area spans suburban centers and into rural areas,” opens Dr. Paul Woods, President and CEO.
Originally designed to accommodate roughly 360 hospital beds, Southlake’s site on Davis Drive now houses 504, but requires more, with no significant acute care capital expansion in over 20 years.
The hospital also attends to more than 123,000 emergency department visits annually, despite operating in
less than half the space required by today’s standards.
“When you apply this statistic to our day-to-day operations, a new patient comes through our doors every four and a half minutes on average,” he emphasizes.
To improve patient services and outcomes and safeguard Ontario’s healthcare system for the future,
Southlake has developed a new strategy for the decade ahead that will transform its operating model to produce what it is calling a Distributed Health Network.
Working with partners across the care continuum, Southlake is
partnering with communities to create customized, specialized strategies for preventive health by meeting more patient needs upstream where they are through virtual means and communitybased clinics.
“We’re striving toward the extension of our expertise within communities, as opposed to solely being available at our site on Davis Drive,” Dr. Woods details.
“We’re so committed to this new strategy, we’re moving away from a single center approach and rebranding as Southlake Health, focused on delivering leading-edge care, close to home.”
TACKLING SYSTEMIC HEALTHCARE ISSUES
Since its inception over 100 years ago, capacity and space at Southlake have become increasingly inadequate, especially when coupled with a fastgrowing population across a vast geographic area.
“Reviewing our geoanalytic data, we see that lack of access to care, close to home, leads to worse health outcomes, driving unnecessarily high acute care utilization and costs. This, in turn, leads to overcrowding in hospital facilities that are too old and too small to meet demand in our communities, which are some of the
fastest growing in Canada,” Dr. Woods explains.
Southlake is driving toward improving both its upstream and downstream healthcare services by distributing healthcare services throughout its catchment area.
“As a family physician, I know that healthcare professionals are motivated by altruism, but right now, we’re having trouble meeting the needs of the people we serve,” he reflects.
Therefore, Southlake’s new strategy has seen it assess the needs of its patients on the ground through community consultations and assessments.
“Some of the main feedback we received was about increasing access to care closer to home.”
As a result, Southlake has announced its new Extensivist Program, a first-of-its kind in Canada, that comprises three components.
The outpatient care program includes a unique clinical approach, where patients have increased access to specialized care, treatment, and expertise in their local communities as opposed to traveling to the hospital.
“We’re also working to roll out virtual care, which would play into a similar model, but rather than needing to attend any sort of facility, a consultant or physician could attend to patients virtually,” Dr. Woods informs.
“If we’re able to successfully integrate ‘extensivism’, we can stem the tide of people needlessly attending the hospital by intervening at an earlier stage. We seek to keep care where it belongs – out in the
community in lower cost settings that are more convenient for patients and families.” he adds.
In addition, Southlake is working to expand its overall footprint and emergency department to account for the downstream of patients who are unable to avoid attending its primary hospital facility.
EXPANSION AND EVOLUTION
It’s important to note that, despite a renewed focus on preventive, accessible, and community-based healthcare, Southlake’s main hospital site on Davis Drive will remain as a core component of its new strategy.
Developing a second hospital site is in progress and looks to add over 240 additional inpatient beds, expanding acute, post-acute, and emergency care, as well as diagnostic imaging, surgical, and mental health facilities. This will not only lead to additional space but create an environment
where the notion of attending to the most acutely ill within the hospital walls is carried forward in the form of intense services for a shorter period before repatriating care into the community.
“Something we’re excited about is a more modern care delivery model, with the acute care footprint to match,” Dr. Woods confirms.
In addition, Southlake is proud of its emergency department’s current time-to-physician initial assessment, which remains one of the lowest in the province at roughly 40 minutes.
“This is a testament to the diligence and professionalism of the people working at Southlake Health. They’ve engineered a flexible staffing model that can accommodate unexpected surges,” he prides.
The expansion of its emergency department will enable Southlake to fine-tune admission processes and assess patients more fluidly and
effectively, which is anticipated to have a positive knock-on effect on job satisfaction for Southlake’s workforce of nearly 6,000 staff.
“We hope to achieve a better patient and staff experience by making our emergency department a more pleasant place to be overall,” Dr. Woods outlines.
At the same time, Southlake is looking to continue to push care further into the community by collaborating with municipalities and private corporations to improve community health and wellness.
A recent memorandum of understanding (MoU) signed in partnership with the Town of Georgina and the Northern York South Simcoe Ontario Health Team (NYSS OHT) outlined areas for collaboration through new facilities, expanded health and wellness programming, advocacy and community engagement, data sharing, research, and innovation.
“This partnership will help us strengthen local healthcare services as we work to bring care closer to home,” he shares.
HEALTHCARE OUTLOOK: HOW DOES SOUTHLAKE’S NEW STRATEGY DIFFER FROM OTHER HOSPITAL MODELS?
Dr. Paul Woods, President and CEO: “Health systems cannot focus solely on beds and traditional approaches. To meet the needs of our rapidly growing communities we are flipping the traditional model on its head.
“We’ll always have our main hospital site, but we’re focusing on how to push things further into the community, so people don’t necessarily need to come to the hospital in the first place.
“Driving that cultural change is all about reassuring patients that there are other access points to high-quality care, and increasing access to follow-up care, remote monitoring, and other initiatives.
“We’re not expecting to suddenly see a dramatic reduction in the number of beds required. It’s more a matter of bending the demand curve and shifting supply creatively so that they’re closer together.
“They say the journey of a thousand miles begins with the first step – I’d say we’ve taken the first, second, and third steps; we’re moving quickly and aggressively on this.”
“WE’RE STRIVING TOWARD THE EXTENSION OF OUR EXPERTISE WITHIN COMMUNITIES, AS OPPOSED TO SOLELY BEING AVAILABLE AT OUR SITE ON DAVIS DRIVE”
– DR. PAUL WOODS, PRESIDENT AND CEO, SOUTHLAKE HEALTH
EXEMPLARY CARE, CLINICAL EXCELLENCE
Woods is proud to be Southlake’s CEO with its deep history of clinical excellence, quality, and patient safety, having been accredited with Exemplary Standing by Accreditation Canada for the last 16 years.
“As leaders, we need to carry forward the mantle of clinical excellence, be present, and remember that our true work is done on the ground. Our business is not doing interviews and budgets, but delivering care,” he points out.
As such, leading-edge care at Southlake remains an unflinching promise, and it is both the words and actions of its leaders that drive this message home.
“WE ARE THINKING DIFFERENTLY ABOUT A HOSPITAL’S ROLE AND BRINGING NEW INNOVATIVE MODELS OF CARE TO CANADA TO PRODUCE BETTER OUTCOMES AND SUPPORT SUSTAINABILITY AT SOUTHLAKE HEALTH”
– DR. PAUL WOODS, PRESIDENT AND CEO, SOUTHLAKE HEALTH
Meanwhile, thoughtful investment is essential to maintaining Southlake’s award-winning status, which continues to enable unparalleled care.
“We must choose carefully how we allocate our extremely scarce resources to adequately fund our teams and invest in the tools and
support they require to continue doing their jobs well,” Dr. Woods asserts.
In this way, Southlake is grateful for its volunteer board of directors and loyal base of community support. Despite a challenging financial environment, the board has courageously supported the
organization’s change in direction to accommodate its new strategy.
“Partnerships and support are what will make us successful and prove to Ontario that we can deliver integrated care at scale and achieve better outcomes as a result,” he explains.
A FUTURE OF INNOVATION AND EXPANSION
Looking forward to 2025 and beyond, Southlake seeks to achieve two main targets, the first of which is continuing to be good stewards of Ontario’s tax dollars.
“We’ve readily embraced the notion of financial stewardship, and we continue to do the best we can with the scarce resources we have,” Dr. Woods details.
FINDINGS FROM THE ONTARIO HOSPITAL ASSOCIATION
A recently published study from the Ontario Hospital Association (OHA), based on 18 years of carefully extrapolated patient data, seeks to understand the current and future disease burden on Ontario’s healthcare system as far as 2040.
The study estimates that there will be 3.1 million people living with major illness in Ontario in 2040, up from 1.8 million in 2020, with approximately one in four adults over the age of 30 requiring significant hospital care.
The studies have major implications for healthcare in Ontario, with the growing burden of illness set to place significant strain on the system. Thus, prevention, early treatment, and effective management strategies have become more important than ever before.
“Early detection and management of chronic conditions can be managed outside of hospitals, reducing hospital strain. Addressing this burden will require focusing on community care and addressing the determinants of health to sustain system capacity,” the report’s summary concludes.
As such, Southlake’s new strategy is not only innovative and groundbreaking, but arguably essential to safeguarding the future of healthcare in Ontario.
Southlake’s second target is to fluidly implement its new operating model through collaboration as it moves into the new year.
This goal is making significant headway having already signed MoUs with two out of the six municipalities primarily served by Southlake.
Meanwhile, it will also continue to widely implement extensivism, through which it hopes to change the way people typically perceive hospital treatment and the requirement for patient care to occur exclusively in a hospital setting.
“Across Ontario, we hope to change the culture surrounding patient care and the role of a hospital within an integrated delivery system, but we must do this by proving our model works – just saying it does won’t change anything.”
To achieve this, Southlake is putting supportive digital infrastructure in place in the form of data and predictive analytics, artificial intelligence (AI), and machine learning (ML) to more readily anticipate patient illnesses and proactively intervene.
Southlake is also learning from other leading hospitals in Canada, such as Jewish General Hospital in Montreal, which has an effective virtual unit.
“As well-placed data infrastructure and patient care coordination increases, so does our ability to deliver virtual care effectively,” comments Dr. Woods, emphasizing the significance of technology in advancing extensivism.
“When people begin to experience these different ways of receiving care,
they’ll start to think Southlake is really doing something different here,” he concludes.
Tel: 905-895-4521
corporatecommunications@ southlake.ca
www.southlake.ca
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