Healthcare World Magazine | Issue Fifteen

YEARS OF ARAB HEALTH

WELCOME TO HEALTHCARE WORLD

Welcome to the latest edition of Healthcare World. How amazing to think we’re all celebrating 50 years of Arab Health this January. I’m sure the organisers of the first Arab Health back in 1975 couldn’t have believed that it would become one of the largest and certainly the most famous healthcare conference in the world. But then, Dubai and the UAE have always been at the forefront of innovation from the very beginning.

The Mohamed bin Zayed University of Artificial Intelligence (MBZUAI) is based in Abu Dhabi, where the first ever Minister of State for Artificial Intelligence (AI) has been appointed. A graduate university, MBZUAI o ers an open invitation to the world to collaborate on AI at a leading artificial intelligence university in a thriving, innovative and multicultural city. So it’s no surprise that the theme of this year’s Arab Health Future Health Summit at the Museum of the Future is AI in Action: Transforming Healthcare Delivery.

With keynotes covering the impact of AI on health and potential for lifesaving discoveries, there is also a panel discussion on the ethics around AI. Global thought leaders contributing to the theme include Professor Elizabeth Churchill who draws on social, computer, engineering, and data sciences to understand how people interact with emerging technologies. In her 25+ year career in the US, Professor Churchill built research and design teams at Google, eBay, Yahoo, PARC, and FujiXerox and has won numerous awards.

Professor Churchill is the ideal example of the importance of female and diverse leadership within the healthcare sector, as our Managing Director Steve Gardner argues in his Opinionated article on page 94. He says that universal health coverage requires universal health leadership and deficiencies in funding for women’s healthcare will be remedied

SARAH CARTLEDGE EDITORIAL DIRECTOR

with more women at the helm. However, there is no guarantee, and female lawyers Clare Auty, Rebecca Hainsworth and Taylor Berzins at Browne Jacobson point out that political factors are the greatest barrier to advancements in women’s health (pg 46-49).

Andrea Tithecott and Andrew Brown of Al Tamimi and Company also examine the ethics of AI in our pages (pg 22-24) alongside Tom O’Neil and Amy Worley of BRG (pg 26-27). Simon Swi of Health Navigator discusses the importance of sharing patient data in the new AI era (pg 56-57) and Holmusk’s Nawal Roy tells us how he is transforming mental health data into impact (pg 51-54). For Dr Michael Odling-Smee, Chief Executive and Founding Director, Aire Innovate, prioritising digital foundations is vital to transform healthcare, while Mohammad Al-Ubaydli, CEO of Patients Know Best, shares his insights around the importance of personal health records for sustainable healthcare systems.

In other features, we look at the ageing global workforce problem with Jodie Sinclair, Senior Partner and Head of Employment, Pensions & Immigration at Bevan Brittan; Graham Cookson (pg 68-71), CEO of the O ice of Health Economics, tells Healthcare World how the OHE informs to maximise health gain per dollar (pg 72-72); and our Expert Dr Antony Chu, co-founder of The Learnery, says it’s time to change how we learn and retain information in today’s digital world (pg 74-76).

We examine the transition to healthcare at home in our special section on pages 29-39, while our guest commentator Dr Omar Najim, Chairman of BeehiveX and Adjunct Associate Professor at Khalifa University, Abu Dhabi, gives us new insight into humanity’s quest for longevity (pg 40-42).

There’s food for thought aplenty in this issue, so do let me know your thoughts. You can reach me via email: sarah@healthcareworld.com. In the meantime, enjoy the 50th edition of the Arab Health conference as the future of healthcare becomes clearer to us all.

40 HEALTHY LONGEVITY

This time the quest for longevity is di erent, says Dr Omar Najim, Chairman of BeehiveX and Adjunct Associate Professor at Khalifa University, Abu Dhabi

44 SITTING PRETTY

Ben Caton, Managing Director of Ergochair, tells Healthcare World about the importance of bespoke seating for health

46 WOMEN’S HEALTH: PROGRESS, CHALLENGES AND THE PATH FORWARD

Advancements in women’s health are not felt equally across the world, write Clare Auty, Partner, Rebecca Hainsworth, Senior Associate, and Taylor Berzins, Associate, at law firm Browne Jacobson.

Data and Digital Health

51 REDEFINING THE FUTURE OF MENTAL HEALTH

Nawal Roy, CEO and founder of Holmusk, tells HW Editor Sarah Cartledge about transforming mental health data into impact

56 SHIFTING THE DATA-SHARING MINDSET

Simon Swi , CEO of Health Navigator, explains why sharing patient data will drive the next healthcare revolution

58 LOW-CODE, BIG IMPACT

For Dr Michael Odling-Smee, Chief Executive and Founding Director, Aire Innovate, prioritising digital foundations is vital to transform healthcare

60 PERSONAL HEALTH RECORDS FOR GOVERNMENTS

Mohammad Al-Ubaydli, CEO of Patients Know Best, shares his insights around the importance of personal health records for sustainable healthcare systems

65 MEETING THE DEMANDS OF THE HEALTHCARE LANDSCAPE

Upinder Bhat, COO and SVP DVIs So ware Service tells Healthcare World about their innovative work in the sector

68 THE GLOBAL HEALTH WORKFORCE CRISIS IN AN AGEING WORLD

Jodie Sinclair, Senior Partner and Head of Employment, Pensions & Immigration at Bevan Brittan, examines the issues surrounding an ageing global population

72 SHAPING THE FUTURE OF HEALTHCARE

Graham Cookson, CEO of the O ice of Health Economics, tells Healthcare World how the OHE informs to maximise health gain per dollar 74 MEET THE EXPERT

78

Dr Antony Chu, co-founder of The Learnery, says it’s time to change how we learn and retain information in today’s digital world

TALKING POINT

Sarah Cartledge, Healthcare World Editorial Director, asks if we hold the key to our health in our own hands 80 COMPASSIONATE REGULATION

Andrew Hoyle of GMC explains to Sarah Cartledge the importance of kindness in the healthcare landscape

85

REVOLUTIONISING PATIENT CHECK-IN AND PAYMENT

Emir Brdakic, COO of Convene, explains how selfservice solutions benefit both patients and healthcare organisations

88 RETAIL CLINICS IN THE UAE

For healthcare providers, retail settings provide an opportunity to redefine patient engagement, finds a new Knight Frank report

92

THE FUTURE OF TREATMENT FOR NEURODIVERSITY

Phil Anderton PhD, CEO ADHD360, on changing our mindset to deliver the mental healthcare of the future

96 OPINIONATED

Steve Gardner, Managing Director of Healthcare World, says universal health coverage requires universal health leadership

NEWS

CELEBRATING 50 YEARS OF ARAB HEALTH

This January, Arab Health celebrates its 50th anniversary at the Dubai World Trade Centre, marking half a century of shaping healthcare in the Middle East and beyond. Since its inception in 1975, the event has evolved from a modest gathering of 40 exhibitors into a global platform with more than 3,800 exhibitors and 60,000 visitors expected for the 2025 edition.

Arab Health’s contribution to the economy is as significant as its impact on healthcare. In 2024, the event generated a staggering US$269.7m for Dubai’s economy, benefiting key sectors such as tourism and hospitality. Attendees from 180 countries contributed US$56.2 million in accommodation spend, with an average stay of 5.7 nights. Projections for 20262028 are forecasting a similar impact of more than US$1.2 billion, reflecting the importance of one of the biggest healthcare events globally.

“Arab Health has been a catalyst for Dubai’s economic and healthcare transformation for the past 50 years,” says Ross Williams, Group Event Director at Informa Markets, the event organisers. “The 2025 edition celebrates this rich history while showcasing how the event continues to drive global collaborations, investments, and innovations in healthcare.”

Transforming healthcare

In many ways, Arab Health’s journey mirrors the evolution of modern healthcare. From showcasing digital imaging technologies in the 1980s to today’s AI-powered diagnostics, the event has consistently highlighted advancements that revolutionise patient care. Each edition has provided a platform for groundbreaking innovations, connecting global healthcare leaders and fostering transformative partnerships as people meet from across the world at Dubai’s World Trade Centre.

The 50th edition will continue this tradition with several transformative events. The Future Health Summit will explore cutting-edge healthcare trends, while the debut of the World of Wellness

and Healthcare ESG Forum showcases a commitment to sustainability and wellness.

Arab Health has always been ahead of the curve like the UAE itself, and initiatives align with Dubai’s vision for a technology-driven, sustainable future.

Arab Health 2025 will highlight the UAE’s dedication to nurturing global talent through initiatives such as the Astronaut Al Worden Endeavour Scholarship. This programme supports aspiring scientists and engineers, reinforcing the nation’s role as a leader in healthcare and scientific innovation.

Additionally, nine Continuing Medical Education (CME) accredited conferences will take place at Conrad Dubai, covering topics such as radiology, obstetrics, quality management, surgery, and more. NonCME forums including “EmpowHer: Women in Healthcare,” Digital Health and AI, and

Investment, will provide opportunities for conference panellists and visitors to dissect the current hot topics in the sector

The Al Mustaqbal Hall, a new exhibitor zone, will showcase first-time exhibitors and cutting-edge innovations. The inaugural Eco-sphere will bring together healthcare leaders to explore wellness and green innovations through the World of Wellness conference and Healthcare ESG Forum. Arab Health is supported by organisations including the UAE Ministry of Health and Prevention, Dubai Health Authority, and Dubai Healthcare City Authority, reflecting the importance of Arab Health to the region. Arab Health’s milestone anniversary is not just a celebration of its past but a launchpad for the future, paving the way for collaborations, investments and innovations that will shape the healthcare landscape for generations.

MOLLY CARTLEDGE ANALYSES THE LATEST NEWS ACROSS THE HEALTHCARE SECTOR

GLOBAL HEALTH SPENDING IN DECLINE

The World Health Organization’s (WHO) 2024 Global Health Expenditure Report, Global Spending on Health: Emerging from the Pandemic reveals that global government health spending has fallen across all income levels since 2021. This decline follows a temporary surge during the early years of the COVID-19 pandemic, raising significant concerns about the future of Universal Health Coverage (UHC) and health equity worldwide.

Published in December last year to mark Universal Health Coverage Day, the report highlights the critical role of financial protection in achieving equitable healthcare access for all. Yet the data shows a troubling trend of health being deprioritised in government budgets, threatening progress toward UHC goals.

Government health expenditure is a cornerstone of UHC, ensuring populations can access healthcare without facing financial hardship. However, with 4.5 billion people worldwide lacking access to basic health services and 2 billion experiencing

financial strain from healthcare costs, the current trajectory of health spending undermines e orts to close these gaps.

“While access to health services has improved globally, using these services continues to drive many into poverty. Universal Health Coverage means ensuring that everyone can access the health services they need without financial hardship,” says Dr Tedros Adhanom Ghebreyesus, WHO Director-General.

The report highlights the persistent challenge of out-of-pocket (OOP) spending as a major source of healthcare financing in low and middle-income countries. In 30 such nations, OOP payments account for over half of total health spending, leaving the poorest households disproportionately a ected. Even in high-income countries, OOP spending remains a challenge, with more than a third of these nations reporting that it constitutes more than 20 per cent of their total health expenditures.

OOP spending not only exposes individuals to financial risk but also perpetuates inequalities, as it forces the most vulnerable populations to make di icult choices between healthcare and other essential needs.

Prioritising financial protection

The WHO Health Expenditure Tracking programme has been instrumental in advancing global understanding of health

financing. Its achievements include the Global Health Expenditure Database, covering over 190 countries since 2000, and the annual Global Health Expenditure Report, which has provided invaluable insights since 2017. These resources promote informed policymaking, transparency, and accountability, helping nations make better decisions about health investments.

The WHO stresses the need for governments to prioritise financial protection by adopting strategies that can eliminate impoverishment due to healthcare costs by 2030. These include:

• Eliminating user charges for low-income individuals and those with chronic conditions.

• Enacting legislative safeguards to protect against catastrophic health expenditures.

• Developing public funding mechanisms to provide universal access to essential health services.

Investment in comprehensive primary care—encompassing prevention, treatment, and palliative services—is identified as a critical pathway to achieving these goals. The pandemic o ered a stark lesson on the importance of robust public health spending. Governments that increased health budgets during the COVID-19 crisis were able to mount rapid responses, saving lives and mitigating the virus’s impact. However, as the pandemic has waned, nations now face the dual challenge of addressing long-standing healthcare needs while preparing for future health emergencies—all within constrained budgets.

For the WHO, sustained investment in health systems is not only a moral imperative but also a practical necessity for building equitable, resilient healthcare systems that can withstand future crises. Universal Health Coverage is within reach, but only if governments commit to safeguarding the financial protection and well-being of their populations.

Fight the forgetting curve

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UK GOVERNMENT LAUNCHES AMBITIOUS AI PLAN

The UK government has announced a new AI Opportunities Action Plan aimed at transforming the nation’s healthcare, education, infrastructure, and economy. The plan outlines a series of ambitious measures to position AI as a cornerstone of the UK’s future growth and global competitiveness.

Artificial intelligence is already making a significant impact in the UK healthcare sector. From helping non-verbal patients communicate pain levels to speeding up breast cancer diagnoses and diagnosing asymptomatic atrial fibrillation, the value of AI in healthcare is becoming more and more evident. The government’s commitment to enhancing the NHS with AI is aligned with Prime Minister Sir Keir Starmer’s vision of a healthcare system ready for the future as part of a broader e ort to reduce NHS waiting times and ensure better outcomes for patients.

In a speech about the Plan, Sir Keir emphasised that AI’s integration into healthcare showcases the technology’s potential to improve lives. “Our plan will make Britain the world leader. It will give the industry the foundation it needs and will turbocharge the Plan for Change,” he said.

The Action Plan is not just about technological innovation but also job creation and economic growth. Three major tech firms—Vantage Data Centres, Nscale, and Kyndryl—have committed a combined £14 billion to build vital UK AI infrastructure, creating more than 13,000 jobs. Vantage Data Centres will construct one of Europe’s largest data campuses in Wales, while Nscale will develop the UK’s largest sovereign AI data centre in Essex by 2026. Kyndryl plans to establish a tech hub in Liverpool, generating 1,000 new AI-related roles.

The government has also committed to increasing the UK’s public computing capacity twentyfold, with the construction of a state-of-the-art supercomputer. This infrastructure will serve as a foundation for

the growth of AI technologies, providing the computational power necessary to drive future innovations.

Using NHS health data

According to the Times, the government’s Al plans include proposals for the NHS to open up its health data store to big tech in an e ort to put the UK at the heart of the global Al revolution.

The move would involve the health service making its archives of scans, biodata and anonymised patient records available for the first time to help train Al models. The resource is understood to form part of the country’s first national data library and could help attract billions in US tech investment.

But there are also fears that sensitive data could end up being exploited for purposes beyond which it was intended. As AI

technology expands, ethical considerations will play a critical role. Experts have raised concerns about the responsible use of AI, and particularly in healthcare. The UK government is committed to ensuring AI is used ethically and responsibly, providing clear guidelines and regulations to protect citizens.

The government’s AI Action Plan is not only designed to boost economic productivity but also to ensure the UK remains a competitive player in the global AI race. The International Monetary Fund (IMF) estimates that AI could increase UK productivity by up to 1.5 per cent annually, potentially contributing £47 billion to the economy each year over the next decade.

As Kyle, Science and Technology Secretary, says; “This government is determined that the UK is not le behind in the global race for AI.”

TRANSFORMING DISEASE DETECTION

Arevolutionary computer algorithm called MILTON is making waves in the medical community for its ability to detect the early signs of more than 1,000 diseases, long before patients experience any symptoms. Developed by pharmaceutical giant AstraZeneca, MILTON is not just a technological marvel but a potential gamechanger in preventive healthcare.

MILTON, a state-of-the-art AI tool, analyses routine patient test results—the kind typically collected by general practitioners. It detects subtle patterns in the data that would otherwise go unnoticed by human eyes, predicting disease diagnoses with remarkable accuracy, o en years in advance. This innovation opens up new possibilities for early intervention, o ering patients the chance to make lifestyle changes or start treatments that could prevent diseases from developing further.

“For many of these diseases, by the time they manifest clinically and the individual goes to the doctor because of an ailment or visible observation, that is far down the line from when the disease process began,” says Dr Slave Petrovski, who led AstraZeneca research. “There may have been a whole cascade of events that happened in the blood before it was symptomatic.”

MILTON’s capabilities are made possible through data from the UK Biobank, a

massive repository of health information from 500,000 individuals. The algorithm analysed 67 clinical biomarkers, such as blood and urine test results, blood pressure readings, and respiratory performance. It also incorporated data from 50,000 Biobank volunteers on 3,000 proteins in blood plasma, which play critical roles in immune and hormonal functions. MILTON demonstrated “exceptional” predictive performance for 121 diseases and was deemed “highly predictive” for another 1,091. These include conditions such as Alzheimer’s disease, chronic obstructive pulmonary disease (COPD), and kidney disease.

According to a study published in Nature Genetics, the AI’s ability to spot early signs of these diseases could change the trajectory of healthcare, enabling interventions that prevent disease progression.

“The goal would be to intervene earlier and to manage disease to make sure it does not progress,: says Dr Petrovksi. “There is always the opportunity to combine lifestyle with pharmaceutical interventions to get the optimum benefits of health.”

A tool for researchers and clinicians

AstraZeneca’s decision to make MILTON’s data freely available to researchers could accelerate the development of diagnostic tests and targeted treatments.

By analysing biomarkers and protein patterns, scientists could create tools to identify high-risk patients and deliver personalised care. However, MILTON is currently a research tool, and more work is needed before it’s ready for clinical use.

While MILTON’s potential is immense, its development raises important ethical questions. Prof. Dusko Ilic of King’s College London praises the tool’s predictive power but cautions against its misuse. “The powerful predictive abilities of this tool could, if unregulated, be misused by health insurance companies or employers to assess individuals without their knowledge or consent. This could lead to discrimination and a breach of privacy,” he observes. “To ensure MILTON is used ethically, strict guidelines and oversight will be essential.

Additionally, experts including Professor Tim Frayling from the University of Exeter urge caution in interpreting predictive results. “We need to take care when claiming we can ‘predict disease’ when we really mean ‘we can give you a slightly better idea of your chances of developing a disease, but there are still many unknown factors,’” he says. While MILTON’s primary impact may lie in advancing our understanding of disease mechanisms, its role in individual diagnosis will require careful refinement.

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A GLASS OF MILK A DAY KEEPS THE DOCTOR AWAY

Agroundbreaking study by researchers from the University of Oxford involving over half a million women in the UK sheds new light on how diet influences colorectal cancer risk. Conducted over 16 years, the research underscores the protective benefits of calcium and dairy products, and with 12,251 incident cases of colorectal cancer documented, this study spotlights how incorporating simple dietary habits—like drinking a glass of milk daily—can have profound implications for colorectal cancer prevention.

Colorectal cancer remains the third most common cancer globally, with nearly 1.93m

new cases estimated in 2022. The study’s findings align with existing guidelines from organisations including the International Agency for Research on Cancer (IARC) and the World Cancer Research Fund (WCRF), which emphasise the carcinogenicity of alcohol and processed meats and the protective role of dairy and calcium.

The study found that consuming 20 grams of alcohol daily—approximately two standard drinks—raises colorectal cancer risk by 15per cent. On the other hand, calcium intake of 300 milligrams daily, roughly equivalent to the calcium in a single glass of milk, reduces the risk by 17 per cent. Dairy products, particularly milk and

yogurt, emerged as significant contributors to cancer prevention, with findings suggesting that genetically predicted milk consumption also plays a role in lowering cancer risk.

Calcium, a mineral abundant in dairy products, is thought to guard against colorectal cancer through multiple mechanisms, such as helping to support the healthy di erentiation of epithelial cells, which line the colon, making it harder for cancer to take hold. Drinking a glass of milk daily provides approximately 300mg of calcium, meeting a significant portion of the recommended daily intake for adults.

On the other hand, not enough research has been conducted on the benefits or risks of high calcium intake, leaving room for further studies to explore its long-term impact on overall health.

METHVEN FORBES

TRANSFORMING PRIMARY CARE

Methven Forbes, CEO and Owner of Fuller and Forbes Healthcare, discusses the issues facing healthcare’s front door

What was it that made you want to pursue a career in healthcare?

Back in 2002, I was looking for a position, and I found my feet in primary healthcare management. It o ered an attractive combination of varied responsibilities, opportunities for innovation, working with people, and using the business and finance skills I had developed through previous positions and education. Two years later, I

moved to Leeds due to a change in personal circumstances and took on the role of Practice Manager at a large medical centre there. Two years a er that, I was made a Partner, and I remained there until 2017, when I le to found the Fuller and Forbes Healthcare Group.

One of the things that I love about primary care is the scope for innovation and the opportunity to explore new things. The UK

METHVEN FORBES

Methven Forbes is a distinguished healthcare executive, renowned for his transformative leadership in primary care. Methven serves as the Group CEO and co-owner of the Fuller and Forbes Healthcare Group, alongside Dr Mark Fuller who acts as CMO. Together, they oversee 17 medical centres across England, providing care to more than 120,000 patients. Under his leadership, the group has experienced a 73 per cent annual increase in registered patients since 2017 and employs more than 350 sta members.

The Fuller and Forbes Healthcare Group has developed a range of innovative healthcare solutions, including a proprietary smartphone app, an e-consultation system that delivers over 75,000 online consultations annually, a care navigation tool for frontline sta , and bespoke frameworks for regulatory and HR compliance. Methven’s commitment to excellence is evident in the group’s track record of transforming failing medical centres into viable, sustainable, and highperforming practices, as well as acquiring successful medical centres from providers seeking an exit strategy. Methven is also a published songwriter and musician.

has a very complicated primary care system, and there are a lot of moving parts, so there are always unintended consequences from decisions and actions, whether at a service or national policy level. I o en describe primary care as a tapestry of interweaving strands. You can pull on what you perceive to be a loose thread at one end, and suddenly it snags at the other end. It’s a very interesting field, as I love multi-faceted environments and working within complexity, particularly when it comes to setting standards and processes and figuring out how to make them work without unintended consequences. Primary care is about as complex as you can get within an industry, I suspect.

How have you achieved operating primary care centres at scale?

We have 17 medical centres located around the country from as far north as Gateshead to Plymouth in the south. We provide a full

range of primary care services, delivered by a multidisciplinary team made up of General Practitioners, Advanced Nurse Practitioners, Advanced Clinical Practitioners, Clinical Pharmacists, Physiotherapists, Social Prescribers, and Specialist Nurses. Our services include everything from undi erentiated and undiagnosed healthcare problems to the ongoing management of patients with long-term conditions. We also run additional services, including a city-wide intermediate care service for patients who are able to be discharged from hospital but not quite able to return home, and a region-wide special allocation service for patients not

suitable for normal primary care services due to challenging personal circumstances. In addition, as our medical centres sit within di erent commissioning boundaries, there is an interesting range (and variability) of locally commissioned services that we deliver, depending on local needs relating to social determinants, family planning, preventative and public health, health promotion, and self-management.

Do you think that you have a point of di erence from other primary care organisations?

There is considerable variety in UK primary care, ranging from small independent GP practices to groups of medical centres

working as single units or collaboratively. Most medical centres are still single-unit entities operating under an unlimited liability partnership model, though this is slowly changing. Variety also arises in governance, service models, and culture. I am not convinced there is a definitive working definition of primary healthcare, especially when considering what is commissioned, by whom, how services are delivered, and how to handle healthcare problems with non-medical determinants or situations where medical providers are the only option for non-medical issues. This issue is a greater problem than most realise, especially as countries seek to develop primary care systems.

METHVEN FORBES CEO & Owner Fuller & Forbes

“People make a difference, and the right people make all the difference”

Our point of di erence is twofold: the first is our worldview, and the second is the structure, process, and delivery mechanisms. We are a bottom-up organisation. Both Mark and I began working in primary care on the ground at individual sites more than 20 years ago, so we have a practical, hands-on perspective. We have also been involved in commissioning and working collaboratively with other medical centres, which has given us a sense of what works and why, and what does not work and why. We have travelled extensively, learning from others and sharing our own learning, avoiding the trap of simply talking at a high level, instead aiming to understand the details that matter. All this experience influences our worldview and has shaped our development.

In terms of structure, processes, and delivery mechanisms, we have 17 medical centres, all owned by myself and my business partner which makes decisionmaking far simpler. It does come with risks, which is why we have developed a board of experts made up of committed, passionate people from across the organisation. We work hard at reviewing all the processes of the organisation at an individual site level, taking into account local factors, such as social demographics or culture.

In terms of delivery mechanisms, we have significant experience in multidisciplinary teams and innovative models. For example, I first employed a Clinical Pharmacist in general practice in 2004, over a decade before it became national policy. I have done the same with Practice Matron roles, smartphone apps, and many other innovations in primary care.

What makes us di erent or unique? Ultimately it’s a tapestry of components that gives us an understanding of primary care that is as deep as it is wide, and we make this an ethos across our leadership team. The UK context is a complex environment - we o en hear people talking about ‘working at scale’, when they

mean ‘working at quantity’ or working collaboratively, which is not the same thing. To work at scale, you need to have a depth of understanding to maximise the value of local delivery and local knowledge alongside centralised support and e ective governance across all levels.

The result is reflected in our growth from one medical centre covering 4,500 patients to 17 covering 120,000, in the unique governance systems we have set

up and the teams we have developed. It is reflected in our innovation, including proprietary solutions we have developed, such as e-consultations and our care navigation tool that supports front-line sta to triage patients so that they see the right person at the right time, given that there are over 55,000 di erent diseases (according to the WHO) and thousands of medically recognised symptoms. It is reflected in our ability to respond to national programmes.

For example, during the pandemic, we became a national COVID vaccination centre (even though we only had three medical centres in Leeds) and yet were able to deliver over 100,000 vaccinations not just to our patients but to patients registered at more than 2,000 medical centres. Finally, it is also reflected in our culture and relationships with patients, sta , and stakeholders. People make a di erence, and the right people make all the di erence.

How do you align outcomes across di erent regions?

We align outcomes across di erent regions through a standardised framework of clinical governance, quality assurance, and performance metrics, while allowing for local adaptation to meet the specific health needs of each community. Our approach involves localised leadership teams that can understand and leverage population health data, develop relationships with

local stakeholders and promote a culture of support and learning amongst front line sta . Our scale enables us to support our local leadership team by giving them the training, support and tools to do their job, whilst taking away work that can be done centrally.

Primary care is first and foremost a community-based service rooted in undi erentiated and undiagnosed healthcare problems, and local

knowledge is key. But our approach to scale ensures that local teams are the defining feature of our organisation, not a nameless tool for organisational aims. This balance between standardisation and flexibility, local empowerment and corporate governance enables us to maintain high-quality care and align outcomes across all our Medical Centres.

How do you approach the concept of value-based healthcare or VBH?

I have a UK primary care perspective, so my answer is that it depends on your definition of value-based healthcare and the prevailing national institutional culture. The national institutional culture refers to how society has decided healthcare should be funded and provided. VBH is fundamentally about motive and control. Insurers are answerable to shareholders, governments to voters, and clinicians to their patients. Everyone wants value for money but for di erent reasons. But how do you get value when, as a funder, you are not in control of the delivery process, and when the providers are aware of your duty to shareholders? In a capitated system such as the UK, how do you manage unlimited demand when healthcare is free at the point of need? Can a GP ever

METHVEN FORBES CEO & Owner Fuller & Forbes

“Primary care is first and foremost a communitybased service rooted in undifferentiated and undiagnosed healthcare problems and local knowledge is key”

deliver enough appointments to achieve patient satisfaction?

I am cognisant of finite resources, and so we must look at it more systemically in terms of value-based healthcare systems and their related dependencies. Training, education, clinical audits, peer review, benchmarking, adherence to clinical guidelines, and HR/contractual processes are the real levers of clinical behaviour. But value-based systems will also recognise the role of public health, patient education, social determinants, and other factors that impact activity.

At a site level, we recognise that everyone deserves a base salary. But

we also recognise that di erent types of incentives have value in terms of productivity and e iciency, so we have introduced schemes for di erent types of sta .

Do you see a solution to this conundrum? Focus on being clear about what needs to be delivered, using the best available evidence, understanding the limitations, identifying what can and cannot be controlled, and recognising the resources available. We also need to acknowledge that people’s lives are complex, influenced by a wide range of social determinants that impact their health. Primary care is on the receiving end of these complexities, making it impossible to determine a definitive figure for what VBH actually costs. Instead, we should remain aware of all the factors outlined above and ensure we are positioned to continually evolve, adapt, and learn. This requires both a system view (value-based healthcare system) and a local view where people make the di erence.

methven.forbes@nhs.net

AIIN HEALTHCARE

AI IN HEALTHCARE: LEGAL AND ETHICAL CHALLENGES AND OPPORTUNITIES IN THE UAE

Andrea Tithecott, Partner, Head of Healthcare & Life Sciences, and Andrew Fawcett, Partner, Digital & Data, examine the issues

Artificial intelligence (AI) is transforming the healthcare sector, o ering new possibilities for diagnosis, treatment, prevention, and research. AI can enhance the quality, e iciency, and accessibility of healthcare services, and enable personalised and precision medicine. However, AI also poses significant legal and ethical challenges, such as data protection, privacy, consent, accountability, liability, and human rights. These challenges require a balanced and

e ective legal framework that respects and protects individual and communal rights and enables the beneficial use of health data for societal benefit. In this article, we will examine the current and emerging laws and regulations concerning health data, genomic data, and the use of ICT in health fields in the UAE and explore the challenges and opportunities for collaboration and innovation in the AI and healthcare sector between the UAE and across sovereign boundaries.

The UAE has enacted several laws and regulations concerning health data, genomic data, and the use of ICT in health fields, which are relevant for the use of AI in healthcare. The Federal Law No. 2 of 2019 on the Use of ICT in Health Fields regulates the collection, processing, storage, use, access, sharing and disposal of health data and information in the UAE, including the free zones. The law aims to ensure the optimal use of ICT in health fields, the compatibility of the approved standards and practices with the international standards, the collection and analysis of health information at the state level, and the security and safety of health data and information. The law also establishes a central system for the exchange and collection of health data and information and sets out the obligations and prohibitions of using the central system, the health data, and the health information.

The Federal Decree by Law No. 49 of 2023 regulates the use of the human genome in the UAE and aims to ensure the safe

use of the human genome, protect the confidentiality of genetic and genomic data and information, promote the protection of public health and scientific research, and utilise the genomic data of the state citizens and analyse it to develop the Emirati Genome Reference. The law applies to all uses related to the human genome in the UAE, and prohibits human cloning, modifying the human traits of persons and embryos, and using the human genome for purposes inconsistent with the principle of respecting basic human rights and dignity. The law also establishes a National Genomic Database, where genomic and genetic data and information shall be stored, and the Emirati Genome Reference, which is a digital DNA sequence that serves as a reference for personalised medicine and disease prevention.

The DOH Policy on AI in Healthcare provides a framework for the ethical management, protection, and use of health data, emphasising the balance between individual privacy rights and the collective

ANDREW FAWCETT Partner Digital & Data, Al Tamimi & Company

“The use of AI in healthcare also poses some regulatory, privacy, and data law”

benefits of health data utilisation. The policy sets out the vision, goal, and guiding principles for the use of AI in healthcare, such as transparency, user assistance, safety and security, privacy, ethics, and accountability. The policy also outlines the roles and responsibilities of relevant stakeholders, such as the DOH, the healthcare providers, the healthcare endusers, and the insurers, in relation to the use of AI in healthcare.

The Model Law on Health Data Governance lead through Transform Health is a dra law that aims to provide legislative guidance and reference text for countries aiming to integrate its principles and standards into their existing national legislation or develop new laws where and if needed. The model law seeks to create a balanced and e ective legal framework for health data governance that respects and protects individual and communal rights, and enables the beneficial use of health data for societal benefit. The model law covers various aspects of health data governance, such as data protection, individual and community rights, controller obligations, reporting requirements, audit procedures, and penalties for non-compliance. The model law also addresses the challenges and opportunities presented by emerging technologies, such as AI and machine learning, and ensures that innovation in health data use does not come at the expense of fundamental human rights. Additionally, the model law also establishes the Health Data Equity Tribunal, which is empowered to hear cases, make determinations, order remedial actions, impose penalties, and take any other actions deemed necessary to enforce the provisions of the model law.

Harmonisation

While the UAE seeks to bolster its regulatory framework in this space and align with international best practice, there are several opportunities to foster a harmonised

approach to health data governance that respects the diverse legal, ethical, cultural, and societal landscapes across boundaries. Areas where regulation is being improved, harmonised, or could be adopted are:

• The establishment of a central system for the exchange and collection of health data and information, and the development of a national genomic database and reference, which can facilitate interoperability, data sharing, and personalised medicine across borders.

• The protection of the confidentiality, integrity, and security of health data and information, and the prevention of unauthorised access, use, disclosure, alteration, and destruction of such data.

• The promotion of transparency and accountability in the collection, processing, and use of health data and information, and the provision of clear and understandable information and consent to individuals and communities regarding the use of their health data in AI and healthcare.

• The respect for the rights and interests of individuals and communities in relation to their health data, including the right to access, correct, control, and port their health data, and the right to participate in the decision-making and benefit-sharing of their community health data.

• The creation of e ective governance structures and oversight mechanisms to ensure that health data is managed in accordance with the duties and obligations set forth in the law, and to address any violations or challenges that arise.

• The adoption of ethical principles and standards for the use of AI in healthcare, such as user assistance, safety and security, privacy, ethics, and accountability, and the mitigation of biases and risks that could lead to disparities or harm in health outcomes.

• The encouragement of health data literacy and awareness among the public and stakeholders, and the support for health research and innovation, by providing clear rules and guidelines for the ethical use of health data in research, development, and scientific endeavours.

Potential issues

The use of AI in healthcare also poses some regulatory, privacy, and data law issues that may either strengthen or weaken

opportunities for collaboration, create potential regulatory barriers, or hinder innovation. Some of these issues are:

• The compatibility and harmonisation of the legal frameworks and standards across boundaries.

• The balance between the protection of individual and communal rights and the facilitation of health data use for the greater public benefit, and the resolution

ANDREA TITHECOTT Partner, Head of Healthcare & Life Sciences Al Tamimi & Company

“The UAE has taken significant steps to develop a legal framework that regulates the use of health data, genomic data, and ICT in health fields”

of any conflicts or disputes that may arise from such use.

• The compliance with the applicable laws and regulations regarding the storage, processing, transfer, and disposal of health data and information, especially across borders, and the management of any data breaches or incidents that may occur.

• The ethical and social implications of using AI in healthcare, such as the impact on human dignity, autonomy, and diversity, and the potential for discrimination, stigmatisation, or exploitation of vulnerable groups or individuals.

•The quality and reliability of the health data and information, and the AI and machine learning models, and the validation and evaluation of their accuracy, robustness, and e ectiveness.

• The allocation of responsibility and liability for any harm or damage caused using AI in healthcare, and the availability of remedies and redress for the a ected parties.

In conclusion, AI in healthcare o ers tremendous opportunities for improving health outcomes and advancing scientific knowledge, but also raises complex and novel legal and ethical challenges that require careful and collaborative consideration. The UAE has taken significant steps to develop a legal framework that regulates the use of health data, genomic data, and ICT in health fields, and to promote the ethical and responsible use of AI in healthcare. It serves as a platform for dialogue and cooperation with other partners and sovereign states, and for identifying and addressing the common and specific issues that a ect the AI and healthcare sector.

a.tithecott@tamimi.com a.fawcett@tamimi.com www.tamimi.com

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Navigating the Legal and Ethical Landscape of AI in Healthcare

Tom and Amy recently discussed the impact of AI in the health sector and challenges and opportunities this technology presents. Below is an excerpt from their conversation.

Tom O’Neil is a BRG Managing Director and leads the firm’s Governance, Risk & Compliance (GRC) practice. He has broad private- and public-sector experience including leadership roles in boardrooms and C-suites of companies in the health sector.

Amy Worley is a Managing Director and Data Protection O icer at BRG. She is an expert in global data and data protection regulation, data governance and data ethics, including the growing field of artificial intelligence (AI) regulation.

With the dramatic surge in interest and investment in healthcare AI, what legal and ethical challenges do you see on the horizon in the healthcare sector?

Amy: That is a tough question because AI is being used to help improve patient care and outcomes in many ways. However, for the sake of this conversation I’ll focus on what this could mean for how we diagnose and treat patients.

I work closely with innovative medical device companies. These technologies have become increasingly sophisticated, collecting and feeding data back to clinicians to analyse and make decisions on treatment—it’s very much a humanled process. Legally and ethically, this ‘human-in-the-loop’ is how these companies most commonly operate, but the technical ability exists in some cases for algorithms to make a diagnosis. It isn’t di icult to imagine algorithms playing a pivotal role in diagnosing and prescribing treatment for patients.

However, it does pose legal and ethical questions. How will the industry adjust, and what will patients come to expect as these technologies advance and improve?

Tom: This seems like a quantum leap in care delivery, but as someone who wears a fitness tracker and checks my data throughout the day, I can see how having access to this data can help inform doctors and patients alike. As we increasingly rely on these technologies, there needs to be a way to prioritise patient safety.

we allow these technologies to make more recommendations to clinicians based on biometrics and patient and family history. This will help enable clinicians to evaluate their patients more quickly and thoroughly and make more informed decisions for diagnosis and treatment.

Tom: I can see how AI will play a key role here, but to ensure sound administration of care—and more importantly patient safety—organisations will need to proceed prudently and with a mission-driven focus.

Amy: I completely agree with you, Tom. I advise my clients that they can do precisely this by showing them their work. Processes must be well documented. There must be transparency and accountability to ensure that patient safety is paramount. The goal isn’t just to change care but improve it.

How can healthcare organisations identify and mitigate algorithmic biases?

Tom: Healthcare organisations have been going through a lot over the past few years, and providers find themselves facing fierce fiscal headwinds. Understandably, these organisations are looking for automation to help improve e iciency and quality of patient care. However, AI must be deployed thoughtfully and monitored to identify and counter bias.

“It isn’t difficult to imagine algorithms making a diagnosis and prescribing treatment for patients. However, it does pose legal and ethical questions”

AMY WORLEY – Managing Director & Data Protection Officer, BRG

How can healthcare organisations balance the promise of AI to improve patient care and e iciency with the risks associated with its use?

Amy: Again, there are many possibilities, but if we think about electronic health records (EHRs) we can see significant improvements in care and e iciencies achieved by digitising patient data. As we harness AI in EHRs, I can see what I’ll refer to as “micro adjustments” being made where

Amy: Tom, you’re correct. This is something which executives need to take seriously. This happens with AI because many large language models (LLMs) ‘hallucinate’. What I mean is that LLMs can generate incorrect responses because they can lack the ability to accurately assess the reliability and currency of data. This can lead to potential inaccuracies in their outputs. This can be accounted for and overcome with rigorous human oversight, carefully training these systems

with the right information and putting safeguards in place, especially measures like easily retrievable citations to underlying sources.

What key considerations should compliance leaders, executives and board members address as AI becomes increasingly integrated into healthcare?

Tom: Artificial intelligence has been around longer than most people realise, but has only recently become mainstream vernacular. It reminds me of when the internet took o . The potential is mindboggling, but there is also a spectrum of associated risks.

Amy: I like your reference to the invention of the internet. Satya Nadella said, “It’s the di erence between life before and a er the light bulb”. This technology is now very much top of mind with executives and board members, and they are looking for guidance on how to proceed.

Tom: I agree with you, Amy. Some guiding principles were included in BRG’s AI and the Future of Healthcare. The report surveyed healthcare executives and interviewed thought leaders, and from that research made helpful recommendations, including:

• Engage proactively with regulators. Collaborate and be part of the discussion to help shape the developed regulatory framework.

• Advance thoughtfully. Ensure AI is helping to solve meaningful problems for your organisation.

• Track and adapt to new technologies. Monitoring AI advances can better position your organisation in the future.

• Have a robust governance model. Establish a strong interdisciplinary governance model—don’t assume IT is solely responsible for managing this.

• Build on existing AI e orts. Continue to build on your investments and target AI solutions which solve specific challenges.

HEALTHCARE AT HOME

THE RISE OF HEALTHCARE AT HOME

In recent years, healthcare has evolved significantly, driven by the need for flexible, patient-centred care that transcends the traditional boundaries of hospital walls. As the demand for healthcare services grows, fuelled by ageing populations, chronic disease prevalence, and an increasing desire for convenience and autonomy, healthcareat-home models have emerged as transformative solutions.

By delivering high-quality care within the comfort of patients’ homes, healthcare providers can alleviate pressure on hospital systems, enhance patient engagement, and improve health outcomes. These models also address crucial challenges in modern healthcare, o ering e icient alternatives to inpatient care, fostering closer patient-provider relationships, and creating supportive environments that are conducive to healing.

The demand for healthcare at home Healthcare-at-home models are increasingly sought a er, driven by a convergence of social, economic, and medical factors that are reshaping the healthcare landscape. One of the most significant drivers of this trend is the growing demand for services from ageing populations, as older adults o en require continuous care for chronic conditions but prefer the comfort and familiarity of home-based treatment. Managing long-term conditions such as diabetes, heart disease, and respiratory disorders can be both physically and emotionally taxing in a hospital setting, whereas home care allows patients to receive consistent,

Ian Chambers, CEO Linea, examines the road from hospital to home

tailored support without the added stress of relocation.

This shi is further fuelled by the need for healthcare systems to optimise resources amid rising costs and workforce limitations. Hospitals worldwide are contending with capacity constraints, which became particularly acute during the COVID-19 pandemic. Healthcare-athome programmes can reduce inpatient admissions and accelerate discharge times, freeing up valuable hospital space for patients who need acute or emergency care. By decreasing hospital stays and facilitating earlier returns home, healthcareat-home also helps reduce the risk of hospital-acquired infections, a notable advantage for vulnerable populations.

Additionally, advances in technology— such as remote monitoring devices, telemedicine platforms, and AI-driven care management tools—have made it easier to provide e ective care outside of hospitals. These technologies enable healthcare providers to monitor patients’ vital signs in real-time, conduct virtual consultations, and adjust treatment plans based on immediate feedback. This remote connectivity not only empowers patients to take an active role in managing their health but also allows healthcare professionals to maintain a high standard of care across diverse geographic locations.

Patient preference is another significant factor. Many patients report feeling more comfortable and in control when they

IAN CHAMBERS CEO Linea

“This patient-centred approach aligns with healthcare’s broader shift toward personalised medicine”

can receive care at home. The familiar environment helps reduce stress, improve mental wellbeing, and foster recovery. Studies have shown that patients recovering at home o en experience better overall satisfaction and report improved quality of life compared to those receiving prolonged in-hospital care. This patientcentred approach aligns with healthcare’s broader shi toward personalised medicine, where care is tailored not only to the patient’s medical needs but also to their lifestyle and preferences.

Healthcare-at-home models are essential for a sustainable healthcare future. They respond to patient demands for more accessible, flexible care options while helping healthcare providers manage resources e iciently. We work with our clients to implement these programmes e ectively, leveraging best practices in programme design, workforce planning, and technology integration to ensure that healthcare-at-home services are both impactful and scalable. This approach addresses current healthcare challenges and helps pave the way for more resilient healthcare systems.

Empowering healthcare-at-home initiatives

An NHS organisation we work with has implemented several innovative healthcare-at-home initiatives as part of their improvement programmes, designed to enhance patient recovery and alleviate hospital capacity challenges. One notable example is the Hospital-at-Home Virtual Wards, where eligible patients receive clinical services at home, akin to care provided on a hospital ward. This approach involves healthcare teams— including doctors, nurses, and therapists— conducting remote consultations and home visits to deliver treatments and monitor patient progress.

Further e orts include programmes aimed at preventing patient deconditioning by encouraging mobility through engaging, home-based activities. These initiatives support both physical health and mental wellbeing, helping patients recover faster and reducing the need for extended hospital stays. By focusing on personalised and accessible care, these strategies illustrate the growing potential of healthcare-at-home to transform the patient experience.

Through a reassessment of their healthcare-at-home programme, this organisation achieved significant operational e iciencies, including reducing the number of long-stay patients and enabling the closure of a ward, generating recurrent net savings of c. £1m when accounting for additional community investment.

How Linea supports healthcare transformation

We believe that healthcare-at-home models represent a sustainable path forward, allowing providers to o er quality care while minimising operational pressures. Our role is to support hospitals and healthcare organisations as they develop and implement these models, ensuring they are optimised for patient satisfaction, e iciency, and cost-e ectiveness. We work closely with leading international healthcare organisations institutions, providing expertise in programme design, resource allocation, and technology integration to help establish e ective home-care infrastructures.

By focusing on seamless technology implementation, data management, and workforce support, Linea enables organisations to expand home-based services with confidence. We understand that these systems must be adaptable to each patient’s unique needs, yet robust enough to handle the diverse requirements of healthcare providers.

The future of healthcare: A new standard

The future of healthcare is undeniably shi ing towards models that prioritise accessibility, e iciency, and patient-centred care. Healthcare-at-home programmes are poised to play a pivotal role in this transformation, setting a new standard for how services are delivered. As we continue to face global healthcare challenges, including ageing populations, rising

chronic disease rates, and strained hospital resources, the demand for more sustainable, flexible care solutions will only grow. The integration of healthcare-at-home models into mainstream practice promises to reshape not only the patient experience but also healthcare infrastructure itself.

One key element in the future of healthcare-at-home is the widespread adoption of digital health technologies. Telemedicine, remote monitoring devices, and artificial intelligence are not just tools but foundational components of this new healthcare paradigm. These technologies enable real-time health monitoring, personalised treatment plans, and virtual consultations that make healthcare more accessible, coste ective, and less reliant on physical hospital visits. According to the World Health Organization (WHO), digital health tools are expected to significantly

improve care delivery, reduce ine iciencies, and enhance overall health outcomes by leveraging advancements in technology such as telemedicine, electronic health records, and wearable health devices.

Moreover, the ongoing evolution of patient preferences, especially among younger generations, underscores the need

IAN CHAMBERS CEO Linea

“Many patients today are more

informed and engaged in their healthcare decisions, actively seeking alternatives to traditional hospital stays”

for healthcare models that prioritise convenience and personalisation. Many patients today are more informed and engaged in their healthcare decisions, actively seeking alternatives to traditional hospital stays. This demand for healthcare at home aligns with the growing trend of patient empowerment, where individuals take greater control over their health journeys, aided by technology and tailored support services. Healthcare-at-home services play a vital role in addressing health equity by reaching underserved communities and rural areas with limited access to facilities. Remote monitoring enables high-quality care without the need for long-distance travel, reducing disparities and improving outcomes. These services also benefit the environment by cutting carbon emissions from travel and lowering the resource demands of large healthcare facilities.

Additionally, the healthcare industry’s increasing focus on value-based care—where success is measured by patient outcomes rather than the volume of services provided— makes healthcare-at-home an appealing alternative. This model encourages the delivery of care that is e icient, outcomefocused, and cost-e ective. For healthcare providers, home-based care enables a more streamlined approach to managing chronic conditions, reducing hospital readmissions, and promoting proactive care that prevents more serious health complications from developing.

We believe that these emerging models are not just future possibilities—they are the new standard in healthcare. Our role is to support organisations in adopting these models by o ering expertise in designing and implementing e ective healthcare-athome programmes. Through technology integration, resource management, and continuous evaluation, we help our

clients stay at the forefront of healthcare innovation. By doing so, we ensure that healthcare systems can meet the demands of today while preparing for the needs of tomorrow.

As we move toward a more integrated and patient-centric healthcare system, healthcare-at-home is set to play a key role in making healthcare more a ordable, e icient, and accessible for all. The future is not only about reducing hospital stays but also about transforming the very nature of care delivery—shi ing it from the hospital to the home, where it is most needed.

MAXIMISING THE BENEFITS OF HEALTHCARE IN THE HOME ENVIRONMENT

Hill Dickinson senior associate Gemma Badger reviews current moves towards healthcare at home provision through a value-based focus

The concept of healthcare at home is receiving increasing focus worldwide. This focus is twofold driven by both the ‘carrot’ of providing higher quality services focussed on patients who may be more comfortable in their communities and potentially receive more comprehensive and reliable services away from hospitals and other medical facilities. It is also driven by the ‘stick’ of healthcare systems under intense pressure to deliver financiallystretched services and reduce the

pressure on hospital-based services and their increasingly burnt out sta . Yet through multiple healthcare system stakeholders working together to design appropriate pathways, there are clear opportunities to pursue a value-based approach to healthcare incorporating home-based ways of delivering healthcare and related services.

What is healthcare at home?

Broadly speaking, healthcare at home could refer to either:

• Nursing or other care or treatment services being provided to an individual within their home (or potentially local to their home or provided in a mobile unit) or

• Self-managed home services – for example home monitoring via a traditional medical device such as a blood pressure monitor, or through other medical technology such as an app.

Why would we need it?

Healthcare at home has been referenced increasingly in recent years. COVID-19 may have driven some of the initial focus; however, there are now many more drivers fuelling the expansion. Systems, including in the UK in which a new 10-year plan for healthcare is expected in early 2025, and in the Middle East, for example in KSA with its Health Sector Transformation Program, are signalling a direction of travel with the ‘le shi ’ of care from hospitals to communities to include home healthcare solutions.

Drivers for change include:

• Geography – in some places, the journey from home to hospital is substantial either in terms of physical distance; practical distance, in nations where road or other transport infrastructure is underdeveloped;

GEMMA

BADGER

Senior Associate Hill Dickinson

“To ensure home-based healthcare can be delivered appropriately, careful thought needs to be given not only to individual instances of care, but to the whole pathway”

or social distance, where the prospect of travelling out of community to, for example, a city centre health provision is unachievable for a multitude of reasons: from the impact of physical or other disabilities, cultural factors limiting freedom to travel, or economic factors making doing so una ordable.

Where these factors are present, there is significant risk of communities being disadvantaged and failing to receive a good standard of healthcare. This in turn exacerbates existing inequalities, reduces quality of life and economic activity and may ultimately result in higher healthcare costs longer term if uncontrolled chronic conditions, such as diabetes, result in complications. In these circumstances, designing approaches which enable healthcare to be delivered at home by physical carers, or incorporating remote monitoring to help self-manage conditions and flag deteriorations at an earlier stage, can be beneficial to both healthcare systems and populations.

• Planetary health – linked to geographical distance are the CO2 emissions involved in travel to healthcare facilities. Limiting these, through providing alternatives to travel for patients and their caregivers, is beneficial as nations worldwide move to achieve net zero emissions (with healthcare systems such as the English NHS targeting ambitious timescales for doing so), and as we understand more about the circular health impacts of not limiting those emissions.

• Hospital capacity / disease transmission – shi ing healthcare home releases capacity in acute hospital settings and reduces the risk of vulnerable patients acquiring further infections. Virtual wards are increasingly being used for a range of patient cohorts – from older people being enabled to get home earlier to emergency care being carried out at home to avoid admission, or to direct patients to the correct part of the system. Hospital sta also feel the benefit of being able to care more comprehensively for patients who really need to be physically with them while others remain at home and, through remote monitoring, obtain more information to be able to treat them better.

• Patient outcomes / agency – some patients will be better served receiving healthcare at home and achieve better

outcomes, including cancer patients, possibly because home healthcare eliminates the added pressures of travelling to a hospital setting and allows them to stay closer to family and friends for support. Equally it reduces the risk of picking up added infections, especially for elderly people at higher risk.

With remote monitoring, people may feel more in control of their conditions and less anxious, knowing they can manage symptoms, monitor changes and that healthcare sta are also monitoring them more frequently. Monitoring becomes a way of life rather than attending anxiety-inducing regular appointments while medications can be refined more regularly. For another group of patients such as those awaiting surgical treatments or recovering from them, carrying out interventions such as pre-operative monitoring or physiotherapy in the home environment will be beneficial – they may even engage better with treatments such as physiotherapy at home and experience much better outcomes as a result.

Are there any downsides?

It is probably fair to say that there are limited downsides to moving healthcare to the home environment, providing that this happens in an appropriate way for an appropriate cohort of patients. To ensure home-based healthcare can be delivered appropriately, careful thought needs to be given not only to individual instances of care, but to the whole pathway. Likewise, su icient resource is needed to ensure that care provided or enabled within the home setting is high quality.

We cannot, for example, expect primary care providers to simply take over care which was previously provided in hospitals – there is unlikely to be sta capacity to enable this. Likewise, social care needs to be funded and coordinated in tandem with healthcare for physical home services to be e ective. Resource must also be directed to the developments necessary to deliver home monitoring type services, scaling those which exist already and ensuring that they integrate e ectively with other healthcare systems and records. Where technology is being integrated, existing inequalities (which home healthcare services may be targeting to reduce) should not be ignored or exacerbated; digital literacy may be low in some communities. Where patient-

owned devices such as smart phones are involved, measures should be taken to ensure all have access to these. On the plus side, identifying these challenges o ers an opportunity to tackle them through appropriate initiatives too.

Capacity and understanding are also needed to manage the risk of greater numbers of potentially sicker patients receiving care at home. This includes putting in place guardrails to identify when more traditional inpatient care may be safer, setting it in motion quickly. Patients and their caregivers must be provided with su icient training and remote support. For patients at home receiving care from multiple professional caregivers and potentially around wider family members, the need for confidentiality and privacy must also be borne in mind.

Interestingly, a perverse benefit has been identified in some instances –where initiatives have been so successful in using at home monitoring to target groups who may not have previously engaged with healthcare services, overall demand has increased with earlier disease detection. Clearly, this is not a bad result, especially where early detection presents opportunities for preventative care to reduce longer term burden on systems. However there does need to be awareness of this potential, with measures in place to deal with any additional demand created.

Enabling the shi and maximising value with appropriate legal underpinning

There are already many excellent examples of healthcare being delivered in the home environment – so how do we ensure that these are maintained and maximise the value of them, to both healthcare systems and patients?

From the legal perspective, a few day-to-day challenges are flagged in the downsides section above – ensuring that the risk of patients deteriorating at home is appropriately managed while maintaining confidentiality and e ective communication of personal health information outside of a healthcare setting. Managing these challenges e ectively will maintain the integrity of these approaches. On a broader level, the success, for both patients and systems of healthcare in the home environment, will be dictated by the way in which it is designed into pathways or forms the basis of them, rather than just being ‘bolted on’ to existing services

under pressure. Used and scaled carefully, these approaches will relieve that pressure, practically and financially, and contribute to much improved patient outcomes. But they need upfront consideration and investment to do so.

To achieve maximum benefit and seamless working between stakeholders, we can design pathways using a valuebased approach focussing clearly on and incentivising patient-centred outcomes rather than the inputs involved in operating

GEMMA

BADGER Senior Associate Hill Dickinson

“To achieve maximum benefit and seamless working between stakeholders, we can design pathways using a value-based approach focussing clearly on and incentivising patientcentred outcomes”

them. Healthcare at home approaches involve collaboration between multiple stakeholders, each understanding their part in making them work and sharing the benefit of doing so, even if within traditional operating structures these may be felt by a di erent stakeholder party; for example, the acute care provider benefitting from patients being cared for in the community or by social care services.

Finances and budgets must flow and be shared to avoid siloed working and ensure everyone is incentivised towards the same patient-centred outcomes. Using a valuebased contract, built collaboratively and incorporating mechanisms for risk-sharing and rewarding optimal outcomes, along with bundled payments instead of traditional fee-for-service models, will support this approach (while not pitching stakeholders against each other). Layered onto this approach is the need for e ective monitoring of outcomes as reported by patients and analysis of this to inform constant

CONTACT INFORMATION

gemma.badger@hilldickinson.com www.hilldickinson.com

A specialist consulting company, specialising in all aspects of the regulation of healthcare practitioners

•Registration of healthcare practitioners

•The revalidation process

•Setting of standards and outcomes of medical education

•Medical school assessment

•Practitioner complaints handling process helen.featherstone@gmcsi.co.uk

A wholly-owned subsidiary of the General Medical Council, based in the UK

BEYOND TREATMENT

Recai Serdar Gemici, CEO and co-founder of Albert Health explains how empowering patients transforms healthcare

The healthcare system is undergoing a profound transformation, driven by technological innovation and a growing emphasis on patient-centric care. As traditional models—where patients are passive recipients of care—fall short of meeting modern needs, a new paradigm is emerging. Patients are now empowered to take an active role in managing their own health, transforming care delivery into a collaborative process.

This shi has been accelerated by the integration of digital technologies. Tools such as AI-based health assistants, wearable devices, and mobile applications are putting healthcare directly into the hands of patients. These innovations provide realtime access to health data, personalised care recommendations, and progress tracking. Beyond convenience, they serve as a smart bridge between patients and healthcare professionals. By ensuring timely patient-provider connections and o ering

structured, actionable data, these tools improve care co-ordination and reduce unnecessary hospital visits.

Proactive patient journeys

The true value of patient empowerment lies in its potential to reshape the entire healthcare landscape. When patients are equipped with the right tools and knowledge, they can better manage chronic conditions, adhere to treatment regimens, and make informed decisions that contribute to long-term wellness. This proactive approach leads to improved individual outcomes and a more sustainable, patient-centred healthcare system.

At Albert Health, we believe healthcare should never be a passive experience. From the start, we have focussed on creating digital solutions that empower patients to take charge of their health journeys in proactive and personalised ways. Since being founded in 2018 in the UK, the company has reached more than 250,000 patients and continues to develop innovative, patient-focussed solutions with the support of strategic investments. Our AI-based personalised coach Albert, for example, provides tailored advice and reminders based on unique treatment plans. Its 24/7 accessibility ensures consistent support, helping patients stay on track and feel in control of their health.

Clinical trials

It’s important to highlight that Albert Health is currently involved in eight ongoing clinical trials utilising our platform across a wide range of therapeutic areas. One of our trials examines the impact of Albert’s personalised coaching on HbA1c levels in patients with type 2 diabetes, aiming to provide robust evidence of our solution’s e icacy. In this randomised controlled trial, patients with type 2 diabetes were divided into two groups: one receiving standard outpatient care and the other

using the Albert Health app in addition to their routine care. Results revealed a remarkable 1.07 per cent reduction in

HbA1c levels among the app users—a decline comparable to that achieved with some of the most widely prescribed medications for diabetes.

The app provides patients with condition-specific management instructions, aligned with clinical guidelines, that include tasks such as blood glucose measurement, monitoring schedules, and screening for complications based on disease severity. Additionally, patients can engage with an AI-based health assistant, enhancing their knowledge through interactive conversations and accessing resources from the app’s health library. Physicians, on the other hand, can monitor patients’ at-home measurements and send timely messages when necessary. This ensures both e ective and personalised care plans. Through Albert Health, patients gain critical self-management skills, while physicians are empowered with data insights to deliver more individualised and proactive treatment.

Pushing the boundaries

Technology, however, is just one part of the solution. Advancing medical science through rigorous research is equally critical. Albert Health collaborates with hospitals, healthcare professionals, and patient organisations to improve care quality and contribute to the broader understanding of chronic disease management and patient

RECAI SERDAR GEMICI CEO Albert Health

“The true value of patient empowerment lies in its potential to reshape the entire healthcare landscape”

empowerment. By integrating research into every step, we ensure our solutions are evidence-based and aligned with the latest advancements in healthcare.

At the core of this e ort is our dedicated medical team. They work tirelessly to update clinical protocols, incorporate cutting-edge scientific findings, and guarantee that every innovation is patient-centred and clinically sound. This interdisciplinary approach—uniting healthcare providers, technology experts, and researchers— ensures we meet the diverse needs of patients while pushing the boundaries of what is possible.

The future of healthcare is not just about innovation in technology; it is about empowering patients through collaboration and access to resources. By shi ing the focus from reactive care to proactive management, we can create systems that are not only more e ective but also more inclusive and resilient.

The healthcare landscape is changing and patients are at the centre of this transformation. By equipping individuals with the tools they need to manage their health, we are not only improving lives but also fostering a healthcare system that values partnership and engagement. Albert Health demonstrates how technology can empower individuals while transforming healthcare systems into more e icient and inclusive ecosystems. This shi is the foundation of a more sustainable, equitable, and e ective future for all.

HEALTHY LONGEVITY

This time the quest for longevity is di erent, says Dr Omar Najim MBChB DOHNS MRCS MSc, Chairman of BeehiveX and Adjunct Associate Professor at Khalifa University, Abu Dhabi

Longevity is going to be the 2025 healthcare trend in Europe, according to a doctor friend. Actually, it has been the trend in the Middle East and many other countries for the last 2 years. Initiatives such as the largest XPRIZE to date of $101m dedicated for medical intervention targeting the biology of ageing was launched in the Middle East in 2023. There was also the launch of the $1 billion a year KSA Hevolution anti-ageing fund, while the UAE’s Pure Health is setting its North

Star to be a fully dedicated Accountable Care Organisation to achieve 100 years longevity for the population it serves. So, is longevity a NEW post-COVID buzz word? Well, not quite. Actually, it’s as old as history, or at least the written part of it.

Gilgamesh and beyond

If you ever come across a quiz question about the similarity between the University of Sydney, the Civic Centre in San Francisco, Qinghai Lake (the largest lake in China),

the ancient city of Uruk in Iraq and a video game series called “Final Fantasy”, I am confident that few people will know the answer and not even Google will be able to help (trust me, I already tried it). Shouting the word ‘Gilgamesh’ should win you the whole competition, not only that question.

The Uruk-based 3,500 year-old Epic of Gilgamesh is the oldest written story in the world. This classical antiquity epic was written using cuneiform letters on 12 clay tablets; it details and recounts the trials and tribulation of King Gilgamesh as, towards the end of the epic, he seeks the secret to immortality. In an audience with the immortal figure of Utnapishtim he desperately asks for the secret. He is merely handed a secret plant that will keep him and his people younger and long

lasting but, unfortunately for the human race, that does not work either as the plant is stolen by a serpent while Gilgamesh was bathing.

Since then, humanity has identified longevity and the quest for healthy ageing as a key collective objective across the geographies and throughout history. The quest of Gilgamesh for longevity still correlates with many of us through cultural references in movies, books, video games and statues in Sydney, San Francesco or Qinghai.

Over the 3,400 years since that epic, mankind has become caught up in the concept and pursuit of longevity and immortality. History is littered with corpses of dead heroes and villains who have tried ‘elixirs’ or rare nutrients, ventured into

DR OMAR NAJIM

MBCHB DOHNS MRCS MSC Chairman BeehiveX

“In principle, healthy longevity is not a luxury but a basic need”

magical places or crossed mountains for Shangri La and Nirvana, and built ships, vehicles and other contraptions to arrive at a better climate or gain untapped knowledge.

The ageing process today

In recent times, meaningful progress in our collective pursuit of living longer first and healthier second is being observed. In the past 150 years, human average life expectancy has jumped from 40 years to about 80 years in 2010, with thanks primarily to leaps in sanitation and health understanding. More striking, in the last 15 years we have added another 5 years to be hovering around 85 years. Our quest using science- to be more precise the convergence of sciences - is making our ambition and endeavour more meaningful and achievable this time. That said, inequality remains; while life expectancy in Europe is mostly above 80 years, for those living in Sub-Saharan Africa it is hovering around an average of 60 years old (almost 25 per cent less with big leaps from 50 years ago).

The significant addition of years in the last 15 years is mainly due to better understanding of the processes of ageing and the factors that impact, speed or even prevent it. New technological advances and the convergence of sciences in genomics, big data, computational power, integration and connectivity is allowing our ambition to go further than previously perceived.

Longevity and age-related research around the world, married with the quality of global connectivity, are allowing for ideas, research, approaches and findings to be shared at lightning speed, which in turn is leading to comprehensive understanding of the processes of biological, immunological and cognitive ageing. As a result, intervention is now becoming mainstream in our modelling and design of health and healthcare.

The importance of Blue Zones

When talking about achieving a lifespan of 100 years, we now have examples from people who have achieved this great age or societies who are living significantly longer than others. For example, comparing life expectancy in UK and Japan shows a stark di erence - 84 in Japan compared to 81 in the UK. There are villages and towns in Japan itself and other areas around the world where old people are a common sight among their population, commonly known as the Blue Zone. These populations have been contributing to our understanding of ageing and the natural protection and repair mechanism.

In principle, healthy longevity is not a luxury but a basic need. Many of us, who are not in a ‘blue zone’ have experienced ageing through observing it in others and loved ones, where it is not only a physical experience but also an emotional, psychological and societal one. In the worst of scenarios, ageing can be crushing - when cognitive and physical health and agency decline, spare time is not spent on doing enjoyable things but on chasing organs that don’t function optimally. Ageing is a major -if not the MAJOR - risk factor for many diseases and ultimately death. By the age of 50 years, most of us will have diagnosed or undiagnosed at least one age-related disease, by age of 85 years, almost all of us will, and usually more than one.

The importance of AI and big data

At the time of writing, big data from millions of data points, the design and deployment of algorithms and AI to find patterns, and the current availability of super computational power to run these AI algorithms is allowing our understanding to reach literally deeper and deeper into the variables that cause ageing or stop them from happening.

At the molecular level, and in the most simplistic terms, we now know that as we age, our DNA su ers damage at our command centre. At the mitochondrial level (i.e., the cell power bank), it is begins to malfunction and shuts down frequently. It is like an old ship, where the command centre is not great at decision making so the ships’ engine coughs, power is reduced and it keeps shutting down.

The convergence of scientific and industrial disciplines of biology, physics, chemistry, computational power, telecommunication, AI and mathematics is yielding amazing advances in developing understanding and solutions for not

DR OMAR NAJIM MBCHB DOHNS MRCS MSC Chairman BeehiveX

“Ageing is a major - if not the MAJOR - risk factor for many diseases and ultimately death”

only the prevention and slowing of ageing, but even beginning to reverse that process. There are many solutions around reversal of ageing including the use of new molecules or categories of drugs such as senolytics and seno-modulators, or old ones that have fallen out of favour including statins and HRT.

That said, the biggest contributor to preventing, slowing or even reversing ageing is in the realm of ‘Healthy Living’

and ‘Precision and Personalised Health’ models and solutions. Outfits such as BGS50 from Khalifa University and China CarbonX o er multi-omics diagnostic kits and biomarkers for e ective precision prevention and treatment; the US-based Fountain Life synthesise global evidence, big data, and AI to deliver a personalised longevity journey; meanwhile, the Abu Dhabi Institute of Healthier Living (IHL), the first longevity-licensed clinic in the UAE, is supported by the forward-looking Abu Dhabi Department of Health, which has introduced the world’s first longevity regulation.

Basically, bringing our biological clock down involves healthy living, sleeping well, eating well, exercise, a stress-free lifestyle, good dental hygiene, and the reduction of alcohol/smoking and other environmental factors.

It is evident that, in the 3,500 years since the Gilgamesh epic and prophecy,

humanity and its ingenuity have come a long way. Our cognitive capacity, capabilities and our desire for healthy longevity have grown beyond the imagination of the Babylonians, Sumerians, Assyrian, Egyptians, Chinese, Mayans or any other ancient civilisation (although the level of ambition does prevail).

However, the lasting words in the Epic of Gilgamesh that remain true and will echo in eternity is that achieving immortality is doable. It can be done through living happily and seeing joy in small and big things, surrounding oneself with loving family and friends, contributing to society through good deeds (in other words charity and volunteering) and focusing on making a di erence in the world that will last beyond our existence in this universe – in e ect, finding a purpose. To put it simply, it is paramount that in pursuing as LONG of a life as possible, it is essential that it is HAPPY and HEALTHY.

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SITTING PRETTY

Ben Caton, Managing Director of Ergochair, tells Healthcare World about the importance of bespoke seating for health

In today’s fast-paced work environment, prolonged sitting has become the norm, o en leading to various health issues, particularly musculoskeletal disorders. It’s o en not until people begin to su er from prolonged back pain that they finally understand that it can be due to incorrect posture while seated, and it’s this realisation that leads them to search out Ergochair which cra s bespoke ergonomic chairs tailored to individual needs.

Since the COVID-19 pandemic, the number of people working from home has surged. An estimated 6 out of 10 people work from chairs that don’t fit them,

leading to issues spanning from poor posture, chronic back issues, and muscle imbalances, which puts immense pressure on the healthcare system. Poor sitting habits o en lead to conditions such as lower back pain and herniated discs, and these musculoskeletal conditions cost the UK National Health Service (NHS) £4.76 billion annually.

In fact, according to the World Health Organisation (NHS), over 619m people su ered lower back pain (LBP) in 2020, and the numbers are expected to rise to 843m by 2050. As LBP is the primary cause of disability, Ergochair uses science

and technology to prevent the risks of developing LBP, reducing the burden on people and healthcare systems alike.

At the helm of Ergochair is Managing Director Ben Caton, whose background in health clubs gives an extra dimension to the company’s success. Under his leadership, Ergochair has experienced consistent double-digit growth over the past decade, now boasting a multi-millionpound turnover. “We are a life-changing solution for each individual,” he says. “And that person has a real story. It might be working. It might be going back to work. It might even just be living for a happier, more fulfilled life.”

Chair prescription

Ergochair was founded in 2002 to produce custom seating for people with special postural needs. Since then, the company

BEN CATON Managing Director Ergochair

“Ergochair’s own software allows any healthcare professional to specify and prescribe a custom chair for their patient’s exact bespoke needs in seconds”

has helped more than 1,000,000 people to sit comfortably, improving the quality of life for those with conditions ranging from a generic ‘bad back’ to severe musculoskeletal disorders. “Ergochair’s own so ware allows any healthcare professional to specify and prescribe a custom chair for their patient’s exact bespoke needs in seconds,” says Ben. With powerful diagnostics and support for pre-existing conditions, Easispec works with every users’ unique dimensions in mind and contains thousands of components for ultimate personalisation. Automated, detailed assessment reports to make every job easier and instant quoting for comprehensive specifications. Each chair is precision-made, considering factors such as postural abnormalities and prolonged musculoskeletal conditions. By adopting innovations such as pressure mapping, foam sculpting, and air cell technology, the design team are transforming lives by providing custommade ergonomic chairs tailored to individual needs.

“We create chairs for people that might just have a postural abnormality or a prolonged musculoskeletal condition,” says Ben. “Through innovation and by using real metric data with the scientific basis, we’re able to produce a chair that we know can cater for ordinary people who need a better fitting chair as well as those who have complex postural conditions.”

Life a er elite sport

Charlie Sharples, a former Gloucester rugby player now working in an o ice as a financial adviser, gives the design team high praise. “When the guys came in for the initial fitting, I never knew how much thought and science goes into your posture in an o ice chair. Finding out about how

the muscles are used when you’re in the chair and how it a ects your posture, as well as all the di erent ways you can adjust the chair, was really interesting,” he observes.

Charlie retired from professional rugby a er playing an incredible 15 seasons with Gloucester Rugby and earning 4 caps for England Rugby. He started studying for his financial qualifications in 2016, a er completing a degree during his rugby career. Having come from sport and typically very active but now sitting in an o ice all day in a chair, he notices the aches and pains around the shoulders and back. “Having a bespoke and customisable chair can be good for my longevity and my posture. The fact that I have a bit of an added extra with the Gloucester Rugby logo makes it that little bit more special. I look forward to coming into work every day and sitting down in front of my computer at my desk in pure comfort.”

Environmental sustainability

Beyond individual health, Ergochair is deeply committed to environmental sustainability. As a signatory of the UN Climate Pledge’s Race to Zero, the company is among the smallest businesses globally to take on this commitment. Their sustainability initiatives include the use of electric vehicles, installation of solar panels powering daily operations, and pioneering the use of fabrics derived entirely from waste materials. “We don’t believe in stasis and we don’t believe in staying where we are with the product that we’ve got,” says Ben. “There’s always room for growth, and that’s why we innovate.”

Customer experiences

Will, living with Ehlers-Danlos Syndrome, found relief with Ergochair’s Adapt 600 with V-Trak headrest: “The chair is eminently adaptable and fitted to perfectly support my body. I am delighted with the quality of the materials and aesthetic design of the chair.”

Jacquie, who faces mobility issues says the chair is a masterpiece of cra smanship. “Hand-made to my exact size specifications, it is without a doubt the best chair I have ever sat on. The back panel, moulded perfectly to my back, o ers support like no other chair I’ve used.”

There are even Ergochairs at the heart of the UK Civil Service, as Sharon from HM Revenue & Customs can confirm. “I am confident that we now have a chair that will be suitable and meet my employees’ requirements. Ergochair’s process has identified an alternative approach that needs to be considered where there are unique circumstances in play.”

WOMEN’S HEALTH: PROGRESS, CHALLENGES AND THE PATH FORWARD

Advancements in women’s health are not felt equally across the world while gender-specific research and development continues to lag, write Clare Auty, Partner, Rebecca Hainsworth, Senior Associate, and Taylor Berzins, Associate, at law firm Browne Jacobson.

The landscape of women’s health is undergoing a significant transformation, driven by technological innovation, increased awareness and growing recognition of historical disparities in healthcare delivery. However, despite notable advances, substantial challenges persist in achieving equitable health outcomes for women worldwide.

Understanding women’s health and its evolution

Women’s health encompasses a broad spectrum of medical concerns, from

reproductive and maternal health to conditions that disproportionately a ect women, such as certain cancers and autoimmune diseases.

Yet despite women comprising just over half the global population, their health needs have historically been underserved both in research and clinical trials, which predominantly focus on male subjects and in the medical community.

This gender bias has led to significant gaps in understanding how diseases manifest di erently in women, how they respond to treatments, and both the access to and level of care that patients receive.

The emergence of femtech – technology specifically focussed on women’s health needs – represents a promising development in ensuring women have access to appropriate care, as well as participate in research and development focussed on women.

Femtech development spans everything from fertility tracking apps to innovative diagnostic tools for conditions such as endometriosis.

Emergen Research projects the global femtech market to exceed $60bn by 2027, having gained substantial attention from tech companies and entrepreneurs who recognise the compelling social and economic benefits to be achieved from prioritisation of women’s health.

But while investors and individuals in a luent countries recognise the opportunity both for business and on a personal level in improving health outcomes for women, the biggest determinate in achieving equality of care globally remains political factors.

According to McKinsey, closing the women’s health gap represents a $1 trillion opportunity to improve lives and economies but, as we outline in this article, progress o en remains slow.

Challenges and emerging solutionsinternational comparisons

The global landscape of women’s healthcare presents stark contrasts between nations that have made significant strides and those still grappling with fundamental challenges.

The Hologic Global Women’s Health Index consistently ranks Afghanistan and several African nations lowest in women’s health outcomes.

In Afghanistan, decades of political instability have severely impacted healthcare infrastructure, while cultural barriers o en restrict women’s access to medical care. The situation is compounded by a shortage of female healthcare providers, which is crucial in contexts where cultural norms limit women’s interactions with male medical professionals.

Countries such as Chad, South Sudan and parts of West Africa also struggle with limited healthcare infrastructure, particularly in rural areas where many women live.

These regions face critical shortages of specialised healthcare providers, especially in fields such as obstetrics and gynaecology. Economic constraints o en

CLARE AUTY Partner Browne Jacobson

“The power of data sharing across healthcare systems can’t be overstated in its potential to transform women’s health outcomes”

mean that even when services are available, they remain out of reach for many women due to cost barriers.

In contrast, Nordic countries consistently emerge as global leaders in women’s healthcare delivery, with Sweden, Norway and Denmark frequently topping international rankings.

These nations have achieved outstanding outcomes through a comprehensive approach that combines universal healthcare access with gender-specific health initiatives. Their success stems from several key factors: robust primary care systems that prioritise preventative health measures, comprehensive maternal care programmes that extend from preconception through postpartum support, and innovative digital health solutions that improve access and monitoring of women’s health issues.

Switzerland and the Netherlands also demonstrate excellence in women’s healthcare by successfully implementing integrated care models that address women’s health holistically, considering both physical and mental health needs.

Their approach includes regular screening programmes, early intervention strategies and comprehensive support systems that ensure continuity of care throughout a woman’s life stages.

These approaches have achieved demonstrable benefits in areas of reproductive health and cancer care in particular.

But while the natural assumption may be that the richest countries have cracked women’s health, there remains a global lag across various healthcare issues including in many of the world’s wealthiest nations.

Reproductive health

Reproductive health remains a critical concern, with the World Health Organisation (WHO) reporting that maternal

mortality continues to be unacceptably high. About 800 women are dying daily from preventable causes related to pregnancy and childbirth. Most of these deaths occur in low-resource settings and could be prevented with timely intervention.

In reproductive healthcare, significant disparities persist, particularly in developing regions where access to basic reproductive healthcare remains limited. But there are positive signs, with innovation gathering pace: digital health platforms are improving access to information and care, while advances in telemedicine are making reproductive healthcare more accessible to women in remote areas.

Digital tracking tools are also aiding women with access to such platforms in countries like the United States, where menopause remains significantly underdiagnosed – eight in 10 women in the US receive no formal diagnosis.

New hormone therapy options, specialised menopause clinics o ering comprehensive care and a growing awareness is driving improved workplace policies. Healthcare provider education also means more women can access timely and appropriate care and support for their symptoms.

Mental health and neurodiversity

Mental health and neurodiversity present unique challenges for women, who face higher rates of certain conditions and o en encounter gender-specific barriers to care. The Ipsos Health Services Report 2024 revealed that 51 per cent of women consider mental health a primary health concern, compared to 40 per cent of men. This disparity is even more pronounced among younger generations.

Particularly concerning is the systematic underdiagnosis of conditions such as ADHD and autism in women and girls. Research indicates that diagnostic criteria have historically been based on male presentation of symptoms, leading to missed or delayed diagnoses in women.

Gender-specific approaches to mental health diagnosis and treatment are emerging in countries where mental health is already high on the healthcare agenda, with digital therapeutic platforms designed for women’s needs and specialised perinatal mental health programmes. Research is also being gathered to improve understanding of hormonal influences on mental health, leading to more tailored treatment approaches.

Cancer care

Cancer care exemplifies both the progress and persistent challenges in women’s health globally.

In 2022, the WHO reported 2.3m women were diagnosed with breast cancer, resulting in 670,000 deaths worldwide. While breast cancer survival rates exceed 80 per cent in most high-income countries, they drop significantly in developing nations – 66 per cent in India and just 40 per cent in South Africa.

Multiple barriers contribute to these disparities, including delays to individuals seeking healthcare due to social stigma, limited awareness in rural areas, insu icient access to treatment centres, and financial constraints.

Cervical cancer, while preventable through HPV vaccination, remains the fourth most common cancer in women worldwide. Despite its proven e ectiveness, only one in five adolescent girls globally has received the HPV vaccine, highlighting ongoing challenges in preventive care access.

Recent advancements in women’s cancer care include AI-powered mammogram analysis for earlier detection, targeted immunotherapy treatments, and mobile screening units bringing care to remote areas.

The WHO’s Global Breast Cancer Initiative is pioneering cross-border knowledge sharing, while innovative blood tests are enabling earlier ovarian cancer detection, significantly improving survival rates.

Path forward - data sharing and international collaboration

The power of data sharing across healthcare systems can’t be overstated in its potential to transform women’s health outcomes. Currently, significant gaps exist in our understanding of women’s health needs, particularly in underserved populations.

International collaboration in data sharing can drive improvements in several key ways. First, it enables the identification of successful interventions and best practices that can be adapted and implemented across di erent contexts.

Second, standardised data collection methods allow for meaningful comparisons between di erent healthcare systems, helping identify areas where interventions are most needed. Third, shared data repositories can accelerate research in understudied areas of women’s health, leading to more e ective treatments and interventions.

The WHO’s initiatives in breast and cervical cancer demonstrate the potential of international collaboration. By sharing data on screening programmes, treatment outcomes and intervention strategies, countries can learn from each other’s successes and failures, ultimately improving care delivery for women globally.

Breaking down barriers

Addressing global women’s health disparities requires a comprehensive strategy that combines immediate interventions with long-term systemic changes. This approach must address multiple dimensions of healthcare delivery while considering local contexts and challenges.

While investment in healthcare infrastructure, such as physical facilities and digital health solutions, remains crucial,

what sets leading nations apart is also their societal approach to women’s health.

They have successfully created environments where women’s health concerns are prioritised and destigmatised, leading to better healthseeking behaviours and outcomes. These countries also lead in research and development focussed on women’s health issues, contributing to global knowledge and best practices.

Education and awareness play vital roles in breaking down barriers, including both public health education and professional training for healthcare providers. Countries must work to address cultural barriers through community engagement and education, while also ensuring that healthcare providers are trained in gender-specific health needs and cultural competency.

Policy reforms are essential for creating lasting change. Such reforms include implementing gender-sensitive healthcare policies, ensuring adequate funding for women’s health programmes and creating accountability mechanisms to track

TAYLOR BERZINS Associate Browne Jacobson

“Addressing global women’s health disparities requires a comprehensive strategy that combines immediate interventions with long-term systemic changes”

progress. Successful policies from leading nations can serve as models, though they must be adapted to local contexts and needs.

The development of sustainable financing mechanisms is crucial for ensuring that women’s health initiatives can be maintained and expanded over time. Such initiatives might include publicprivate partnerships, innovative insurance schemes and international development funding focussed specifically on women’s health outcomes.

The opportunity McKinsey’s $1 trillion opportunity illustrates the economic merits of investing in women’s health. In particular, the rise of femtech is bringing forward innovations that will not only make healthcare more accessible to women worldwide, but also

present huge potential for businesses that front this mission.

As we look to the future, the advancement of women’s health requires sustained commitment from governments, healthcare providers and the international community. While progress has been made, closing the global gender health gap remains a crucial challenge for the 21st century.

Success will require continued innovation, investment and dedication to ensuring that women worldwide have access to the comprehensive healthcare they deserve.

DATA & DIGITAL

REDEFINING THE FUTURE OF MENTAL HEALTH

Nawal Roy, CEO and founder of Holmusk, tells HW Editor Sarah Cartledge about transforming data into impact

The issues in healthcare o en seem insurmountable. While huge strides have been made in diagnosis and treatment of physical ailments, there are still vast challenges to overcome across the sector, from workforce to delivery, despite the enormous leaps in the use of data and AI. As for mental health, the issues are even greater - the causes for disorders are not o en well understood while the solution is not always evident.

Former financier Nawal Roy is determined to change the mental health landscape by using data as a catalyst for change, making mental health care more

e icient, e ective, and evidence-based.

As founder and CEO of Holmusk, his company leverages data-driven insights to produce real-world evidence.

“I’m trained as an economist, and my entry into healthcare stemmed from analysing larger economic problems such as non-communicable diseases,” he says. His years in finance and trading at Credit Suisse, Deutsche Bank, Moody’s and KPMG taught him the value of precision, e iciency, and calculated risk-taking. He transitioned to consulting at McKinsey, seeking avenues where he could make a broader impact, not just

confined within national boundaries but extending globally.

“There are chronic diseases that don’t kill immediately but impose a significant societal burden,” he observes. “This is one of the fundamental challenges of modern healthcare—it o en focuses on addressing severe illnesses at advanced stages rather than proactively managing chronic conditions.

Understanding the mind

He likens the current state of mental healthcare to an outdated stock market trading system. “In the Bombay Stock Market, we used to trade with fingers and lips. By contrast, on Wall Street, I had 16 screens providing real-time data to inform decisions. Healthcare today feels like the fingers-and-lips era. I want to be ruthlessly focussed on solving the evidence problem and transform how mental health data is utilised.”

NAWAL ROY CEO and Founder Holmusk

“Normalising mental health as a healthcare problem is one of the biggest policy issues right now”

His long-term mission is to advance our understanding of the human mind. Over the next 20 years, he envisions exploring mental health from every angle—neurological, psychological, and behavioural. By leveraging advanced data analytics, he aims to deliver actionable insights that benefit policymakers, researchers, and clinicians. “If governments and institutions are open to collaborative e orts, we are ready to partner with them to develop the next generation of mental healthcare systems,” he says. “For me, data is a transformative enabler. Just as in financial markets where decisions are informed by continuous analysis and feedback, healthcare would benefit from similar rigour. The parallels are clear: in finance, every market crisis has exposed the pitfalls of static thinking. In healthcare, innovation o en stalls due to protective silos around intellectual property and a reluctance to embrace change.”

His vision evolved into the creation of a robust framework for data accessibility in healthcare to enable researchers, clinicians, and policymakers to generate actionable insights, driving improvements in patient outcomes and scientific discovery. For him, the key is ensuring data quality at scale while fostering collaboration over exclusivity.

He likens the current status of mental health to the HIV/AIDS situation back in the 1990s. “In 1994, the stigma around the disease was terrible, but through activism emerged the miracle of science. Within 16 years, by 2010, people were able to live with the disease. Mental health needs that level of activism. Normalising mental health as a healthcare problem is one of the biggest policy issues right now.”

Using data as a solution

Holmusk’s flagship product NeuroBlu allows clinicians to instantly access insights from more than 32m patients

with similar profiles—detailing e ective medications, side e ects, and treatment outcomes. NeuroBlu Data is the largest NLP-enriched, de-identified source of real-world data dedicated to behavioural and mental health. “This tool can be used to reduce the trial-and-error period for treating mental health patients, which typically takes up to 12-18 months. Even a 20–30 per cent reduction in this time can transform patient care and improve lives on a large scale,” he says.

“Identifying high-risk individuals at any given time is a critical task for clinicians and social workers, as not all patients can be categorised as high risk,” he continues. “Our approach involves evaluating each patient and ranking them based on the severity and complexity of their condition. While scientifically complex, once this system is in place, it allows the entire care team to focus their e orts on those at the highest risk, including addressing urgent concerns such as suicide prevention or preventing harm to others. These are deep social challenges, but this method helps prioritise and manage them e ectively.”

According to Nawal, pharmaceutical companies use Holmusk’s data for drug development and patient phenotyping. “Our data sets, regarded as the gold standard, are unmatched in quality and depth, and our commitment to scientific excellence is evident in our frequent contributions to industry-leading publications such as The Lancet.”

In the UK, Holmusk partners with Mersey Care, one of the most innovative and progressive NHS trusts in the country, and 12 other mental health Trusts. Mersey Care o ers specialist inpatient and community services to support physical and mental health, learning disability, addiction and brain injury services, providing mental health services to more than 1.4m people in the area. In 2023, Mersey Care launched the first ever Mental Health Research for Innovation Centre (M-RIC) with the University of Liverpool, backed by £10.5m government funding. M-RIC will create a world first ‘learning system’ where treatments improve the more they are used, studied and refined.

Transforming mental health and policy through data

In the next two to five years, Nawal’s vision is to expand the scope of his work,

partnering not only with hospitals and pharmaceutical companies but also with governments and academic centres.

“Engaging in policy discussions is a priority for me—I have the expertise and commitment to contribute meaningfully to shaping impactful healthcare policies.

I aim to collaborate with a broad range of stakeholders, from investors to institutions, who share a dedication to addressing mental health challenges, including care delivery, research, and technology innovation. Solving mental health issues requires collective e ort, and I’m

committed to working with partners who understand the urgency and magnitude of this problem,” he says.

In his opinion, the Middle East represents a significant opportunity for advancing mental health solutions. “The region has vast capital resources and a pressing need

for mental health leadership. Despite the wealth and willingness, there is a scarcity of experienced individuals who can drive impactful change at scale.”

Having spent a decade working across the U.S., U.K., Europe, and Southeast Asia, he considers he has unique expertise

that could fill this gap. “My focus is on contributing to policy-driven initiatives and building systems that can elevate mental healthcare to the next level.”

Driving healthcare change

Holmusk’s solutions are especially valuable in addressing the growing prevalence of co-morbid conditions such as diabetes and depression. As global health systems grapple with these interconnected challenges, Holmusk considers itself a cornerstone in integrating mental health into broader care strategies.

“The world will face more complex health issues—diabetes and depression, cancer and depression. Mental health will play a critical role in all these areas,” he says. “We aim to be at the forefront of that transformation because I understand the power of enterprise in driving meaningful change. Building a globally impactful

NAWAL ROY CEO and Founder Holmusk

“My focus is on contributing to policydriven initiatives and building systems that can elevate mental healthcare to the next level”

institution is no small feat, especially when personal opportunity costs are high.”

But he also has a wider vision. “The COVID-19 pandemic has shown us that governments should be talking to each other and have access to data in crisis situations. With the right so ware and platforms, they should be preparing to deal with the next

situation which will also come out of the blue,” he says. “Data is the key and Holmusk has shown that, if we can use real world data to unlock evidence to identify the correct drug treatment for mental health disorders, we could also do it at a greater scale for pandemics. I would be keen to o er my services at policy level to achieve this.”

In the short term, his goal is not just to solve immediate challenges but to redefine the way mental healthcare is delivered globally. By creating systems that are scalable, data-driven, future-ready and policy-aligned, he is setting the stage for a healthier, more informed future.

nawal.roy@holmusk.com www.holmusk.com

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SHIFTING THE DATASHARING MINDSET

Simon Swi , CEO of HN, explains why sharing patient data will drive the next healthcare revolution

In the ever-evolving landscape of healthcare, a quiet revolution is taking place. It’s not driven by a groundbreaking new drug or a cuttingedge surgical technique, but by something far more fundamental: data sharing. The topic is o en presented as technical, complicated and boring. People see it as close to impossible to solve, and a source of frustration for those of us who want better clinical and patient outcomes at lower cost. But it’s the revolution that could be as impactful as antibiotics and vaccines.

The power of shared information

The benefits of data sharing can be as deep and wide as your vision will allow. Simple

sharing means individual patient care is improved if all practitioners have access to patient records. When anonymised and aggregated, shared healthcare data becomes a goldmine of insights that can drive system wide population health initiatives, help predict and prevent hospitalisation, and accelerate medical research.

Real-world impact: The HN success story

In the environment of data sharing and healthcare innovation, HN stands out as a pioneer in developing AI-powered prediction and prevention so ware, exemplifying the transformative potential

of responsible data sharing in healthcare. HN’s approach is to use patient data that is collected in the routine delivery of care to power AI-driven predictive analytics. By securely and safely accessing comprehensive health records, HN’s systems can identify patterns and risk factors that might be missed by traditional methods. This route has allowed us to achieve remarkable results in predicting future health events.

Our core strength is in HN’s ability to identify risk with speed and accuracy, outperforming traditional mathematical and manual approaches, which enables rapid prediction of risks, such as disease progression across entire populations in real-time. By harnessing the potential of shared data, our AI tools can identify approximately 85 per cent of patients who may be at high risk of disease progression and hospitalisation 6-12 months before it happens.

The impact of HN’s data-driven approach has been validated through

rigorous clinical trials and real-world applications. The Randomised Controlled Trial, which enrolled over 1,800 NHS patients, demonstrated improved survival rates and cost reductions, while also generating positive patient feedback. This evidence-based approach demonstrates the tangible benefits of responsible data sharing in healthcare.

As Joachim Werr, Founder and Chair of HN says: “One of the key insights from our work is that 8 in 10 high utilisers of healthcare services are new each year, with many being vulnerable older people with uncontrolled chronic diseases. By leveraging routine data for early prediction and prevention, our solutions have shown the potential to significantly reduce costs and improve outcomes for these high-risk patients.”

HN’s tools are designed to integrate seamlessly into existing healthcare systems, minimising disruption while maximising positive impact. This approach has facilitated the

SIMON SWIFT CEO HN

“Large-scale studies that could lead to breakthroughs in treatment and prevention are hampered by the inability to aggregate, analyse and share diverse datasets”

implementation of HN’s solutions across the UK and Ireland, demonstrating the scalability of data-driven healthcare innovations.

In recognising that di erent healthcare systems have unique needs and every population is di erent, HN emphasises configuration in their approach. By tailoring prediction and output capabilities to specific requirements, solutions are optimised for each healthcare environment.

The challenges

While the benefits of data sharing are clear, it’s crucial to address the challenges and real concerns. Protecting patient privacy is paramount, ensuring robust security measures are implemented and adhering to strict data protection policies. Pseudonymisation techniques, ‘mini-maxed’ data access, and transparent consent processes are essential components of responsible data sharing practices. The legal basis for data sharing must be clear for the focused purpose that each data asset is to be used for.

Despite the clear benefits and success stories like HN, data sharing in healthcare remains a significant challenge. When healthcare providers lack access to a patient’s complete medical history, it can lead to fragmented care, misdiagnosis, and potentially serious medical errors.

The challenges in data sharing also hinder medical research and innovation. Large-scale studies that could lead to breakthroughs in treatment and prevention are hampered by the inability to aggregate, analyse and share diverse datasets. This issue slows the pace of medical advancement and delays the development of potentially life-saving therapies.

While success stories like HN demonstrate the potential of e ective data sharing for direct care, they also highlight how much work remains to be done. The healthcare industry needs a paradigm shi , including developing standardised data formats and interoperability protocols while implementing robust privacy and security measures that protect patient data without impeding necessary access.

The future of healthcare data sharing

As we look to the future, the potential of data sharing in healthcare is immense. The clinical, patient experience and economic impact of data sharing is proven. This value comes from cost savings, additional health research informing better care, greater patient access to personalised medicine and improved productivity across the healthcare sector.

Data sharing in healthcare is not just a technological advancement; it requires a shi in mindset in how we approach patient care, research, and healthcare management. By breaking down information silos, fostering collaboration, and leveraging the power of data, we can create a healthcare system that is more e icient, e ective, and patientcentred. In turn, we can not only predict future demand and outcomes, but radically influence and improve them.

The journey towards fully integrated, data-driven healthcare is ongoing, but the path forward is becoming clearer. The new EU Health Data Space will enable the EU to access the potential o ered by safe and secure exchange, use and reuse of health data to benefit patients, researchers, innovators, and regulators. Crucially, this data space is based around a core ‘opt-out’ model. Significant further work to develop the EHDS is needed - the rest of the world should watch closely and follow fast.

LOW-CODE, BIG IMPACT

For Dr Michael Odling-Smee, Chief Executive and Founding Director, Aire Innovate, prioritising digital foundations is vital to transform healthcare

The global healthcare sector is rife with challenges – escalating demand for services, workforce shortages, and the persistent need to optimise health and wellbeing. For payors, providers, government organisations and health ministries alike, these pressures underscore the necessity of unlocking the potential of patient data and foundational digital infrastructure. Without these essential elements, even the most promising technologies risk failing to deliver meaningful value, both in terms of population health and financial performance.

In a payor-provider landscape, digital transformation is not simply about adopting the biggest and shiniest new tool. Instead, it requires scalable,

sustainable systems that enable proactive interventions, reduce costs and optimise revenue models. By getting the digital foundations right, healthcare systems can enhance operational e iciency, improve care delivery, and create new opportunities for financial growth – all while advancing population health initiatives.

The financial and clinical value of foundational data sharing

For payors, providers, and government organisations, seamless data sharing is key to optimising resource allocation and improving health outcomes. Yet, many systems remain fragmented, forcing clinicians and administrative sta to navigate ine iciencies that inflate operational costs. The lack of interoperable

systems delays insights, leading to missed opportunities for early intervention, improved population health management, and cost optimisation.

Building platforms designed for integration, flexibility, and scalability is a crucial first step. Aire Innovate’s experience with NHS digital transformation projects demonstrates how foundational systems can streamline workflows, enhance clinical decision-making, and ultimately contribute

to financial sustainability. Scalable, modular platforms unlock the potential of data-sharing, allowing providers to o er more e icient, patient-centred care while payors and government agencies benefit from reduced claims, better-managed risks, and improved health outcomes across populations.

Harnessing low code to lead digital transformation

Low-code platforms provide the building blocks for foundational systems that empower healthcare organisations to adopt and amplify cutting-edge technologies. These platforms enable rapid development and integration, ensuring that innovations like AI-driven diagnostics, remote monitoring, and advanced analytics can be seamlessly embedded into healthcare workflows. By focusing on low-code solutions, healthcare systems can bridge the gap between their current capabilities and the potential of shiny, new tech. This approach not only accelerates digital transformation but also ensures that these advancements deliver real value by improving clinical e iciency, driving financial sustainability, and enhancing population health outcomes.

Aire Innovate is a UK based leader in healthcare IT solutions, specialising in the development of scalable, interoperable platforms that transform healthcare delivery. Central to our approach is the use of low-code technology, which empowers healthcare organisations to design and deploy customised solutions quickly and cost-e ectively. Our low-code platform, AireSuite, and constituent products enable payors, providers, and government organisations to take control of their digital transformation journeys, driving e iciency and innovation with minimal reliance on specialised IT resources. By focussing on data integration, workflow automation, and clinician engagement, Aire Innovate helps its partners to achieve measurable improvements in care quality, operational e iciency, and population health outcomes.

Partners in Innovation: How Lifelight and Aire Innovate drive change

The collaboration between Aire Innovate and Xim to implement Lifelight technology illustrates the financial and population health benefits of integrating cutting edge AI tools into foundational (but yet flexible) digital and data infrastructure. Lifelight, a

DR MICHAEL ODLING-SMEE Chief Executive Aire Innovate

“Healthcare systems that prioritise foundational digital readiness are better positioned to optimise financial performance while improving patient care”

contactless monitoring solution, measures vital signs such as heart rate, respiratory rate, and blood pressure in under a minute using a standard device (e.g. mobile phone) camera. This innovative technology o ers a significant opportunity for proactive health management, population health improvement, and revenue optimisation. To maximise the financial and clinical impact of Lifelight, we must focus on foundational elements. By integrating Lifelight with our case management so ware we can:

• Increase e iciency: Automating data entry reduces administrative costs, freeing up resources for higher-value tasks. Patient-generated data can be shared back with services to drive automated and semi-automated virtual monitoring workflows. As both Lifelight and AireSuite are so ware based, there is no hardware to manage.

• Enhance accuracy: Standardised vital signs measurement minimise errors that can lead to costly readmissions or unnecessary treatments.

• Expand access: Remote monitoring capabilities lower the barriers to care, empowering patients and healthcare providers with information to drive personalised care.

• Ensure scalability: Seamless integration enables rapid deployment across multiple sites, maximising return on investment, and driving revenue growth while supporting population health goals.

By embedding these foundational principles, providers can ensure that Lifelight delivers measurable financial returns, helping payors, providers, and government organisations achieve their revenue and care objectives, while positively impacting population health outcomes.

Blueprint for success: aligning digital systems with revenue growth

Aire Innovate’s partnership with Xim provides a replicable model for optimising collaboration among payors, providers, and government organisations globally. These strategies enable healthcare systems to:

• Reduce operational costs: Interoperable systems eliminate redundancies, leading to significant cost savings for providers and government organisations.

• Enhance revenue streams: Proactive care models supported by real-time data insights help payors reduce claims and providers maximise reimbursement options.

• Drive patient retention: Improved care coordination and outcomes foster trust, encouraging patients to remain within a provider’s network.

• Advance population health: Coordinated care and preventative strategies improve health outcomes across communities, reducing longterm healthcare costs and enhancing public health initiatives.

From digital readiness to revenue optimisation

Healthcare systems that prioritise foundational digital readiness are better positioned to optimise financial performance while improving patient care. Interoperable, low-code platforms facilitate preventative care by o ering actionable insights into patient health trends, reducing costly complications, and ensuring more predictable expenditures for payors and health ministries. Robust digital infrastructure enables healthcare organisations to evaluate performance metrics, refine service o erings, and scale successful initiatives. With data-driven insights, payors, providers, and government agencies can collaboratively develop value-based care models that align financial incentives with improved patient outcomes and broader population health goals.

PERSONAL HEALTH RECORDS FOR GOVERNMENTS

Mohammad Al-Ubaydli, CEO of Patients Know Best, shares his insights around the importance of personal health records for sustainable healthcare systems

“East Germany’s government did not believe anonymisation was necessary when it created one of the world’s largest cancer registries (Blobel 1997) because East Germany had neither private healthcare nor private insurance. West Germany believed anonymisation was essential, as private insurers

would discriminate on funding private care. Unification meant privatisation and then anonymisation.

Today, all governments in every political and economic system agree that an individual is entitled to the record of their health - their personal health record (PHR).

The journey to this ideal diverges again, and we have studied these journeys in our new book “Personal Health Records for Governments”. The printed first edition is now available and is also online for free on phr4gov.org.

Bonsai governments Bangladeshi microcredit pioneer, economist and politician Muhammad Yunus mentioned bonsai trees in his 2006 Nobel Prize speech. “When you plant the best seed of the tallest

Mohammad Al-Ubaydli is CEO of Patients Know Best, a Social Enterprise with a mission to give patients access to their health records. With 16 years’ experience building the world’s largest personal health record platform, he is a leading advocate for patient activation as a cornerstone to sustainable healthcare systems worldwide. Over the past two years alongside his colleague Federica Andreoni, he has been researching the state of play around the world to foster learning between governments. Next month, the authors will publish their findings in a book ‘Personal Health Records for Governments’.

tree in a flower-pot, you get a replica of the tallest tree, only inches tall. There is nothing wrong with the seed you planted, only the soil-base that is too inadequate.”

Governments can grow no trees, let alone forests of data. With one exception below, no government stores data for more than 5m people. The power of states necessitates limits, which lead to bonsai databases. We spotted three commonalities across the countries we studied:

• Estonia may have a national database, but its nation is under 1.4m.

• Nordics trust their government who publish tax records of every citizen, but Sweden still stores medical records by province in a country of 11m.

• Italy and Spain store data by regional government.

• The government of England provides healthcare to a population of 58m without regional devolution, so instead it pulls data on-demand from more than 6,000 local primary care providers. There is currently no central database with identifiable records.

• India’s federal government built a similar on-demand infrastructure across its vast population of over 1.4 billion, but even the states are too enormous to have a centralised database.

• The outlier is Saudi Arabia whose centralising state is building up the NPHIES (National Platform for Health and Insurance Exchange Services) medical records for a population approaching 40m.

PHR poverty

The market is broken for personal health records (PHRs). Private participation is reduced and governments do not want the innovators. Yet governments need innovation because every government’s contribution to healthcare funding is increasing and chronic conditions are dominating healthcare spending. Private payors search for ways to avoid paying, so governments expand their role as the payor of last resort. The COVID-19 pandemic not only revealed this reality; it accelerated it.

Thus, it is self-evident that the only way for governments to remain solvent in the face of increasing costs of chronic care is if some patients can deliver their own care. Whether it’s the diabetic who injects themselves with insulin or the asthmatic who uses the inhaler to prevent attacks, patients are in fact the largest providers of care. State solvency depends on empowering more people to do more.

But government so ware developers are not e ective, and states do not fund other so ware developers. So non-state so ware developers are not receiving the investment to deliver the successes that governments will depend on.

Many governments created or contracted with companies that they own: they bought exclusively from these firms on a cost-plus model, products frozen in time and budget, improving

NHS England went down this path sooner to a much greater extent, paying for GP portal companies’ o erings in 2015. A er releasing the NHS App’s GP functionality in 2019, it stopped paying the private sector for record access. Instead, its new funding is for selfservice workflows such as booking an appointment or completing electronic triage.

India’s government has no funding for PHRs, focusing on standards and legislation. But India’s enormous population must surely o er a future market. PHR companies are experimenting with commissions for placing patients for appointments or loans for procedures.

FHIR or Fast Healthcare Interoperability Resources

From India to the Netherlands, every government is following FHIR, with the USA leading on FHIR 4, a standard set of rules and specifications for the secure exchange of electronic health care data. This standard allows di erent so ware vendors to work together. Even for vendors pursuing a vendor lock-in strategy, the momentum is too great to resist. It also allows countries to work together as the European Union’s European Health Data Space laws become practice. A citizen’s data can move between countries using the FHIR standard, another freedom of movement in the EU.

little beyond their initial launch, and blocking all innovation from outside. Data in the Nordics, Portugal, Spain, Italy, Hungary and others is trapped in platforms that cannot scale their research and development investment across larger populations.

The Netherlands started a path to the private sector, announcing a large budget for a competitive market. It would certify companies’ products for security and citizens would

choose products for convenience. The government’s money would follow citizens’ choices. However, most of the money went to healthcare providers for change management and for electronic health records vendors for compliance. The promised revenues for PHR companies were delayed, then reduced, then removed. As the government reallocates budget, many of the smaller companies have run out of cash or retreated to alternative markets.

The practical adoption is a contrast to theoretical alternatives like OpenEHR, an open standard specification for health records. FHIR’s community of practice is giving governments and innovators confidence to commit. Almost every government’s data strategy includes migrating health care documentation to FHIR. PHR investors and innovators can rely on this foundation, similar to the way in which 3G helped telecommunications, SWIFT helped banking and HTML helped the internet.

Eventually these foundations manifest as better, cheaper products for consumers. We need, and will get, these as patients.”

MEETING THE DEMANDS OF THE HEALTHCARE LANDSCAPE

Upinder Bhat, President and COO DVIs So ware Services, tells Healthcare World about their innovative work in the sector

As the healthcare sector moves toward advanced so ware to improve operations and patient care, legacy systems struggle to keep up. They o en lack the flexibility and interoperability needed to thrive in today’s complex ecosystem, making it di icult for hospitals and clinics to share patient data e ectively. This fragmentation can lead to delays in treatment or errors in patient care, so organisations are increasingly turning to advanced so ware solutions to make operations safer and more e icient. Outdated systems can result in serious backlogs: during the COVID-19 pandemic, many healthcare providers struggled to e iciently manage vaccine appointments

due to inflexible legacy systems. While another global pandemic may or may not be hovering on the horizon, it is paramount that healthcare systems have the latest so ware as part of their push for preventative care.

At the same time, it’s o en true with healthcare innovation that bitter experience leads to productive solutions. Upinder Bhat, President and COO of DVIs, discovered this to be true when he spent time taking his great friend to regular hospital and pharmacy appointments for diabetes treatment. “I realised there was no communication between the hospital and the pharmacy and this led to a lot of wasted time and e ort on everyone’s

part,” he recalls. “It was clearly the result of legacy systems which are not equipped to handle the growing demands of today’s world.”

As DVIs specialises in modernising outdated platforms and o ers cloud-based solutions that improve performance, security, and scalability, it was obvious to the tech entrepreneur that the solution to pharmacy compatibility issues actually lay within his grasp. Upinder realised he could blend his vast experience in technology with DVIs’s capabilities to establish a new system specific to pharmacies.

Revolutionising healthcare

By o ering customised solutions for the healthcare industry, DVIs focuses on improving patient care, streamlining workflows, and boosting e iciency. Through advanced data tools and predictive analytics, the company enables its clients to make better, data-driven decisions via a simplified cloud-based, endto-end so ware option. “Cloud technology o ers unparalleled advantages in terms of cost savings, scalability, and accessibility. DVIs assists in migrating client

applications and infrastructure to the cloud,” says Upinder. “Our team ensures that cloud environments are optimised for peak performance, providing realtime access to data and facilitating better collaboration across teams.”

Their platform reduces the need for multiple systems by automating tasks, enhancing patient care, and providing configurable workflows. Using advanced analytics, DVIs supports healthcare professionals with real-time insights into patient data, prescriptions, and treatment specifics. “Our analytics solutions help organisations make sense of large volumes of data to enable more informed decisions,” explains Upinder. These decisions can be made faster, ultimately improving the quality of care, such as more rapid treatment with faster prescriptions. Their technology creates coherent systems where tasks that once took days can now be completed in minutes. For example, a shi to microservices has revolutionised processes such as verifying patient eligibility, cutting delays and improving service delivery.

“We’re now at the stage with AI and RPA (robotic process automation) where it seems hard to believe that systems don’t and can’t talk to each other,” says Upinder. “On the one hand we can communicate across the world, but on the other hand we struggle to send a simple update from one provider to another.” Solving such global issues may well be the work

UPINDER BHAT President/COO DVIs Software Services

“DVIs believes in evolving alongside the healthcare industry and equipping our customers with the most advanced solutions to meet the demands of a rapidly changing landscape”

of governments, but it’s companies such as DVIs that identify where small fixes can make huge improvements. “Data is at the core of modern operations. Our analytics solutions help organisations make sense of large volumes of data to make more informed decisions.”

Speciality pharmacies

Specialty pharmacies manage complex therapies for chronic and rare conditions, necessitating meticulous coordination among healthcare providers, insurers, and patients. This complexity demands advanced technological solutions to ensure e iciency and optimal patient care. By partnering with healthcare customers to build custom solutions, Upinder and his design team are enabling such specialised pharmacies to serve their clients better and faster.

By working hand in hand with healthcare partners to co-create solutions that are e ective, DVIs enables their customers by building a comprehensive suite of solutions designed to address their specific needs and pain points. They o er a seamless end-to-end experience, enabling pharmacies to automate manual tasks, integrate customisable workflows, and access real-time patient data. By consolidating disparate systems into a single, secure, and scalable platform, their solutions empower specialty pharmacies to operate more e iciently, reduce costs, and improve patient outcomes.

Expanding horizons

Looking ahead, DVIs is investing in artificial intelligence to revolutionise healthcare. “With an AI based product that DVIs currently o ers, we are poised to introduce transformative tools that enhance predictive care, improve clinical workflows, and drive data-based decisionmaking,” says Upinder. “DVIs believes in evolving alongside the healthcare industry and equipping our clients with the most advanced tools to meet the demands of a rapidly changing landscape.”

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THE GLOBAL HEALTH WORKFORCE CRISIS IN AN AGEING WORLD

Jodie Sinclair, Senior Partner and Head of Employment, Pensions & Immigration at Bevan Brittan, examines the issues surrounding an ageing global population

The global healthcare landscape faces a mounting challenge: a projected shortage of 4.1m health workers by 2030, according to the World Health Organization (WHO). This shortfall includes 0.6m physicians, 2.3m nurses, and 1.3m other healthcare professionals. In addition, the rapid ageing of the global population, particularly in regions such as the European Union, where 30 per cent of the population is expected to be over 65 by 2050, is up from 21 per cent in 2022. As life expectancy increases, so too

does the demand for healthcare services, placing unprecedented strain on already overstretched systems.

This demographic shi is not just a healthcare issue but a societal one, reshaping workforce dynamics across all sectors. Older individuals are working longer—o en part-time—and balancing caregiving responsibilities for both elderly relatives and younger family members.

An NHS survey highlights this trend: more than half the workers aged 66 and older are employed part-time, compared to just 7.5

per cent of those aged 21–30. Employers must now navigate the complexities of supporting an ageing workforce as well as di erent generational drivers, while adapting to the evolving needs of their organisations and industries.

Technology has the potential to mitigate some of these workforce challenges, and unlock opportunities for organisations and systems, but it also introduces its own complexities. According to a survey by the University of Oxford and Ipsos, individuals within the workforce o en lack confidence in using health technologies, fearing they may be excluded from healthcare if they cannot access or navigate digital tools. While both workers and patients see a growing role for technology in health, both value face-to-face interactions with healthcare professionals. Digital interventions and tools need to be enablers, rather than blockers, for a workforce working under increasing challenges.

Given the various challenges, a multifaceted approach is essential to

strengthen both the capacity and the capability of the health and care workforce. Policymakers and healthcare leaders must align education with population health needs, invest in workforce training, and embrace digital tools to enhance e iciency and e ectiveness. Equally critical is addressing the di erent generational drivers for both education and career development. In addition, developing targeted recruitment and retention strategies for rural and underserved areas, ensuring equitable access to care, could go some way to alleviate further disparities.

MENA issues

In the UAE, in particular, workforce shortages, demographic shi s, and the rise of technology are reshaping the sector. A significant portion of older healthcare workers in the region continue to work despite managing their own health conditions. According to industry estimates, one in five older healthcare professionals is dealing with chronic

10 WHO actions to strengthen the health and care workforce:

1. Align education with population needs and health service requirements

2. Strengthen professional development to equip the workforce with new knowledge and competencies

3. Expand the use of digital tools that support the workforce

4. Develop strategies that recruit and retain health workers in rural and remote areas

5. Create working conditions that promote a healthy work–life balance

6. Protect the health and mental well-being of the workforce

7. Build leadership capacity for workforce governance and planning

8. Improve health information systems for better data collection and analysis

9. Increase public investment in workforce education, development and protection

10. Optimise the use of funds for innovative workforce policies.

health issues. This overlap between the healthcare workforce and patient demographics presents a dual challenge for policymakers. According to Mansoor Ahmed, former Executive Director for Healthcare at Colliers in the MENA region, older professionals bring experience but also require supportive work environments to manage their health e ectively.

In addition, many older workers shoulder caregiving responsibilities for elderly relatives and younger family members. This caregiving burden can lead to higher

JODIE SINCLAIR Senior Partner Bevan Brittan

“Employers must now navigate the complexities of supporting an ageing workforce”

stress levels, reduced work hours, and increased absenteeism, further impacting the healthcare workforce’s e iciency. Flexible work arrangements, such as parttime roles and remote working options, are increasingly common among older workers. However, such patterns necessitate a larger workforce to fill gaps, o en resulting in an overreliance on casual contracts.

As older healthcare professionals extend their careers, younger workers may face limited opportunities to enter the field. This dynamic contributes to skills gaps and stagnation in workforce development. Research by Colliers indicates that by the end of this decade, Abu Dhabi will face a gap of 15,000 nurses and allied health professionals, while Dubai will be short of 6,000 physicians and 11,000 nurses.

To address these shortages, healthcare institutions in the UAE are increasingly turning to technology. A 2021 KPMG survey of 200 global healthcare leaders found that 38 per cent had adopted artificial intelligence (AI) to engage with or treat patients. Additionally, 47 per cent utlised remote monitoring, 40 per cent relied on wearables, and 35 per cent employed embedded biometric monitoring, revealing the reliance already on technological solutions.

The Saudi healthcare system is mainly sta ed by foreign doctors who constitute about 73 per cent of the total medical workforce. However, the high rate of turnover among these foreigners has resulted in a high cost and threatens the stability of the provided healthcare services in the country. Getting young Saudi talent into these professions is crucial for the sector’s growth, finds a report by Amal N Zawawi and Abeer M Al Rasheed at King Saud University.

As Saudi Arabia adopts new medical technologies, training programmes and short courses can potentially plug the skills gap in areas such as AI, data analytics, robotic medicine, genome sequencing and other cutting-edge health tech. Since 2021, Saudi Arabia has invested US$3.9 billion in R&D and in state-of-the-art biotech clusters like the Saudi Human Genome Program and the Saudi Network for Clinical Trials.

European workforce challenges

In the WHO European Region, in 13 out of 44 countries providing data, at least 40 per cent of doctors are over 55 years old and expected to retire within the next 10 years. Particularly in rural areas, hospitals

Working with GenZ Fast Company has curated concrete ideas and frameworks for managing and retaining GenZ workers. Some key takeaways:

• Value their creative ideas

• O er meaningful mentorship

• Keep hours reasonable

• Avoid toxic work environments

• Be flexible

across Europe are experiencing shortages (nurses, physicians, but also pharmacists and technicians), resulting in insu icient sta ing to meet patients’ needs.

In addition, 14.4 per cent of the population aged 18-74, mostly women, provide informal long-term care to family members or friends every week. In addition to not being always adequate and available, this care resource is set to become increasingly scarce in the face of increasing demand.

Health care sta in Spain are older than the European average. Data from the Euro Health Observatory showed that in 2020, 32 per cent of doctors were over 55 years old and 20.9 per cent of nurses were over 55 years old.

In addition, 50,000 health and care workers are estimated to have died in the European Region as a result of COVID-19.

Middle East and North Africa

1. Older workers are working despite their own health conditions (1 in 5 are said to be dealing with health conditions - there is a healthcare overlap between the healthcare workforce and the patients).

2. Older workers are o en caring for elderly relatives as well as their own children or grandchildren

3. Older workers o en work parttime and from home, which a ects the workforce (eg bigger workforce needed, casual contracts etc).

4. Older people stay in roles for longer so there is a need to identify skills gaps and shortages

Australia

Australia is also experiencing a demographic shi characterised by an ageing population. According to the Australian Bureau of Statistics, 16.3 per cent of Australia’s 4.2m plus population are aged 65 or older. The rise in healthcare needs among the elderly population places a greater strain on the healthcare system, necessitating a larger workforce to meet the growing demand. These statistics clearly indicate why the demand for healthcare workers is increasing in Australia. However, many experienced healthcare professionals are reaching retirement age, leading to a significant loss of skilled workers from the workforce. The retirement of experienced individuals creates a gap that needs to be filled by recruiting and training new healthcare workers, yet the pace of replacement has not kept up with the rate of retirements, exacerbating the shortage.

Menopause

As people age, specific health challenges, such as menopause, also a ect workforce participation and productivity. Symptoms such anxiety, sleep disturbances, and reduced concentration can significantly impact performance,

JODIE SINCLAIR Senior Partner Bevan Brittan

“The combination of ageing populations, chronic disease burdens, and workforce shortages highlights the urgency of innovative solutions”

with some individuals needing to take time o or leave their jobs entirely. Organisations must address such issues openly, breaking stigmas and providing supportive work environments. By treating menopause as a standard health issue, employers can foster inclusivity and retain valuable talent.

Adapting to changing health demands

By 2050, the global population will continue to grow, necessitating additional healthcare resources such as 26,000–43,000 more hospital beds. The combination of ageing populations, chronic disease burdens, and workforce shortages highlights the urgency of innovative solutions across the globe.

With the increase in workforce shortages, demographic shi s, and technological advancements, there is

MENA solutions (Frontiers in Public Health)

• A well-trained health workforce

• Development of health school curricula to link health workforce education to population health needs

• Health practitioners to keep abreast of medical and technological developments (CPD)

• Establishment of leadership roles

• Creation of comprehensive health information systems for planning and implementing services

• Greater public health measures including public information and education

• Benchmarking of regional health systems to identify improvement areas

an urgent need for greater investments in education, training and technology, and in particular adopting supportive policies for older workers.

A focus on improving work-life balance, safeguarding mental health, and fostering leadership within the healthcare sector will also be pivotal. Enhanced data systems and increased public investment in workforce education and development are necessary to optimise resource allocation and support innovative workforce policies.

jodie.sinclair@bevanbrittan.com www.bevanbrittan.com

SHAPING THE FUTURE OF HEALTHCARE

Graham Cookson, CEO, tells Healthcare World how the O ice of Health Economics informs how to maximise health gain per dollar

Populations are ageing rapidly and multiple, complex illnesses are becoming more common, creating a perfect storm for healthcare systems. These pressures stretch already tight budgets and demand innovative solutions to persue sustainable, e ective care for all. The challenge is clear, but so is the opportunity to rethink how we deliver and fund healthcare. How to make choices and trade-o s is therefore key in healthcare – especially

when these choices can mean life or death. That’s where health economics comes in: it identifies interventions that deliver the most health for every dollar, maximising impact from limited budgets.

The O ice of Health Economics (OHE) is a pioneer in the field. As the world’s oldest independent health economics research organisation, we have been at the forefront of the field for over 60 years. Every day, we work with governments, pharmaceutical

companies and patient groups across the world to address the most urgent questions in healthcare – from the cost of drug shortages to improving e iciency in primary care.

We’re globally renowned for delivering independent insights that shape health policy and drive innovation. With 27 per cent of our research cited in international guidelines—far above the 6 per cent global average—our impact speaks for itself.

Focussing on prevention

As populations around the world get older and progressively sicker, it’s imperative that we pivot to viewing health as a long-term investment in society. Current healthcare budgets are overstretched on treating and managing preventable conditions.

Prevention – which we know has a median return on investment exceeding 14:1 –has to be a critical cornerstone of any healthcare system.

OHE has worked with government and industry stakeholders to make expert, evidence-led policy proposals focussed on investing in prevention. In 2024, we published a ‘first-of-its-kind’ study across ten countries in Asia, Australia, Europe and the Americas, commissioned by the International Federation of Pharmaceutical Manufacturers (IFPMA). That study showed adult immunisation programmes return up to 19 times their initial investment to society when their significant benefits beyond the healthcare system are monetised. This is the equivalent of up to $4,637 returned to

GRAHAM COOKSON CEO Office of Health Economics

“As populations around the world get older and progressively sicker, it’s imperative that we pivot to viewing health as a longterm investment in society”

society for one individual’s full vaccination course – and altogether, billions of dollars in net monetary benefits to society.

In the UK, the NHS spends £10 billion a year on diabetes – 10 per cent of its budget. This number is expected to rise to almost £17 billion over the next 25 years. Of this current expenditure, nearly 80 per cent of diabetes spending is on complications – many of which are preventable.

A landmark report at OHE highlighted that although the NHS’ diabetes prevention programme is both coste ective and successful in reducing the chance of developing diabetes by 37 per cent, only 200,000 people per year are able to access it – a mere drop in the ocean compared to the 13.6m people who are eligible for it.

Investment in prevention should unequivocally be one of the most critical elements of a healthcare system – the focus should be on spending enough to reduce preventable ill health which will then lead to lower overall strain on the healthcare system. OHE research identifies opportunities for maximised health via preventative care, and guides governments and policymakers towards smarter, actionable interventions that have a net benefit for both societal health and the economy.

Asking the right questions

Better outcomes require better evaluation of processes. Waste and ine iciency in healthcare systems is widespread -- as much as one-fi h of the European GDP healthcare spending is spent on interventions that made no meaningful contribution to health outcomes. Our research highlighted innovation as a tool to increase e iciency and identified nine potential barriers that prevent the

adoption of innovative health technologies. A major part of this is multistakeholder partnerships – we’ve found that interlocking problems require multilateral collaboration, an ethos that underpins all our work.

OHE is a global thought leader in the economics of pharmaceutical innovation. As a ‘critical friend’, we bridge perspectives and incentives of healthcare payers and the pharmaceutical industry to identify innovative, actionable solutions.

A key part of finding the right solutions is asking the right questions. Much has been said in the UK about the need to drive productivity in the healthcare system, which is critical to the NHS’s long-term sustainability. However, a major part of addressing this is how productivity is measured. Recent OHE research proposed a new ‘valued output’ framework for measuring health system performance that focussed on what society values from a healthcare system: increased health outputs. What we measure matters. A more productive healthcare system should necessarily mean a healthier society. Unfortunately, most healthcare systems use outdated and inadequate measures of performance that lead to perverse incentives, rather than improved health outcomes.

Our research focusses on delivering evidence-based policy suggestions to improve processes, build capacity and future-proof health systems that ultimately lead to fairer, healthier societies.

Expert insights and collaboration

At OHE, we tackle the challenges you haven’t heard of - until we’ve solved them. We know many pressing problems that emerge in the healthcare system o en fall outside the remit of the sector, whether that’s the impact of the climate crisis or the roll-on e ects of poverty and social disparities. That’s why we prioritise collaborating with stakeholders across sectors and around the world to anticipate the biggest questions of tomorrow and address them today.

Our work has real impact - it leads to better policies, smarter choices, and healthier futures.

MEET THE EXPERT

DR ANTONY CHUTHE LEARNERY

Dr Antony Chu, co-founder of The Learnery, says it’s time to change how we learn and retain information in today’s digital world

Technology has transformed nearly every aspect of our daily lives; yet education, especially in healthcare, remains largely traditional, with textbooks and exams as the standard approach. Webinars and conferences o en provide valuable information but fail to ensure that individuals truly understand and retain what they’ve learned. Similarly, healthcare systems typically o er training during orientation and through annual

sessions, but these one-time interventions don’t guarantee ongoing competency or knowledge retention.

Dr. Antony Chu, a board-certified cardiologist, clinical cardiac electrophysiologist and co-founder of The Learnery, believes this traditional system falls short of leveraging how humans best learn and retain information. According to Dr. Chu, education must move beyond passive dissemination of information to active, adaptive, and measurable learning

that ensures competency in real-world applications.

A Director of Complex Cardiac Ablation, Arrhythmia Services Section at Brown University, Dr. Chu leads a team of clinical cardiac electrophysiologists and scholars and has received multiple awards and grants for his outstanding basic and translational research in cardiac electrophysiology, molecular therapeutics, and functional imaging. He is passionate about applying data analytics, DeepONet/ Transformer based algorithms and machine learning to medtech innovation and clinical so ware-as-a-medical device solutions.

It’s not surprising that he has developed a so ware teaching and proficiency platform, The Learnery, which embraces microlearning to benchmark and evaluate the knowledge of clinicians and healthcare workers. The Learnery’s proprietary microlearning approach breaks complex concepts into microlessons, proven to increase depth of knowledge and enhance retention. The Learnery platform is adaptive and employs knowledge checks to ensure users retain up to 80 per cent

“Technology exists to facilitate human performance, not define it”

of content in their long-term memory. In his opinion, education needs to harness the best adaptive algorithms and AI to help busy students and professionals accomplish their goals.

Why did you want to work in healthcare?

Dr Chu: As a college freshman, I witnessed a horrific bike accident. No one knew what to do, and I felt completely helpless. That moment inspired me to learn basic first aid and eventually become a paramedic. I loved the organised chaos of emergency situations and knew I wanted to dedicate my life to healthcare.

I was fortunate enough to have great opportunities in some of the best medical institutions in the world. I went to Yale Medical School, University of Pennsylvania and Brown University where many of my mentors created the field at hand, which is cardiac physiology. I’ve been very lucky to be able to be in the presence of some impressive people in a time when you couldn’t hide behind technology. Then, the Harvard Macy Institute awarded me an innovation grant that really helped me develop some of the concepts for The Learnery. It was a great honor as it’s the premier medical education authority — back in the day it designed the curriculum for Harvard Medical School.

So how does The Learnery work?

The Learnery is powered by an adaptive algorithm that evaluates a user’s fluency on specific topics and delivers tailored content. It takes a weighted view on how likely it is that an individual will be able to understand and answer the question.

The engine that drives The Learnery is rooted in much of science that surrounds how human minds not only learn new information, but also how they retain it.

The concept of microlearning has been around for a long time in education. The Learnery focuses on educational content that someone might need for a particular course. The adaptive algorithm that I developed pushes very important and thoughtful questions based on that course subject to the user’s mobile. They answer them and on the back end, the algorithm remembers if the answer is right or wrong.

There are two objectives – the first is the series of content that, overall benchmarked against a class of peers, will help reach an objective more quickly. Our format is

multiple choice, best answer. Within the solution set, there are links embedded to give a deeper dive.

This information decides the kind of content that is pushed now and when will it be pushed back as a question. In this way, we can measure not only how much knowledge someone has and how much they have retained, but also how that translates into the performance benchmarks. At the end of the day, clinicians make decisions that impact human lives, and The Learnery ensures their knowledge and skills meet the highest standards.

What was the ethos behind The Learnery’s origins?

The aim was to optimise the engagement piece. The younger generation learns very di erently and what makes our platform unique is that it’s completely driven o a mobile device. It is automated in a way that it can be operating almost in real time. The Learnery content is really no di erent from anything that I’ve been teaching for three decades. By leveraging technology, we can make learning more meaningful and e ective.

The Learnery is a platform technology, so the content is a separate variable. It’s plug and play, like an engine that can be dropped into any type of car. There are many workforce labour applications for companies and entities that need their sta to be trained and assessed in real time. The key here is that the assessment tool is very quantifiable. The algorithm measures how performance changes and it can be driven to assess and optimise any human performance.

I work a lot with AI and we embed some of it into the platform so ware. In my opinion, technology exists to facilitate human performance, not define it. I’ve seen how the impact of technology a ects human performance over time. There’s an inflection point where the technology is so good at mimicking human performance that human performance becomes absent. This absence is critically important in medicine because, no matter how sophisticated someone tells you that the technology is, if you don’t have a human who can understand what it thinks it’s doing and why it might be wrong, that’s catastrophic. The idea that somehow it can replace human performance in human critical thinking is tragic because,

“In medicine, like many professions, the key opinion leaders reach the career pinnacle very late and there are massive gaps in the understanding of the technological capabilities”

again, the technology should be developed to facilitate, not to replace. And I just want this point to be really clear.

Can The Learnery technology be used to further medical innovation?

People would be terrified if they really understood how archaic modern healthcare technology is. There is no real-time medical grade channel of communication for healthcare systems anywhere in the world. Our platform can actually be used to serve a very important purpose – to connect people in times of crisis.

The COVID pandemic was like a war where none of the soldiers could communicate with each other. Similarly, healthcare providers are completely

isolated. There’s no channel of medical communication in real time. What would really be amazing is to use these types of platforms to provide a dynamic way of assessing the multiple di erent challenges we have in any situation. For example, mobile devices could capture data that’s relevant, whether it’s biometrics from the patient population at the scene, images of rashes or di erent types of serum-based tests. That data could be pushed back towards a central location to be processed.

How important is the Middle East for The Learnery?

We’re going to be onsite in the Middle East in early 2025 because, when it comes to developing these types of technologies, the US is far behind. Most of the current decision-making technology in medicine is all discrete data points that are static in the past, meaning that we’re really-atbest reactionary and we can’t predict. For this reason the Middle East is especially important because these countries are interested in new avenues.

In medicine, like many professions, the key opinion leaders reach the career pinnacle very late and there are massive gaps in the understanding of the technological capabilities. The people who control the resources lack the knowledge and understanding of technological capability. Thus progress is impeded

because they are the decision makers. That’s why the Middle East is so progressive. What happens right now is going to determine what happens for the next 100 years. It’s important to get these systems in play and do it in a way that’s impactful. We already have innovations such as nano sensor technology embedded in textiles that can measure di erent massive amounts of biometrics, or the Apple Watch which captures information. Such products will change everything in terms of how we think about ourselves, how we take care of ourselves, and how we ultimately make decisions. It’s truly exciting to be part of that future.

What does success mean to you?

Success is about the process. Innovation requires resilience because there will always be sceptics. For me, it’s not about achieving a specific goal but continuously pushing the boundaries of what’s possible. The biggest challenge for innovators is that people are always going to tell you that you’re crazy.

An exciting new concept in neurodiverse assessment and care

Rapid progress to superior life experiences through a revolutionary care pathway

Ubiquitous access through appropriate use of telehealth technology

Organisational efficiency reducing the cost of care and improving affordability

Clinical development training on the ADHD 360 Academy promoting neurodiverse expertise across the UK health workforce.

ADHD 360 delivering improved patient outcomes

ADHD 360, a virtual clinic for the assessment, diagnosis, and treatment of neurodiverse conditions. A disruptive business model, highly focussed and motivated team, plus the drive of a determined leadership have created Europe’s largest provider. Harnessing the best of telemedicine and face to face consultations through a combination of video conferencing, bespoke IT platform, and patient portal. Now assessing an average of 1000+ patients each month.

A paradigm improvement in clinician productivity with a bespoke rules-based process and the support of a highly motivated and efficient front office team all trained in the ADHD 360 Academy. A service with quality at its core, rigorously audited by the UK Care Quality Commission, caring for previously under provisioned patients and their families.

HOLDING OUR OWN FUTURE IN OUR HANDS

As outgoing US Surgeon General

Dr Vivek Murthy calls for alcoholic drinks to carry cancer warnings, it’s a timely reminder that we all should take responsibility for our own health. Gone are the days when a friendly doctor in a white coat would hold your hand and reassure you that a little ‘pick you up’ will do no harm – now we all must have a plethora of medical information at our fingertips.

In healthcare, self-care is known as wellness. This term includes preventative measures to keep the body healthy, not just looking a er it when it is feeling under the weather. And with the state of some national health systems, it’s advisable to be aware of your symptoms and be informed, so you can’t be fobbed o with paracetamol and a pat on the head.

So how do we embrace wellness? The obvious place to start is by exercising. Just this month a new survey has shown that by doing exercise even once a month is enough to reduce the risk of developing breast cancer, and of preventing it spreading if diagnosed. It doesn’t mean you have to aim for the yoga splits in your 90s, but it’s not a bad target if you enjoy it.

Alcohol and cancer

Gen Z seem to have the art of self-care more sorted - young adults drink less than their counterparts in the 80s. We now know that alcohol is a well-established risk factor for several types of cancer, including cancers of the mouth, throat, oesophagus, liver, colon, rectum, and breast. Despite this, awareness of these risks among adults remains low – hence the Surgeon-

General’s announcement. Alcohol is the third leading preventable cause of cancer in the United States, accounting for approximately 100,000 cancer cases and 20,000 deaths annually.

Dr Murthy recommends updating health warning labels on alcohol and revisiting current U.S. Dietary Guidelines, which recommend up to two drinks per day for men and one for women. Emerging research shows that even moderate alcohol consumption can increase cancer risk. It’s also a direct factor in the development of dementia and Alzheimer’s disease as it kills o brain cells. Armed with this knowledge, it’s easier for people to refuse alcohol when in company – they can cite their own wellness journey.

Ultra-processed foods

The availability of foods and cuisine from all parts of the globe is one of the real enjoyments of today’s societies. But we should really question whether we ought to eat products that are stu ed with chemicals to prolong their shelf life or enhance their flavour. They o en contain additives, preservatives, and artificial flavours which have been linked to a range of health issues, including obesity, heart disease, diabetes, and certain cancers. In the UK, it’s shocking to learn that 57 per cent of adults’ daily energy intake comes from UPFs, rising to 66 per cent in adolescents.

In January this year California Governor Gavin Newsom issued an executive order targeting these foods, aiming to enhance access to fresh, healthy options through public health initiatives such as using public funds from California’s hospitals and the Medi-Cal Managed Care programme. But despite the best e orts of politicians, marketing executives won’t miss any opportunity to label processed foods as healthy alternatives, requiring us all to examine food labels and not choose anything that has additives of any description.

It’s clear that many of us don’t have the time to cook from scratch for every meal. Even the French are moving towards faster food as life gets more complicated. In the UK nearly every other television programme is about cooking and eating, so we are absorbing information without realising it. If we can combine this knowledge with a desire to live well to prevent illness and increase our longevity, then we hold our futures in our own hands.

SARAH CARTLEDGE EDITORIAL DIRECTOR

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COMPASSIONATE REGULATION

Andrew Hoyle of GMC explains to HW Editor Sarah Cartledge the importance of kindness in the healthcare landscape

The role of regulators is crucial in ensuring the safety, quality, and integrity of healthcare services. The need for compassionate leadership and its e ect on the delivery of safe patient care is now well evidenced.

The role of the GMC or General Medical Council in the UK extends beyond holding the register of practising doctors and taking action on concerns raised with fitness to practise processes. The GMC sets the standards for doctors working in the UK, as

well as setting the standards that medical schools are expected to meet in the delivery of their education, and setting the outcomes that doctors in training should achieve. Its purpose is to promote patient safety and public confidence in the profession. The GMC reports analysis and insights on the doctor workforce, how it is changing, its trajectory, and on doctors’ workplace experience to highlight where change is needed for doctors to ensure they are empowered to deliver the best quality

care. The organisation is in a unique position to collect and analyse data on the workforce and commissions further research to identify workplace and related issues.

In January 2024, the updated Good medical practice came into e ect. This is the first time it has been revised in almost a decade and it includes a significantly strengthened focus on workplace culture and on treating colleagues fairly and supportively.

Understanding compassionate regulation

Compassionate regulation involves an approach that balances the protection of the public with the well-being of healthcare practitioners and everyone who interacts with the

GMC. It recognises the human aspects of healthcare work, aiming to create an environment where practitioners can thrive while delivering quality care,

ANDREW HOYLE Assistant Director Decisions & Case Examiners GMCSI

“Having kind and supportive management teams makes the work environment more effective and of course ultimately enhances patient safety and the care of patients”

emphasising the importance of empathy, fairness, and public safety.

“Our experience is that, particularly for international medical graduates , having kind and supportive management teams makes the work environment more e ective and of course ultimately enhances patient safety and the care of patients,” says Andrew. “It’s right that we impose our expectation on doctors to be kind to one another. We talk about being compassionate and expecting doctors to be compassionate to their patients, but we should also be compassionate to one another. From the regulator’s perspective, our compassion extends to doctors but also to witnesses and vulnerable patients or complainants who are part of our fitness to practise processes.

Key Strategies for Compassionate Regulation

1.Empathetic Communication

• Active listening: Regulators should engage in active listening to understand the concerns and challenges faced by practitioners. This can be facilitated through regular forums, surveys, and engaging with doctor representative organisations.

• Clear guidance: Provide clear, accessible information about regulations and expectations, helping practitioners understand compliance without feeling overwhelmed.

2. Supportive Policies

• Wellness programmes: Employers should implement wellness initiatives that promote mental health and resilience among healthcare workers.

• Flexible compliance models: Create regulatory frameworks that allow for consideration of the contexts of healthcare settings.

3. Collaborative Engagement

• Stakeholder involvement: Involve practitioners in the development of regulations to ensure that their insights and experiences shape policies.

• Interdisciplinary partnerships: Collaborate with other organisations, such as professional associations and educational institutions, to promote best practices and share resources.

4. Education and Training

• Ongoing education: O er training that helps practitioners understand regulatory requirements and best practices for compliance.

• Compassionate care training: Incorporate training on empathy and patient-centred care into continuing education for practitioners, emphasising the human aspects of healthcare.

Rising Burnout and Workforce Strain

The latest data highlights a stark intensification of pressures faced by doctors from 2021 to 2022, with significant impacts on workload, wellbeing, and patient care.

• Workload Intensification:

o 70% of doctors reported working beyond rostered hours weekly, up from 59% in 2021.

o 68% struggled to take breaks weekly, compared to 49% in 2021.

o 42% felt unable to cope with their workload weekly, rising sharply from 30% in 2021.

• Declining Job Satisfaction and Wellbeing:

o Job satisfaction plummeted to 50% in 2022, down from 70% the previous year.

o A quarter of doctors were at high risk of burnout, up from 17% in 2021, measured using the Copenhagen Burnout Inventory.

• Trainees and Trainers Under Pressure:

o 66% of trainees and 52% of trainers were at high or moderate risk of burnout in 2022.

• Career Changes on the Rise:

o Over three-quarters of doctors considered a career change in 2022, compared to 58% in 2021.

o Those taking concrete steps toward leaving medicine—such as applying for new roles—more than doubled from 7% to 15%.

• Impact on Patient Care:

o 44% of doctors found it di icult to provide adequate care at least once a week, a significant increase from 25% in 2021.

o The proportion of doctors who never face this issue has halved, dropping from 33% in 2021 to 15% in 2022.

This growing strain on the medical workforce poses urgent challenges for healthcare systems, with implications not only for doctor retention but also for the quality of patient care. Addressing burnout and workload is crucial to sustaining the workforce and ensuring the standard of care patients need.

Importance

Understanding and empathising have become increasingly important as doctors – especially the most junior ones – are pulled in multiple di erent directions and expected to work not just in one static role, but across teams, across specialties, and with those in other roles. Showing understanding is also, of course, incredibly important when doctors are under so much pressure.

Providing constructive support, moving away from a blame culture, building learning opportunities into practice and providing compassionate, constructive feedback are all key factors in the mix. As a result, doctors feel able to speak up about concerns so that issues can be tackled, giving them the confidence to behave honestly, using their professional judgement. Mistakes and missteps will happen but being afraid of the consequences encourages overinvestigation and the likelihood of errors being covered up when they occur. Both will potentially a ect patient safety.

“Good medical practice states very clearly that if doctors see other doctors breaching good medical practice, we expect them to take action,” Andrew explains. “It’s challenging, particularly with close working relationships and sometimes doing nothing can seem like the easiest course of action. But of course, our focus is on patient safety. And by doing nothing, you impact potentially on patient safety, which is why we say in good medical practice, the doctors must take action.”

Also key are the principles of good leadership. As Andrew outlines, leadership is not always a natural skill although, as a clinician progresses they will move into a leadership role. According to the Hull York Medical School in Teamworking: Understanding barriers and enablers to supportive teams in UK health systems, a leader is an individual who is understanding, supportive and approachable. Other characteristics include being outstanding professionally, strong, consistent, charismatic, self-aware, kind, calm, welcoming and compassionate.

The benefits of compassionate regulation include:

1. Enhancing Practitioner Wellbeing: Compassionate regulation reduces stress and burnout among practitioners, leading to better patient outcomes.

2. Building Trust: A supportive regulatory framework fosters trust between regulators, practitioners, and the public.

3. Encouraging Compliance: Practitioners are more likely to adhere to regulations when they feel understood and supported.

Surge in complaints

The UK medical profession saw a notable rise in complaints to the GMC over the past year. Annual complaints typically average around 9,000, but 2023 is projected to show an increase in that number. Most of these complaints originate from members of the public, possibly reflecting broader dissatisfaction with healthcare access, such as di iculties in securing GP appointments.

Complaint handling and outcomes

• Initial Closure: c. 84% of complaints are dismissed promptly as they don’t meet the threshold for regulatory action.

• Investigations: Of the remaining cases, about 850 undergo full investigation annually, representing a fraction of the total.

• Tribunal Hearings: In 2022, 210 cases advanced to formal fitness-to-practise tribunal hearings, with 60 doctors being removed for serious violations, including criminal convictions.

“The rise in complaints has not correlated with an increase in full investigations or fitness-to-practise hearings,” says Andrew. “Complaints from members of the public o en don’t reach our thresholds for full investigation. In contrast, complaints from responsible o icers or employers that have already undergone local investigations tend to be more serious so are more likely to proceed to investigation.”

This increase in public complaints underscores a potential disconnect between

patient expectations and healthcare delivery, emphasising the importance of addressing systemic issues to rebuild trust in the healthcare system.

Being a compassionate regulator of healthcare practitioners requires the maintenance of standards and public protection whilst ensuring decisions are fair, proportionate and lawful and also having in mind the enormous stress regulatory processes can have on a doctor. By having empathy, collaboration, and education, regulators can create an environment that nurtures practitioners while safeguarding patient care. Ultimately, compassionate regulation enhances the entire healthcare system, benefiting practitioners, patients, and the broader community.

REVOLUTIONISING PATIENT CHECK-IN AND PAYMENT

Emir Brdakic, COO of Convene, explains how self-service solutions benefit both patients and healthcare organisations.

In today’s fast-paced healthcare environment, enhancing e iciency while improving patient satisfaction is more critical than ever. Gone are the days of long queues, paperwork, and manual entry. These days patients want a simple, hassle-free process from the moment they walk into a healthcare facility.

Convene is leading the way by delivering innovative self-service solutions designed to streamline the patient check-in and payment process. With self-service kiosks, checking in is as easy as tapping a screen. Patients can update personal details, verify insurance, and even make co-payments without the wait. It’s like the express lane at the supermarket but for your health.

EMIR BRDAKIC COO

Convene

“Self-service kiosks aren’t just about efficiency—they give patients control over their information, ensuring accuracy and empowering them in their care”

These kiosks aren’t just about speed; they’re about giving control back to patients. By managing their own information, patients ensure accuracy and feel more involved in their care. Plus, with multilingual support, they’re accessible to a broader audience, making healthcare more inclusive. Intuitive, easy-to-use interface is designed with the patient in mind, ensuring that even those who are not tech-savvy can navigate the system e ortlessly.

Enhancing the patient experience

But patient check-in is just the beginning. For healthcare sta , kiosks are like an extra pair of hands. By handling routine tasks, they free up professionals to focus on what they do best: caring for patients. This shi not only boosts e iciency but also enhances the overall patient experience.

Managing payment for healthcare services can o en be a complicated and stressful process, for both patients and providers alike. Now patients can easily review their charges, make payments, and settle any outstanding balances—all from the same convenient platform.

Our payment system integrates seamlessly with existing healthcare management so ware, ensuring that charges are accurately reflected in realtime. With multiple payment options

available, patients can choose the method that works best for them. This flexibility not only improves the patient experience but also helps healthcare organisations reduce billing errors and improve cash flow.

Reducing administrative burdens

The healthcare industry is undergoing rapid transformation and Convene is proud to be at the forefront of this change. Healthcare facilities are constantly looking for ways to reduce administrative costs and free up valuable sta time. As a leading supplier and partner of payment and administration solutions in the Nordic region, we deliver end-to-end solutions, directly integrated with leading professional systems, which ensure seamless payment and transaction management. Every year, more than 6m people use our solutions.

By automating routine tasks like checkin and payment collection, Convene’s self-service solutions provide a significant reduction in administrative burdens. Sta can focus on more critical aspects of patient care, while the self-service system handles the repetitive tasks of data entry and payment processing. This automation also leads to fewer mistakes, as the system ensures that patient information is accurately captured, and payments are processed correctly the first time. In turn, this reduces the likelihood of delays, miscommunications, and follow-up inquiries, leading to smoother operations across the entire organisation. In addition, our self-service solutions are built with the highest standards of security and compliance in mind, using encrypted data transmission and secure storage protocols to safeguard sensitive patient information, giving both healthcare providers and patients peace of mind.

Incorporating self-service kiosks into healthcare settings is a win-win. Patients enjoy quicker, more convenient visits, while providers benefit from streamlined operations and reduced administrative burdens. They are designed to meet the needs of today’s healthcare landscape— ensuring that both patients and providers benefit from an enhanced, modernised experience.

What’s new in 2025?

What’s happening at Arab Health 2025

50th anniversary

Arab Health is celebrating 50 years of healthcare excellence. Join us at this year’s milestone event –bigger and better than ever before.

New Conference

An exciting showcase of healthcare and medical laboratory companies displaying world-class innovations.

and sustainability in in healthcare.

networking time with the Early Access add-on.

The brand-new zone added to the venue featuring more exhibitors, VIP Networking Zone, and The Eco-Sphere.

Al Mustaqbal

RETAIL CLINICS IN THE UAE

For healthcare providers, retail settings provide an opportunity to redefine patient engagement, finds a new Knight Frank report

Retail clinics, popularly termed as ‘disruptive innovation in healthcare’ are outpatient healthcare facilities located within a retail setting- examples include pharmacies, shopping malls and residential community spaces. Retail clinics evolved within the healthcare landscape during the early 2000s, primarily in the US, where they were considered a convenient, a ordable alternative to medical centres, urgent care centres, or emergency rooms.

According to insights by Definitive Healthcare, a data analytic company, in

the five years leading up to 2023, the US retail clinic market has increased by 200 per cent, while emergency room utilisation decreased by 1 per cent over the same time period. This indicates that retail clinics are reducing the burden on urgent care clinics by managing non-critical cases, albeit to a limited extent.

In 2009, Emaar established the region’s first retail clinic, The Dubai Mall Medical Center, in partnership with USbased healthcare provider Methodist International. It is a premium facility

o ering care in cardiology, orthopaedics, general surgery, endocrinology and more. Additionally, the clinic is equipped with radiology and laboratory services as well. Over the following years, this model of care has gained immense popularity in the region, prompting leading healthcare providers such as Burjeel Holdings and American Hospital to establish similar retail clinics across the UAE.

Drivers for retail clinics in the UAE Urbanisation

More than 85 per cent of the UAE’s population lives in urban areas, so retail clinics located in shopping malls and community centre provide easy access for time-constrained urban residents.

Rising Chronic Disease Burden

As per the latest available information, in UAE, 12.8 per cent of the population su er from diabetes, 29 per cent have hypertension and 18 per cent are obese. This indicates the increasing burden of chronic diseases driving demand for preventive and wellness services which are addressed by retail clinics.

Health Tourism

Dubai ranked 6th and Abu Dhabi ranked 9th on the Medical Tourism Overall Ranking (2020-2021), establishing UAE as a popular hub for medical tourists. In 2023, Dubai welcomed 691,000 medical tourists driving demand for specialised medical services. This has paved way for integrating healthcare and retail experiences where the retail clinic model o ers patients and companions both medical care and leisure opportunities under one roof.

Type of retail clinics

Retail clinics can be segmented into:

• Hospital-owned retail clinicshealthcare facilities operated or managed by hospital providers and positioned in retail settings such as malls and pharmacies. These clinics aim to extend the hospital’s reach to the community.

Examples of hospital-owned retail clinics in the UAE:

• Mediclinic and Burjeel Holdingsstrategically located within Dubai and Abu Dhabi. They o er accessible and comprehensive healthcare services in specialties such as obstetrics and gynaecology, paediatrics, dermatology, and telemedicine, seamlessly integrating with their hospitals for continuity of care.

• Mubadala Day Surgery Center - a comprehensive healthcare facility o ering day surgery, outpatient consultation, laboratory and diagnostic facilities in more than 30 medical specialties including rehabilitation. Furthermore, the centre has international medical provider satellite clinics, such as Imperial College of London and Moorfields Eye Hospital, thus evolving the retail clinic concept from primary care to an advanced care model.

Timeline – Retail Clinics in UAE

• Retail-owned clinics – These are chains operated by retail providers such as pharmacies, hypermarkets, or large retail-based groups.

Examples of retail-owned clinics in the UAE:

• Al Futtaim Group: The group’s Health Hub Clinic concept provides a one-stop healthcare experience with specialised medical specialties with a focus on primary care. The clinics are located in populated areas of Dubai, such as Dubai Festival City and Barsha Heights.

• Life Healthcare Group: The group commenced operations with multiple pharmacies across the UAE. In 2022, the group launched its first walk-in clinic, which provided primary care services within its pharmacies, o ering quick health check-ups and consultations.

Convergence of retail providers and healthcare

The convergence between retail and healthcare creates synergies benefitting both sectors.

Benefits for healthcare providers in a retail setting:

• Increased Foot Tra ic and Visibility: Retail locations, especially in hightra ic areas like shopping malls, o er healthcare providers greater visibility, attracting more patients who otherwise may not have considered healthcare services.

• Convenience and Accessibility for Patients: Patients benefit from the convenience of receiving healthcare services during routine errands, such as grocery shopping or other retail activities.

• Cross-Selling and Upselling Opportunities: Retail clinics can leverage their position within retail settings to cross-sell additional services, such as wellness programmes or specialist consultations, as well as related products such as supplements, personal care items, or prescriptions.

• Enhancing the Experience of Families: Bystanders accompanying patients to retail clinics also benefit from the setting, as they can engage in other retail activities while their family members undergo consultations and examinations. Such convenience enhances the overall experience

for families and caregivers, making healthcare visits hassle-free.

• Comfort-Oriented Environment for Patients: For some patients, receiving treatment within a retail clinic is less intimidating than a traditional hospital or doctor’s o ice. The retail setting o ers a distinctive atmosphere from the traditional clinics or hospitals, making the visit less stressful for anxious patients.

Benefits for retail provider having a healthcare facility:

• Expanding customer base: Retail outlets with healthcare facilities not only attract regular shoppers but also individuals seeking medical services. This enhances foot tra ic and expands customer segments to the business.

• Long-Term Lease Model: Healthcare providers o en enter long-term lease agreements with retail operators, ensuring stable and predictable rental income for the retail space. These long-term partnerships are mutually beneficial, with healthcare providers securing a reliable location and retailers ensuring a steady tenant.

• Activation of remote locations in the mall: These clinics typically utilise locations closer to the parking such as entrances and exits, leading to

activation of these zones in the mall, which typically are not preferred by prominent retailers.

• ‘Anchor Tenant’ Status: Healthcare operators, such as larger clinics or day surgery centres, can serve as anchor tenants in retail locations.

For healthcare providers, retail settings provide an opportunity to redefine patient engagement, o ering an integrated care experience. For retail providers, healthcare clinics are not just tenants—they are anchors that can support retailers by driving foot tra ic and encouraging longer visits, as patients and their families o en engage in shopping, dining, or other retail activities during their visit, thus creating a destination where health and convenience are intertwined. As these sectors continue to converge, a more connected, accessible, and resilient healthcare ecosystem is being formed, reshaping how people experience health and well-being.

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THE FUTURE OF TREATMENT FOR NEURODIVERSITY

Phil Anderton PhD, CEO ADHD360, on changing our mindset to deliver the mental healthcare of the future

One of the post pandemic ‘breakthrough’ areas of medicine has been the advent of the virtual clinic, utilising new technology to benefit the medical process. It is questionable whether the days of ‘face to face’ clinical contact will continue in this transformational era. For mental health treatment, virtual consultations have been a huge step forward and one we should build on.

From a strategic thinking perspective, we need to consider the criteria for success for an agent of change, and what change in medicine should be measured against. And then, how do we convince the payor to change?

These three seemingly innocuous questions influence our futures, and the answers control progress. If the payor is stuck in a mindset of this is the way we do things because this is the way we have always done this, then the predicable growth curve is to be flattened, if it exists at all.

Unintended consequences

The USA saw a burst of telemedicine companies post-COVID. While perhaps well meant, they drew the attention of the Drugs Enforcement Agency (DEA) due to what was described as ‘doctor shopping’, and an increase in the flow of controlled drugs into the general market, beyond the intended patient market, was claimed. This led to a set of DEA interventions into the American Done clinic, and subsequent charges being brought against executives of the company for distribution of controlled substances and conspiracy.

It is claimed that Done Global, through a new and innovative telehealth model, e ectively gave access to controlled stimulant medication for ADHD via their telehealth platform when the patients didn’t need them. The moment those charges were brought, the advances in medicine and treatment for ADHD began to su er, a su ering that had and for some still is, having a sincere impact on treatment availability.

If we throttle advances in medicine because of what we used to do, we stifle innovation. Returning to the known is a comfort zone, and whilst o en an inappropriate place of calm for some, it shouldn’t be the place of calm for innovators and those pushing boundaries forward.

Learning from past mistakes

The UK’s procurement processes, immersed in national state provision of services, have an equally apparent steadfast resistance to change when engaging progressive services applied to aspects of mental health, such as ADHD, that are at volume and scale. Services of the past were seen as acute, with a focused demand of minor numbers; however, the reality is that many mistakes were made, leading to the current ‘crisis’ of mental health commissioning.

Neurodiversity (for this article focused on ADHD and Autism), is rapidly becoming seen as a drain on limited resources, especially people and financial resources. Services are struggling to commission adequate provision, mainly due to three factors:

• A desire to think as we used to

• A reluctance to challenge self-taught prejudice that stifles change

• A lack of an open mind to truly identify the impact of 1 and 2 on the strategic and tactical thinking that is required to move forward.

PHIL ANDERTON, PHD CEO ADHD360

“We should use the information of our past as handrails, not handcuffs, and enjoy a new freedom of interpretation of what will work for the future”

The need for change

It is hard to believe we can progress without significant change. So where does neurodiversity sit? Historically, ADHD sat with psychiatry; it is to do with the brain and synaptic processes. But does treatment require a psychiatrist? Of course it does, some will say, as it o en involves medicine for the brain. These discussion points have validity, but they are also open to challenge. A headache involves the brain, but we treat sometimes with medicine, paracetamol, without the advice of a psychiatrist. And before we cry ‘what about the side e ects

of ADHD meds, surely they need a trained doctor’, please do go and look at the side e ects of paracetamol.

Similarly, should ADHD sit inside psychology as it is hampered and tempered by nurture? But psychology rarely embraces medical intervention, so the fit is one for challenge.

If those deciding on the future shape of services cannot see mistakes of the past, or the errors on judgement that are still heralded as the way forward, or do not have more progressive thinking available to them, then we are likely to be back

into the world of Mark Twain- where the best predictor of future behaviour is past behaviour. Maybe in this context, we should use the information of our past as handrails, not handcu s, and enjoy a new freedom of interpretation of what will work for the future.

As we look to internationalise what is good, maybe great, from UK healthcare, we must also ensure that we correctly identify where failing of thinking has detracted from the overall position of excellence. The NHS badge alone is not a single qualifier of perfection. It is a guide to 75

years of tremendous service delivery, free at the point of demand, and o en to an unqualified level of clinical excellence. We should categorically ensure that we do not seek to export everything, but only the best elements of what we proudly have.

phil@adhd-360.com

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OPINIONATED

STEVE GARDNER Managing Director

UNIVERSAL HEALTH COVERAGE REQUIRES UNIVERSAL HEALTH LEADERSHIP

The lack of knowledge, funding and focus around women’s healthcare is both a conundrum and a scandal

Think about this: women are 50% more likely than men to be misdiagnosed a er a heart attack. Why? Because for years, medical textbooks have centred male symptoms as the standard. Women’s symptoms—o en less ‘textbook’—are dismissed as anxiety or something else ‘non-urgent’.

Then there’s medical research. Clinical trials have historically focussed on men, leaving glaring gaps in our understanding of diseases that disproportionately a ect women. Autoimmune diseases, chronic pain conditions, and even female heart health remain underfunded and underresearched. Worse still, clinical trials have historically focussed on the Caucasian population, yet drugs and treatments react di erently in di erent ethnicities and between women and men, so this is double the scandal.

From a mental health perspective, according to figures from the Mental Health

Foundation, young women between 16-24 are also nearly three times more likely than young men to face mental health struggles. Yet mental health systems still fail to account for gender-specific challenges such as caregiving burdens, societal expectations, and the trauma of genderbased violence.

There is also evidence to suggest that women going through menopause are regularly diagnosed with anxiety and depression by GP’s who don’t understand menopause. Indeed, research into menopause and the menstrual cycle is criminally underfunded and we still don’t have a true understanding of the process whilst billions has been poured into research into male erectile dysfunction.

And here’s the kicker: if you’re a woman in a low-income area, your access to healthcare is even worse. Women in deprived areas of England, for example, live 7.7 years less than their wealthier

counterparts. Health inequity doesn’t just exist—it’s thriving.

In a modern society this just seems ridiculous.

So, the question is why? Is this a question of ignorance, maliciousness, or simple stupidity by male leaders across our health systems who simply don’t think about these issues because they aren’t a ected by them and therefore don’t prioritise them?

To some degree, at least, this is an issue of leadership.

If we recruit our senior leaders based on qualification and experience, we will generally end up with a group of individuals with the same levels of wealth and privilege and the same career paths.

We will also end up with a male bias, because any woman who has taken time out of her career to have and care for children will automatically have missed out on career development, contacts and experience. While it’s becoming more common for men to take paternity leave or be the primary carer for their children, nobody should ever take away the right to motherhood from a woman - so we’re again creating a bias.

So if we have many boards and leadership groups dominated by men from the same ethnic groups, backgrounds and education, and while of course there are welcome exceptions, this o en leads to us having a group of individuals who think in the same way, despite their individual views and expertise.

However, with a diversity of viewpoints from di erent social, educational, sexual and gender backgrounds, we would prompt debate at leadership level which leads to better and more equitable decision making.

If we had had greater female representation at senior leadership level across global healthcare in the last 50 years, then we wouldn’t now be playing catch up on women’s health.

Indeed, as we move towards the idea of universal health coverage for all, we need to ensure that those shaping our healthcare policy, leading clinically, financially and administratively, are truly representative of the populations they serve.

Without this there will never be universal health because some groups will always be le behind.

You can catch Steve on the ‘Healthbeats’ podcast available now on Apple Podcasts, Spotify and other podcast outlets.

Hill Dickinson’s health and life sciences team provides practical, commercial legal advice to public sector organisations, regulators and businesses at all stages of development, from start-up to established multinational.

The firm has a strong international focus and has been supporting healthcare clients looking to work in the Middle East region for many years.

We can support you to exploit opportunities in the region, with our understanding of the legal landscape and local connections to give you access on expertise including:

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