April 2018 www.healthcareglobal.

com

Using 3D
printing
to make implants
smart TOP 10
HEALTHCARE
BRANDS

CLAUDIA
TOLEDO
Elsevier’s Director of Clinical Solutions discusses the
future for digitally enhancing the patient experience

COULD
CANNABINOIDS
have a place in
paediatric care?
ABOUT GE HEALTHCARE DIGITAL
GE Healthcare Digital’s solutions help enhance patient care and operational efficiency for
healthcare providers from independent physician practices to integrated delivery networks (IDNs).
These solutions are aimed at supporting digital transformation in the healthcare industry through
continuous innovation in the next frontier of technologies, professional services and deep domain
expertise. GE Healthcare Digital’s most recent solutions include PREDIX-enabled Healthcare Analytics
Services and AI, the GE Health Cloud, Centricity 360 collaboration suite and Population Health.

For more information about GE Healthcare please visit: www.gehealthcare.com

FOREWORD
THIS ISSUE, WE start the
conversation with Claudia Toledo,
Clinical Solutions Director at
Elsevier, who highlights how its
focus on the patient journey has led
to the development of exceptional
patient-centered solutions.
The emergence of digital tools has
fully disrupted traditional models
of health. Due to a growing global
population, greater emphasis has
been placed on delivering care
which is increasingly connected
and patient-centered.
We speak with Dr James Barlow at
Imperial College London, who outlines
how the emergence of digital triage
will further support older populations
and support providers in the delivery
of personalised health solutions.
Technology companies are
increasingly moving into the
healthcare industry to enable
consumers to take full control
over their healthcare needs. We
speak with Matt Parkes, Senior
Medical Development Engineer at
Renishaw regarding how the use
of smart implants are improving
patient outcomes by changing the
way a variety of bone diseases
and injuries are treated.
Such breakthroughs in healthcare
are not just situated within the
technological field and within adult
care. Across the pharmaceutical
industry, John-David Belfontaine,
Founder and CEO of Phivida,
discusses how the CBD hemp
oil producer’s expansion across
America can benefit families and help
children suffering from conditions
like epilepsy to live a normal life
On top of this, we’ll be rounding up
the top 10 global healthcare brands,
in addition to industry events across
the globe for this calendar year.
Enjoy the issue!
www.healthcareglobal.com
www.bizclikmedia.com
3
 F E AT U R E S

10
H E A LT H C A R E S T R AT E G I E S

DIGITALLY
ENHANCING
the patient experience
H E A LT H C A R E 4 . 0 MEDICAL DEVICES

30
20
The telehealth
revolution is nderway, Using
but some hurdles remain 3D printing
to make implants
4 April 2018 smart
MEDICINE

Could
CANNABINOIDS
TOP 10

54
have a place
in paediatric
care?

42
Top
10
healthcare
brands

62 E V E N T S A N D A S S O C I AT I O N S

5
C O M PA N Y P R O F I L ES

72
Pacific Reach Properties
& Retirement Concepts
CANADA

86
State University
NY Downstate
Medical Centre
USA
 BD
USA 98
116
Lagoon Hospitals
AFRICA

7
H E A LT H C A R E S T R AT E G I E S

DIGITALLY
ENHANCING
the patient experience
Healthcare Global speaks with Claudia Toledo,
Director of Clinical Solutions, about Elsevier’s
ambition to develop personalised products
and solutions to support the patient journey

W r i t t e n b y C AT H E R I N E S T U R M A N
H E A LT H C A R E S T R AT E G I E S
ELSEVIER EFFORTLESSLY
STRIVES to support researchers,
governments and universities to
develop key insights and clinical
skills, as well as partake in essential
knowledge-sharing in an ever-
changing healthcare landscape.
Whilst the number of women in
STEM subjects remains relatively
low globally, in Brazil numbers are
flourishing. Presently one of the
largest investors in science and
technology in Latin America and
the Caribbean, a study published
on Elsevier’s Connect platform has
revealed that the country’s focus
on social and gender equality has
transformed Brazil into a country
with a diverse, skilled workforce.
The country has encouraged Solutions at Elsevier, is clearly
women to take advantage of passionate about her role within an
new opportunities, particularly industry that is ripe for disruption.
within scholarships and research “I came from an infrastructure
support. This has provided a segment of work and joined Elsevier
multitude of advantages, not least and the healthcare industry over
across the healthcare industry. 20 years ago. I have worked both
Recently acclaimed as one of in the public and private sector, for
the 100 most influential people in small and large institutions as well
healthcare under the category of as big corporations,” she says.
Innovation at the South American Disrupting traditional processes
Healthcare Exhibition (SAHE), and implementing personalised
Claudia Toledo, Director of Clinical digital tools to enhance the patient

12 April 2018
 Elsevier’s Clinical Solutions team
“THERE ARE looks at key healthcare trends
ESTIMATIONS
THAT BY 2020,
journey has become a key focus
MEDICAL
at Elsevier’s Clinical Solutions
KNOWLEDGE WILL division. The unit works tirelessly
DOUBLE EVERY to support hospitals, providers and
73 DAYS. IT WILL local governments within primary,
NOT BE POSSIBLE secondary and tertiary care areas.
In its bid to develop solutions to
TO MANAGE support clinical performance and
THIS WITHOUT professional development, Elsevier’s
TECHNOLOGY” Clinical Solutions team continually
looks at key healthcare trends which
– Claudia Toledo, Director of Clinical could influence the development
Solutions, Elsevier of new products and services to

13
H E A LT H C A R E S T R AT E G I E S
further improve safety, reduce costs
and maintain compliance at every
stage of the patient spectrum.
“We have regular meetings with
customers, as it’s not only about
Elsevier’s internal communication, it’s
about communicating with the market,”
Toledo says. “We need to understand
all the time what is happening.
“Elsevier is one of the companies
that I feel is most invested in training to
further gain awareness of influencing
factors and customer support, for
example,” she explains. “Elsevier
wants to guarantee that we are Elsevier focuses on four core areas: prevention,
updated with everything that we need diagnosis, treatment and homecare
to know about our business, our
customers, and our knowledge. This
is something of a mantra for us.” manage this without technology,
It has become essential for and without trustworthy information
healthcare providers to overhaul which Elsevier provides,” she says.
outdated ways to further drive “The solutions that Elsevier has been
efficiencies, improve and speed developing are therefore integrated
up clinical decision making, whilst to Electronic Health Records (EHRs),
improving the quality of patient which support the workflow of
care. However, Toledo adds doctors, nurses and care providers.
that this is only possible through “In Brazil, for example, we also have
reducing variability through the one of the largest ageing populations
increased use of technology. in the world. The healthcare spend
“There are estimations that by 2020, is also frozen. Although healthcare
medical knowledge will double every issues are set to increase, health
73 days. It will not be possible to expenses are not set to increase

14 April 2018
the same way. The big challenge
that we have in Brazil is how can
we guarantee that we are going to
provide the best care with less cost.”
Clinical solutions
With a keen focus on the entire patient
journey, Elsevier has developed
clinical solutions within four core
areas: prevention, diagnosis,
treatment and homecare.
“When we talk about prevention,
we have one platform called First
Consult. This is a mobile app, where
you can type in your symptoms and
this connects to a patient’s EHR in
the hospital,” comments Toledo. “The
app then provides instructions and
advice, and also advises whether a
doctor’s appointment is needed.
“Another clinical solution that we
have for prevention is our website,
Health Library. This is where the
hospital can provide instructions
for wellness. It also helps the
hospital remain connected to the
patient, even when the patient is
not situated in the hospital.”
15
H E A LT H C A R E S T R AT E G I E S
“FROM THE MOMENT THE DOCTOR
DETECTS A PATIENT’S CONDITION,
THEY UTILISE ELSEVIER’S CLINICAL
PHARMACOLOGY SOLUTION, WHICH
INCORPORATES A CHECKLIST OF ALL THE
TREATMENT THE PATIENT WILL NEED,
WHILST FOLLOWING BEST PRACTICES”
– Claudia Toledo, Director of Clinical Solutions, Elsevier
Through its medical platform, Clinical
Key, medical professionals are also
provided with essential clinical data
which supports the delivery of a
swift diagnosis, where the patient
is then able to receive treatment.
“From the moment the doctor
detects a patient’s condition, they
utilise Elsevier’s Clinical Pharmacology
solution, which incorporates a
checklist of all the treatment the
patient will need, whilst following
best practices,” Toledo states.
Additionally, Elsevier houses
exceptional care planning, and has
developed digital tools to place all
16 April 2018
interdisciplinary areas of the hospital
into the same treatment plan.
“Nursing, physical therapy,
phrenology and nutrition – all
parties follow the same treatment
plan to provide transparency and
guarantee care which is increasingly
connected,” Toledo adds.
Lastly, even when patients are
discharged from hospital, Elsevier
has recognised the importance for
treatment to continue, particularly for
those with long-term chronic diseases
such as hypertension and diabetes,
and utillises digital tools such as
videos to provide further guidance.
Positive patient outcomes
Across Elsevier’s Clinical Solutions
division, visionary group RELX
has supported the company’s
development of patient-centred tools
and aims to further drive its healthcare
vision for the future. “RELX is a
source of inspiration, and a vision for
Elsevier to follow,” observes Toledo.
Additionally, with the rise of
technology companies entering
the healthcare space, Toledo
expresses optimism of the
benefits which this will deliver.
“Products such as the Apple
Watch, which encourages you
to walk 10,000 steps per day, is
something positive. When this
connects to a healthcare system, we
can provide real information about
a patient direct to the hospital. This
helps the hospital to gain increased
insight and an understanding
of the patient as a whole.”
Elsevier’s focus on improving
clinical outcomes through evidence-
based care is therefore clear to
see. The company will continue to
innovate and develop patient-focused
products and services to enhance
the quality of care and deliver patient
outcomes at each and every turn.
17
 We deliver
you the
stories that
matter…
Click to read

N A LY SIS, E X EC U TIV E IN T E R V
NEWS, A

www.supplychaindigital.com

H O M E TO I N D U ST RY– L E AD I N G D I G ITAL
B U S I N ES S P L AT FO R M S
 “We recently worked with BizClik Media on an article
which characterizes and explains the total value that
Kudu Supply Chain has on company growth plans.
From start to the finish, it was a pleasure working with
the BizClik team. The feedback we have received from
different audience groups on the article was phenomenal.
It has attracted a lot of interest and attention to our
company, our growth plans and has definitely created
additional value to what we are trying to achieve.”
– Murat Ungun, Senior VP Supply Chain Kudu Corp

X C LU SIV E C O M P A N Y R E P O RTS
VIEWS, E

HAVE YOU SEEN OUR

OTHER TITLES?
H E A LT H C A R E 4 . 0
 The telehealth
revolution is
underway, but some
hurdles remain
Despite the idea of telemedicine being around
for well over a century, it has yet to see
widescale global adoption. Professor James
Barlow details some of the reasons why
Writ ten by STUART HODGE
H E A LT H C A R E 4 . 0
TELEHEALTH HAS ACTUALLY
been around for a long time. The
very first report of telemedicine in a
scientific journal was in 1879 in The
Lancet. It was a report of a telephone
diagnosis, where the doctor held the
receiver of the phone to the patient’s
chest and made a diagnosis from
that. Then you have the flying doctor
service, which has been around in
Australia for 90 years. Why, then, does
it not feel like the medical industry
has fully embraced the technological
shift we’ve seen over the past quarter
of a century to its full potential?
To try and find out, Healthcare
Global spoke to James Barlow,
Professor of Technology and
Innovation Management (Healthcare)
at Imperial College Business School,
and author of ‘Managing Innovation offers huge prospects to improve the
in Healthcare’. By his own admission, quality of care,” Barlow says, “and
he has spent the last 15 to 20 years to shift care from expensive settings
trying to work out why the adoption like hospitals out to the community.
of ideas is so slow within healthcare, “There have been a huge
but even he says there’s no one number of trials and there is an
quick answer to that question. “A lot evidence base, yet all countries
of work I’ve done has been around are finding it immensely difficult
remote care to telehealth, to telecare, to get it adopted as part of a
telemedicine, because it’s a very mainstream healthcare system.
interesting example of a technological “I think we need to make a
innovation, which, at least on paper, distinction between telehealth

22 April 2018

services and what I call ‘telemedicine’,
which is much simpler in the sense
that it’s essentially a patient and
a doctor, or specialist, who will
be remotely situated. It’s all about
diagnosis, and triage, and looking at a
particular type of data from the patient,
which is inherently sort of simpler to
put in place than patient monitoring,
or monitoring elderly people, in real
time, in their own homes or on a
mobile basis where you’ve got much
“There have been
a huge number of
trials and there is
an evidence base,
yet all countries are
finding it immensely
difficult to get
[telecare] adopted as
part of a mainstream
healthcare system”
– James Barlow, Professor of Technology
and Innovation Management (Healthcare)
at Imperial College Business School
more complex processes involved.
“It usually spills across different
parts of the heath and social care
system. So there’s been a lot of
telemedicine in the form of video
consultations and simple sort
of telediagnostics, going back a
long time and obviously right back
to the flying doctor service.
“But, as I say, that’s easier to put
in place because it’s basically just a
patient and a specialist, and it’s doing
23
H E A LT H C A R E 4 . 0
one thing at a time. It’s when you
start looking at these telehealth and
telecare services aimed at people with
multiple chronic conditions, or who are
frail and elderly, and you’re monitoring
different vital signs, movement in the
home, medication and compliance.
It just becomes an inherently more
complex thing to put in place.
“So that is basically why it’s
difficult to implement. You’ve got
several different parts of the care
system involved. As we know, health
and social care is very fragmented.
There are different financial silos,
different sorts of professional
silos, and you’ve got to align all
those if it’s going to work.”
The complexity of how health
services around the world are
funded is without doubt one of, if
not the biggest barrier to widescale
adoption, alongside the fact that no
solution or technology has come
to the fore which guarantees cost
savings for a healthcare provider.
The lack of any sure-fire solutions on
the market is a problem, but it does
appear, at least, that a market and
competition is being created when
it comes to how specialist medical
equipment is now being produced.
24 April 2018
“Health and social care
is ver y fragmented.
There are different
financial silos, differen
sorts of professional
silos, and you’ve got
to align all those if
it’s going to work”
– James Barlow, Professor of Technology and
Innovation Management (Healthcare) at Impe
College Business School
“All the big global electronics traders
are now involved,” Barlow says.
“Back in the early noughties, it was
very much specialist companies
just making one sensor monitor,
for example, for a particular length
of time. But now it’s Philips, it’s
Samsung, it’s Siemens, all involved
in telehealth and telemedicine, and
trying to push it. I think the momentum
will speed up from now on.”
Barlow was involved in the world’s
biggest trial of telehealth and telecare,
the Whole System Demonstrators
programme, which was funded by
the UK Department of Health and
finished about six years ago. Despite
e
nt
d
erial
the scale of that trial, there still
wasn’t enough definitive evidence,
according to him, and that appears
to be part of a wider ambiguity when
it comes to understanding the costs
and benefits of these systems.
There are, however, some
parts of the world, including a few
Mediterranean countries, which have
pushed ahead in terms of embracing
the benefits of telemedicine. “Spain
and Italy have got what I would
regard as mainstream services,”
says the 61-year-old. “The Veterans
Health Administration in America
does use a lot of telehealth.
“There’s a lot of telemedicine,
particularly in developing countries
where you’ve got problems with
access to doctors, GPs or specialists.
There are circumstantial examples of
straight telemedicine where the patient
and a nurse in a village are talking to a
doctor in a hospital in a city. So that, I
would say, is becoming mainstream.
“When it’s focused on specific
conditions and you can roll it out
for a particular group of people
25
 “What’s different now
compared to 10 years ago
is the fact that more people
have got Fitbits and Apple
watches, and there’s a
whole generation of people
becoming used to monitoring
aspects of their health”
– James Barlow, Professor of Technology and
Innovation Management (Healthcare) at Imperial
College Business School

26 April 2018

then I think that does make it
easier to implement. It’s when it’s
targeted at a generally frail, elderly
population that it becomes much
more difficult because there is just
so many other factors involved,
which would have to be in place.
“You’ve got to have housing
services and home visiting, social
care has to be involved, and frail
and elderly people have multiple
commodities so you’re monitoring
lots of different medical conditions.
It’s just a wholly different order of
magnitude and complexity when
it comes to elderly people.
“What’s different now compared
to 10 years ago is the fact that
more people have got Fitbits and
Apple watches, and there’s a whole
generation of people becoming used
to monitoring aspects of their health.
“There’s a generation of people
now who are comfortable with the
idea of monitoring their health and
the data being looked at by other
people, or more sophisticated
algorithms that can interpret
H E A LT H C A R E 4 . 0
what’s going on from the data.”
As the population changes and
becomes more accepting of change,
then the more likely it is that change
will begin to happen in earnest.
Barlow is in no doubt that things
are improving slowly in terms of
global uptake, but he still reckons
we are at least a decade away
from seeing fully-integrated
telehealth systems becoming
mainstream around the world.
“Version two of remote care then
I think will be focused on elderly
people, and that hasn’t happened
yet,” he adds. “I think it is a sort of
10-20 year horizon to get remote care
for elderly people fully-embedded
in health and social care systems.
“It’s not the technology or the actual
users of telehealth that are the barrier.
It’s the organisational and funding
issues that are the big challenges,
and reorganising services for elderly
people is a massive problem for health
systems around the world – and you
need to do that around the technology,
so that’s the big challenge.”
27
JOIN THE WORLD’S FASTEST GROW

READ THE LA
WWW.CONSTRUCT

H O M E TO I N D U ST RY– L E AD I N G D I G ITAL
B U S I N ES S P L AT FO R M S
WING CONSTRUCTION COMMUNITY

ATEST ISSUE
TIONGLOBAL.COM

March 2018 • USA EDITION

Business
process
outsourcing
and the digital
revolution
CITY FOCUS
AUSTIN

HAVE YOU SEEN OUR Top 10

Most expensive
restaurants

OTHER TITLES? BREAKING

®

THE MOLD
OF I.T Andres Cubero, the Jetro
Restaurant Depot’s first-
ever CIO on recognizing the
importance of digitization
MEDICAL DEVICES
Using
3D printing
to make implants
smart
Healthcare Global hears from
Matt Parkes, Senior Medical
Development Engineer at
Renishaw, about how smart
implants are improving patient
outcomes by changing the
way a variety of bone diseases
and injuries are treated
Writ ten by DAN BRIGHTMORE
BACK IN THE 16th century, broken
bones were physically manipulated
back to the correct orientation
by a bone setter. Failing that, the
local blacksmith would step in.
Thankfully, advances in medical
treatments since the early 1900s
have allowed surgeons to use metal
implants in healthcare, typically
to treat bone diseases including
osteoarthritis and inflammatory
rheumatoid arthritis, as well as in
reconstruction therapy. Though a well-
established technology, traditional
implants often cause challenges for
patients and surgeons. One area
currently being developed is that
of smart implants, which improve
patient outcomes, bringing the
technology into the modern age.
“Implants can be smart in two
ways, either by being additively
manufactured to produce patient
specific implants (PSIs) from
computed tomography (CT) data, or by

Smart implants
are a key focus
for Renishaw

32 April 2018
MEDICAL DEVICES
incorporating sensors,” explains Matt
Parkes, Senior Medical Development
Engineer at Renishaw, a company
at the forefront of new engineering
technologies utilised across sectors
in everything from jet engines to
dentistry. “Still in the early phases of
development, inbuilt sensors could
collect patient-specific data, enabling
surgeons and other healthcare
professionals to tailor treatment to
the needs of individual patients.”
What patient challenges can PSIs
help overcome? “One of the key issues
that traditional implants present
is loosening,” explains Parkes.
“Particularly common following
joint replacement procedures,
loosening can be a result of
poor osseointegration – the
structural and functional
connection of the implant
with the patient’s bone. This
can occur due to wearing
over time and is exacerbated
by factors including infection and
poor compliance with advised
physiotherapy regimes.”
Parkes notes this can be
exacerbated by the limitations of
traditional metal implants, which
are only manufactured in a discrete

33
MEDICAL DEVICES
number of shapes and sizes. “It
is unlikely patients will receive an
implant that fits them accurately,”
he concedes. “This can cause poor
physical function and contribute to
loosening. Poor physical function
can also occur because of stress
shielding – the process whereby
metal implants remove stress
from the patient’s bone. The bone
responds by reducing in density
and therefore becomes weaker.”
Parkes also highlights the increasing
incidence of obesity as one of the
reasons why joint replacements are
becoming more common in young
people. “This poses longevity issues
as implants can reach their maximum
lifespan and need replacing several
smart implants are changing medicine
34 April 2018
times during the patient’s lifetime,”
he says. “To combat these issues,
researchers and engineers have
been developing implants in new
ways, using techniques such as
additive manufacturing (AM). The
technology aims to improve the
form, fit and function of implants.”
AM, also known as 3D printing,
offers exciting opportunities to
develop new technologies across
industry sectors. It can remove
many of the constraints seen in
more traditional manufacturing
methods such as milling, casting
or fabrication. This opens up new
possibilities for complex geometries
and mass customisation of parts, at
a commercially viable cost, that were
3D CAD image of a hip x-ray,
 “Renishaw's laser melting is a pioneering
previously additive manufacturing process capable
unfeasible. of producing fully dense metal
3D printing
parts direct from 3D CAD
is highly suited
to the production of files using a high-powered
medical devices in both fibre laser”
cobalt chrome and titanium,
and capable of producing complex Matt Parkes,
features and accurate parts. Senior Medical Development
Engineer, Renishaw
Renishaw is working to apply
additive manufacturing to custom field for over
medical device production for 10 years,
craniomaxillofacial implants and but Parkes
guides, and is keen to work with believes the
its customers to improve existing technology is
custom devices and develop new yet to reach its full potential in this
applications that are yet to be industry. “Because AM builds an
exploited. “Renishaw’s laser melting implant layer by layer, it’s possible
is a pioneering additive manufacturing to produce PSIs that are a more
process capable of producing fully accurate fit for the patient. The
dense metal parts direct from 3D manufacturing method also has fewer
CAD files using a high-powered geometric constraints than subtractive
fibre laser,” explains Parkes. “Parts manufacturing. PSIs designed and
are built from a range of fine metal manufactured according to a patient’s
powders that are fully melted in CT scan encourages the implant to
a tightly controlled atmosphere integrate with the patient’s bone,
layer by layer in thicknesses reducing the risk of loosening.”
ranging from 20 to 100 microns.” As a result, patients are less likely
AM has been used as a to suffer pain or require revision
manufacturing method in the medical surgeries. “As well as being able to

35
MEDICAL DEVICES

“One parameter a sensor could

measure is temperature,
as a raised temperature can indicate an
infection before symptoms appear”
Matt Parkes,
Senior Medical Development Engineer, Renishaw

36 April 2018
manufacture an exact shape, AM
enables surgeons to control additional
properties of the material,” he adds.
“They can design implants that
mimic the patient’s bone stiffness,
density and trabecular structure,
which can reduce stress shielding
and improve osseointegration
and physical function further.”
Implants can also be made
smarter by adding sensors. This
allows clinicians to accurately
measure patient data – a key to
evidence-based medicine, notes
Parkes: “One parameter a sensor
could measure is temperature, as a
raised temperature can indicate an
infection before symptoms appear.
This could benefit both patients
and doctors by enabling treatment
before the infection becomes
complicated and expensive to treat.”
Parkes believes sensors could
also be incorporated into bone
reinforcement implants, which are
used to help fractures heal. “In this
example, sensors can measure the
strain exerted on the implant, which
indicates the extent the fracture
has healed. From this information,
surgeons can determine the best
time to progress the patient to the
next stage of therapy and could also
identify healing problems earlier than
currently possible,” he argues. “As
implant loosening can be affected by
non-compliance with physiotherapy,
technology has been developed to
overcome this issue. Incorporating
accelerometers to monitor the
movement of patients would allow
healthcare professionals to remotely
obtain data. These could be used
to determine whether a patient is
complying with their prescribed
physiotherapy and rest regime.”
One institute developing technology
in this field is a collaboration between
Renishaw and Western University
in Ontario, Canada, which has set
up the Additive Design in Surgical
Solutions (ADEISS) Centre to bring
together clinicians and academics
to generate novel 3D printed
medical devices. “ADEISS recently
showcased the smart hip concept,
which uses temperature sensors and
accelerometers to collect patient
data that can be communicated to
a remote device,” reveals Parkes.
“By making use of advanced
sensor technology, there is now
potential for the development of
implants that can detect an infection
37
MEDICAL DEVICES
and subsequently secrete the
appropriate dose of antibiotic to treat
it before it becomes symptomatic.
This could reduce the number of
patients admitted to hospital.”
The ultimate driving force for
developing smart implants is the
potential to considerably improve
patient outcomes. Parkes believes
AM offers several benefits, one
major advantage being that the fit
time schedule is reduced – a benefit
to both patients and surgeons.
The benefits smart implants have
over traditional metal implants could
mean patients would suffer less
pain and discomfort and be less
Additive
manufacturing
solutions for
healthcare
applications -
removable
partial dentures
38 April 2018
likely to become seriously ill due
to infection while at lower risk of
needing revision surgeries – critical
for younger patients. However, Parkes
maintains that for widespread clinical
adoption of smart implants, there
are still challenges to overcome.
“Clinicians must run clinical studies
to collect data on the safety and
performance the implants offer to
patients,” he says. “This must all be
done in line with regulations such
as the EU regulations on medical
devices. A further key consideration
is the processing of personal data in
smart implants and how that data is
used by the industry and clinicians.”
 The treatment of bone
diseases and injuries
has come a long way
since the days of
bone setters and
blacksmiths, with
patients now able
to receive metal
implants specifically
designed to their
individual requirements.
Parkes expects that
trend to develop further
as new technology is enhanced: uptake of additively manufactured
“Pioneering research institutes and data-driven implants is set
are overcoming the hurdles and to rise, improving outcomes for
improving the technology, so the patients and hospitals.”

About Renishaw
UK-based Renishaw is a world leading
engineering technologies company
with over 4,000 employees located in
the 35 countries. For the year ending
June 2017 Renishaw recorded sales
of £536.8mn (US$748.9mn) with 95%
coming from exports. The company’s
largest markets are China, the USA,
Japan and Germany. Renishaw has
made a significant commitment to
research and development, with up
to 18% of sales invested in R&D and
engineering annually. The majority of
this R&D, as well as manufacturing of
the company’s products, is carried
out in the UK. Renishaw’s success
has been recognised with numerous
international awards, including
18 Queen’s Awards recognising
achievements in technology,
export and innovation. Find out
more at www.renishaw.com

39
VISIT OUR WEBSITE READ THE LATEST ISSUE
 MEDICINE

Could
CANNABINOIDS
have a place in
paediatric care?
JOHN-DAVID BELFONTAINE,
FOUNDER AND CEO OF PHIVIDA,
TALKS ABOUT HOW THE CBD HEMP
OIL PRODUCER’S EXPANSION
ACROSS AMERICA CAN BENEFIT
FAMILIES AND HELP CHILDREN
SUFFERING FROM CONDITIONS LIKE
EPILEPSY LIVE A NORMAL LIFE

Writ ten by DAN BRIGHTMORE

MEDICINE
PHIVIDA’S FOUNDER AND CEO
John-David Belfontaine started out
in the food and pharma industry
as a wholesale CBD (cannabidiol)
hemp oil commodities broker with
partners in Europe and across the US.
Phivida now has major distribution
partners for its CBD products, and is
preparing for the commercialisation
and launch of a strategic suite of
CBD infused foods and beverages
alongside a range of clinical grade
products for healthcare practitioners.
With a promotional drive currently
focusing on Washington, Oregon and
California in the US, the company is
also making inroads to expansion into
new markets in Asia and the UK.
“We’ve gone from being a
commodities-based wholesale farming
company into one that focuses on
creating branded formulations of CBD not the high. We want to
infused natural health products eligible offer products to people that
for sale in stores,” explains Belfontaine. will not only treat their conditions with
“Compared with other products, we’re a therapeutic dose of cannabinoids
offering the medicine but none of the with full-spectrum hemp oil extract,
side effects. We’re all about health, but also have an element of nutrition
combined with a supplementary
regimen for a more holistic approach
to alternative plant health.”
Belfontaine has attracted
an advisory board chaired

44 April 2018
 “Compared with
other products,
we’re offering
the medicine but
none of the side
effects. We’re
all about health,
not the high”
– John-David Belfontaine, Founder
and CEO of Phivida

HOW
CANNABINOIDS

WORK

“As we were looking to acquire farms

by Jon
Silverman, the
former Executive Vice
President of Seagram, including the
likes of Jim Bailey, former GM of Red
Bull Canada, and Bill Ciprick, former VP
of Proctor & Gamble Healthcare. “You
don’t normally see this level of c-class
executives being involved in a startup,
but our story begins with an element
of benevolence,” explains Belfontaine.
across the US we connected with
farming families and heard stories of
children suffering with various forms of
intractable seizures. We experienced
first-hand what full spectrum hemp
oil can do to help a child suffering
from such a severe disease. Some
of these families have given us
stories that are like little miracles.”
While the idea of introducing the
cannabis plant for paediatric care may

45
MEDICINE
seem a step too far for some,
Phivida feels that the potential
benefits must be recognised
and taken into account.
Belfontaine has met families
with children suffering from
epilepsy experiencing up
to 450 seizures a week,
typically suffering broken
bones due to the nature of
their drop-down seizures.
“Most of them are 95% terminal
and don’t make it over the age of 15
due to liver failure from the ant-seizure
drugs they’re taking,” he says. “The
families are typically in financial ruin
due to being under-insured. After
seeing these families use full spectrum
hemp oil (a product that has no THC
but is rich in cannabinoids that are
not psychoactive) for a 30-day period,
these children go from catatonic and
potentially terminal to coming back
to life. Mothers talk about meeting
their children ‘for the first time’ at the
age of 10 when, thanks to a simple
plant medicine, they finally have the
opportunity to go to school after being
prisoners in their own bodies for so
long. There’s a bright horizon. We all
have an element of wanting to do some
good in the world and that’s why we’ve
46 April 2018
“The Phivida
Families Program will
subsidise and support
any family with a
child under the age
of 18 or elderly parent
over the age of 65
that’s under insured
and give them the
product for free”
– John-David Belfontaine, Founder
and CEO of Phivida
attracted such a great team.”
Has Phivida hit on wider
potential to more widely use
cannabinoids in chidlren’s
healthcare as well as for adults?
Belfontaine identifies a triple
mission for Phivida: to be a
leader in the healthcare sector
with its alternative products, to
educate through research and to
partner with scientists to further the
understanding of what’s possible in
the field of plant health. An important
element is the Phivida Families
Program with its three pillars of
education, research and subsidy. “The
47
MEDICINE

“Mothers talk about meeting their children

‘for the first time’ at the age of 10 when, thanks
to a simple plant medicine, they finally have
the opportunity to go to school after being
prisoners in their own bodies for so long”
– John-David Belfontaine, Founder and CEO of Phivida

clinical research on cannabinoids has already captured the

attention of healthcare practitioners, regulators, professional
athletes and the media, which is why investors are so
keenly interested in the industry,” Belfontaine says. “One
of the factors that sets Phivida apart is our unwavering
support for research and education into this important
field of health and wellness, and our commitment to apply
what we learn to benefit families. Appointing our clinical
advisory team is an important first step in that process.”
Phivida’s clinical advisory team includes Dr Sunil Pai, Dr
Joost Luecker, Dr Brian Martin and Dr Chris Meletis –
all naturopathic MDs with PHDs in Botany. They
have taken Phivida’s analysis on clinical trials
previously performed around the world
and compiled it into a concise literature
review format for medical practitioner
review. “We’ve created a seminar series
to go around universities and educate

48 April 2018
practitioners to teach natural path
doctors how to use this product
responsibly in their medical practice,”
reveals Belfontaine. “It’s something
that’s never been done and we’re happy
to do. It has a business function, but at
its core it’s a give-back program that
also helps us to communicate with
practitioners – at no time is our product
mentioned in any of these seminars, nor
do we solicit promotion of our product.
It’s focused solely on the benefit of
practitioners having the most up to date
information and the right science.”
Belfontaine believes Phivida’s
commitment to R&D and innovation
is a key component for the success
of both the business and the Phivida
Families Program. “It can take
the business crowd a moment to
comprehend, but we subsidise and
support any family with a child under
the age of 18 or elderly parent over
the age of 65 that’s under insured
and give them the product for free,”
he reveals. “We’re doing that in the
market now and will continue to do so.
If there’s an option for these people to
have access to the medicine then we
remove the commercial component
and make sure they’re properly
treated via our subsidy programme.”
Beyond cannabinoids
Meanwhile, Belfontaine plans to
expand the Phivida product line:
“Our goal is to get good penetration
and market share with a strategic
portfolio for products that function
for different needs in the consumer
experience, via two divisions – the
consumer line and the clinical line.”
The consumer line features functional
natural food and beverages including
a range of vitamin shots, for which
Phivida is seeking standards at trial.
“At that point of conversion, we offer
an extended or larger format product
like juices, teas and innovations like
49
MEDICINE
a custom designed all vegan protein
shake for muscle and joint repair,” adds
Belfontaine. “All of these products have
a special nutraceutical (functional food)
blend to target key conditions in the
body on a preventative health level.
“The FDA prevents any company from
making health claims associated with
cannabinoids. However, they have
not prevented the co-mingling of
cannabinoids with nutraceuticals that
have an FDA-recognised monograph
filed. So that’s what we’ve done: we’ve
found the right blend. We’ve had a
doctor formulate them in conjunction
with technical food scientist, Dr Victor
Wong. They have created products
such as shots and juices for all-day
preventative health – to focus in the
morning, protect in the afternoon and
relax in the evening for mind,
body and soul. These non-
cannabis products
can flush out
your GI tract

50 April 2018
to make sure you can take on more
nutrients in your body, and they can be
carried in all the mainstream stores.”
Belfontaine highlights the recent
WHO report which found no public
health risk from CBD: “There’s been a
paradigm shift. The marijuana lobby
always came from patient advocacy
groups that quite honestly were only a
whisper when it came to the regulators.
It’s now coming from the loudspeaker.”
Phivida is targeting healthcare
practitioners with its clinical line to offer
high-grade products in their practice –
tinctures with droppers and hard cap
pills specially formulated for muscle,
bone and joint nutraceuticals with full
spectrum CBD hemp oil. “We’re now
in the last stages of developing nano-
encapsulated tinctures and hard cap
pills. There’s not a significant price
difference – nano has a premium of
around 10%, but you’re getting four to
five times more medicine into the body.”
In terms of technology, Belfontaine
concedes that the industry is still
evolving: “It began as a cottage
industry, but it’s beginning to take
shape with more professional
approaches to packaging. We’re now
seeing production, manufacturing
and testing standards equivalent
to any natural health products,
food or beverages currently sold in
mainstream channels. Being involved
in the research and development
cycle has put us in the ‘best in
class’ conversation. It’s not about
being first, but about being the best
we can be with a strong sense of
purpose and mission allied to the
values that drive our company.”
It’s this mission that drives
Belfontaine to deliver the Phivida
Families Program, underpinned by
values identified by a company icon
that depicts a sacred geometric shape
known as the seed of life: vida.
51
Top
healthcare
brands 10
This article takes a look at the world’s top 10
biggest healthcare brands ranked by revenue,
according to Forbes’ Global 2000 rankings
Writ ten by HARRY MENE AR
0
TOP 10
 RAMSAY HEALTH
CARE LTD $6.56BN
Ramsay Health Care Ltd is based in
Sydney, Australia, and specialises
in the provision of healthcare

10 services and the operation of

hospitals and day surgery facilities
across Australia, France, the UK,
Indonesia and Malaysia. The
company reported a net revenue

CERNER CORP of $6.56bn in 2017, making it the

largest non-US healthcare brand
$4.8BN in the world. Demonstrating a
Based in Kansas City, Missouri,
commitment to staff working
Cerner provides product design,
conditions, in February, Ramsay
development, installation, hosting
CEO, Craig McNally “blasted
and support services to healthcare
opposition leader Bill Shorten’s
organisations and consumers.
proposed cap on health insurance
Cerner reported a net revenue of
premiums, arguing it could force
$4.8bn in 2017, and was ranked 171st
hospitals to cut wage bills,” the
worldwide on Forbes’ list of best
Australia Financial Review reported.
employers. In March 2018, Cerner
www.ramsayhealth.com
announced its partnership with global
leader in CRM (customer relationship

9
management), Salesforce. As
Healthcare Global has previously
reported: “Salesforce Health Cloud
will … support health providers to
gain a greater understanding and
awareness of patient needs, which
will drive positive health outcomes.”
www.cerner.com

56 April 2018
 TOP 10

QUEST DIAGNOSTICS
INC $7.51BN
New Jersey-based company Quest
Diagnostics Inc reported a net
revenue of $7.51bn in 2017, and was
ranked 496th on Forbes’ list of best
employers. The company provides
diagnostic testing, information
and services in order to help both
8
patients and physicians make better
decisions regarding healthcare. Quest Techie. This direct-to-consumer
Diagnostics announced in February service is expected to help athletes
that it will be partnering with Rutgers measure their health, guiding them
University to “build a new sports to improved performance through
science laboratory that the two will nutrition and exercise physiology
use for research,” according to Sport www.questdiagnostics.com

LABCORP $9.64BN
LabCorp operates out of Burlington,
North Carolina, and specialises
in end-to-end drug development
7
through its internally-operated
clinical laboratories. The company
reported a net revenue of $9.64bn
in 2017, as well as a total profit of
$722.3mn, marking a 39% increase
year-on-year. After acquiring off almost 200 employees from the
Pathology Associates Medical Washington-based company, the
Laboratories in 2017, LabCorp Triad Business Journal reports.
announced in March that it will lay www.labcorp.com

57
 Based in Pennsylvania, US,
Universal Health Services, Inc
provides healthcare management
services, including the running of
hospitals, behavioural health
centres, surgical hospitals,

6
ambulatory centres and radiation
oncology centres. The company
reported a net revenue of $9.77bn
in 2017, continuing a five-year trend
of growth from $6.9bn in 2013.
Universal Health is the largest
UNIVERSAL HEALTH operator of psychiatric hospitals in
SERVICES, INC the USA.
$9.77BN www.uhsinc.com

DAVITA INC $14.74BN

DaVita Inc is based in Denver,
Colorado, and specialises in the
operation of clinics providing kidney
dialysis to chronically ill outpatients,
as well as the management and
operation of medical groups and
affiliated physician networks across
California, Nevada, New Mexico,
Florida, Colorado and Washington.

5
The company reported net sales
of $14.74bn in 2017, along with a
year-over-year profit increase of
over $600mn.
www.davita.com

58 April 2018

4
COMMUNITY
HEALTH SYSTEMS
$18.44BN
Franklin, Tennessee-based company
Community Health Systems
specialises in the management and
operation of hospitals, with a focus
on inpatient, outpatient, and home
healthcare services. The company
reported a net revenue of $18.44bn
in 2017, also reporting an end-of-
year loss in profits of over $1.7bn, in
comparison to the previous financial
year’s profits in excess of $163mn.
CHS “sold 30 hospitals last year and,
according to CEO Wayne Smith, more
facilities will be leaving the company
in 2018,” Nashville Business Journal
reports.
www.chs.net
TOP 10
TENET
HEALTHCARE
CORP $19.62BN
Tenet Healthcare Corp operates out
of Dallas, Texas, and specialises
in healthcare management and
operations services, including acute
care hospitals, ambulatory surgery
centres, diagnostic imaging centres,
inpatient care, intensive care,
cardiac care, radiology services and
emergency medical treatment, as
well as outpatient services. Tenet
Healthcare reported net sales of
$19.62bn in 2017, representing
an increase of almost $1bn year-
on-year. The company has also
reported net losses for the past two
financial years, due to asset portfolio
growth of almost $15bn over the
past five years.
www.tenethealth.com
3
59
TOP 10

HCA HOLDINGS INC

$41. 49BN
Headquartered in Nashville,
Tennessee, HCA Holdings Inc.
reported a net revenue of $41.49bn
in 2017, representing a continuation
of a seven-year period of growth
year-on-year. The company
specialises in the operation HCA Holdings is the largest healthcare
and management of hospitals, employer in the USA. Forbes has
freestanding surgery centres and ranked it 93rd on its list of top
emergency rooms, and urgent care American Companies.
centres. With 241,000 employees, hcahealthcare.com

60 April 2018
 1
EXPRESS SCRIPTS
HOLDINGS CO
$100.49BN
Express Scripts Holdings Co
reported a net revenue of $100.49bn
in 2017, the highest reported sales
of any healthcare brand worldwide.
However, the company only
employs 25,600 staff members, the care, benefit-design consultation,
second-lowest payroll on the list. drug utilisation review, formulary
Express Scripts specialises in the management, and medical and drug
provision of integrated pharmacy data analysis, according to Forbes.
benefit management services, At $51.71bn, the company also
including network-pharmacy boasts the largest asset portfolio of
claims processing, home delivery any company in the top 10.
pharmacy care, specialty pharmacy lab.express-scripts.com/about/

61
E V E N T S & A S S O C I AT I O N S

Events
Healthcare Global takes a look at some of the key
industry events and conferences for this calendar year

Writ te n by STUART H O DG E
E V E N T S & A S S O C I AT I O N S

Geneva Health Forum 2018

Location: Geneva, Switzerland
Date: 10–12 April

Describing itself as ‘the forum of innovative practices

in global health’, this year will see the seventh edition
of the Geneva Health Forum take place.
‘Precision Global Health in the Digital Age’ is the theme this year,
for the summit where attendees can expect to explore the impact
of the digital revolution in the health practices, whilst the forum
will also look to address emerging global health issues such as
future pandemics and health security, antimicrobial resistance,
non-communicable diseases, access and affordability to essential
medicine and health equality, chronic diseases, universal health
coverage, neglected tropical diseases, and essential diagnostics with
a special focus on health initiatives from Central Asian countries.
Organisers will once again set up The Global Health Lab, an interactive
and dynamic hub where participants will be able to try out new
technologies and products, which will be a very welcome return to
the event, which is all about creating “meaningful connections that
could lead to new ideas, new opportunities and partnerships”.
www.ghf2018.g2hp.net

64 April 2018
Patient Experience
Conference 2018
Location: Chicago, USA
Date: 16–18 April

The Patient Experience Conference 2018, hosted by The Beryl

Institute, brings together the collective voices of healthcare
professionals across the globe to convene, engage and
expand the dialogue on improving patient experience.
The conference is hosted in an interactive format
which organisers say will allow attendees to
“identify strategies and discover solutions”.
Organisers say: “Come prepared to network and build
professional relationships, and leave inspired to further your
commitment to building the field of patient experience.”
www.theberylinstitute.org/page/CONF2018_OVERVIEW

Pharmaceutical Nanotechnology
and Nanomedicine
Location: Las Vegas, Nevada, USA
Date: 18-19 April

Meet inspiring speakers and experts at our 3,000-plus global

events with over 600-plus conferences, 1,200-plus symposiums and
1,200-plus workshops on medical, pharma, engineering, science,
technology and business. Pharma Nano 2018-USA Conference
is a multidisciplinary programme with broad participation with
members from around the globe focused on learning about Nano
Medicine and its advances. This year’s key theme is ‘Breakthroughs in
Pharmaceutical Nanotechnology: Advancements and Challenges’.

65
E V E N T S & A S S O C I AT I O N S

International Forum on Quality and

Safety in Healthcare – Spring Edition
Location: Amsterdam, Netherlands
Date: 2–4 May

Over 3,000 attendees are expected in Amsterdam at one of

the world’s largest conferences for healthcare professionals
to meet, learn and share knowledge at the event which
focuses on improving the quality and safety of care for
patients and medical communities across the world.
The focus this year will be on overcoming the challenges,
restrictions and bureaucracy, which prevent meaningful change
and to discover that quality in healthcare can be ‘reclaimed’ by
making the best use of available resources, promoting innovation
and working together to provide exceptional patient care.
www.nternationalforum.bmj.com/amsterdam/

66 April 2018
World Health Care
Congress 2018
Location: Washington DC
Date: 29 April–2 May

The 15th Annual World Health Care Congress will see decision
makers from payer, provider, pharmaceutical, government, and
solutions organisations come together with the aim of inspiring
partnerships and defragmenting the current health care system
by sharing strategic initiatives, results, and steps to overcome
access and affordability issues while delivering high-value care.
Speakers will include executives from Lockheed Martin,
BlueCross, New York-Presbyterian, UPMC Health Plan, and
Essential Health. The event is designed to “help participants
form partnerships and become catalysts for change” as
they seek to transform the delivery of healthcare.
www.worldcongress.com/events/HR18000/

67
E V E N T S & A S S O C I AT I O N S

Digital Health
World Congress
Location: Kensington Conference Centre, London, UK
Dates: 8-9 May

This year’s keynotes and speakers for Digital Health World

Congress 2018 in London. These include IBM, ARM, GSK,
Google, TELUS and many more. Key themes informing debates
will focus on AI, machine learning and wearable tech as well as
numerous seminars on trends within the digital health space,
such as using algorithms to dig for digital health data.
www.digitalhealthcareworldcongress.com/agenda/

e-Health Conference 2018

Location: Vancouver, Canada
Date: 27–30 May

The annual e-Health Conference and Tradeshow is the

largest digital health event of its type in Canada and brings
together key industry professionals together to network,
connect, and learn from one another. Keynote presenters,
expert panelists and leading-edge vendors serve to ensure
that e-Health is always a popular event, which consistently
delivers great education and networking opportunities.
Delegates will engage with current and future leaders
at the conference, showcase, and hackathon, and
network with old and new colleagues at the tradeshow
and social events such as the Canadian Health
Informatics Awards Gala, and sponsor receptions.
www.e-healthconference.com

68 April 2018
Digital Healthcare
Location: ExCeL Centre, London, UK
Date: 27-28 June

Europe’s largest integrated health and social care event,

building relationships between commissioners, providers and
suppliers, digital healthcare sits at the heart of Health+Care,
the largest integrated healthcare event in the UK. In June 2017
DH welcomed 5901 attendees who came together under one
roof to find practical solutions to put their transformation
plans into action and drive digitally enabled care.
www.digitalhealthcareshow.com

69
E V E N T S & A S S O C I AT I O N S

International Forum on Quality

and Safety in Healthcare
– Autumn Edition
Location: Melbourne, Australia
Date: 10–12 September

This event follows on from the success of last year’s event at Kuala
Lumpur, where 1,000 healthcare practitioners and leaders from
over 35 countries were “united by the vision” to improve quality of
healthcare provision and act together across professions and with
service users to achieve real success in improving care worldwide.
The focus at the spring conference in Amsterdam this year will be
on overcoming the challenges, restrictions and bureaucracy which
stifle the improvement of care, and although an agenda has still to be
confirmed for the autumn, discussions could centre on a similar theme.
www. internationalforum.bmj.com/melbourne/

70 April 2018
The Biomanufacturing
World Summit
Location: Torrey Pines State Reserve, San Diego, USA
Date: 29-30 October

The Biomanufacturing World Summit brings together the “who’s who”

of pharmaceutical executives, cutting edge technology providers
and media partners for North America’s premier biologics event. The
Biomanufacturing World Summit series has grown to become the most
senior and diverse gathering of biopharmaceutical manufacturing
executives anywhere in the world. Based on an ever-growing network
of referrals and recommendations, Biomanufacturing World Summit
2018 is designed and built by Executive Platforms to bring together
the right people from around the world and from every relevant
company to network, benchmark, learn, and share with one another.

71
INVESTING
IN
TO CARE FOR CANADA’S
RETIRING
POPULATION
The Canadian healthcare
industry is facing an
uphill challenge, its
ageing population in
particular reshaping
traditional models of
care. Jason Gomes,
Pacific Reach’s Director of
Information Technology,

an
delivers key insights.
te rm
hi tu
W S
n e
le in
G er
by ath
ed C
uc by
od en
Pr ritt
W
PA C I F I C R E A C H P R O P E R T I E S & R E T I R E M E N T C O N C E P T S
T
he healthcare industry
is witnessing a digital
revolution. Escalating
healthcare costs, ageing populations
and increased demand has led
healthcare companies to overhaul
traditional models of care, in
favour of adopting a complete
consumer-focused model.
The Canadian healthcare industry
in particular is witnessing a significant
shift. Up to 770,000 Canadians are
now over 85 years old, a figure which
keeps growing year-on-year, placing
increased demands on current
services. Since 2015, it has been
reported that there are now more
people aged over 65 years in the
country than children under 14 years.
This changing demographic has led
to an increased demand for home
care and community led services,
as well as the need for technology
to play a central role in how care is
delivered now and in the future.
Noting that tech-savvy Baby
Boomers will be the next key
generation to retire, healthcare
providers and homecare services
are looking at new ways to transform
74 April 2018
present service offerings and
embrace new digital tools, which
will guarantee that the consumer,
resident or patient will be at the
forefront of all care delivered, whether
in an acute or homecare setting.
Enter Pacific Reach
Established in 2014, Pacific Reach
Properties & Retirement Concepts
has steadily grown across Western
Canada. Managing 25 care homes,
the company also houses seven
hotels under its umbrella, as well as
commercial real estate and multi-
family homes. Its growth over the last
few years is impressive, but Jason
Gomes, Pacific Reach’s Director of
Information Technology, explains that
its objective to deliver exceptional
service, as well as its investment in
personalised, digital tools, has been
essential to its ongoing growth.
“We have a lot of residents now
that are more technologically
aware. There are a lot of Baby
Boomers coming in, where
a lot of them bring
their own devices,”
he adds.
 CANADA

Jason Gomes
Pacific Reach’s
Director of
Information
Technology

w w w. h e a l t h c a re g l o b a l . c o m 75
 The Communication Connection (CCI) has
deployed over 100 customized integrated
technology solutions in Senior Living
Communities in Western Canada.
We rely on our highly skilled team of
professionals to provide consultation,
expertise and support to those who serve
the seniors in our communities.
LEARN MORE

Serving All of British Columbia

1.888.756.4080
service@communicationconnection.ca
sales@communicationconnection.ca

PROUD MEMBER:

www.communicationconnection.com

Managing the digital transformation
of both Pacific Reach’s retirement
and hotel division, Gomes has
introduced technologies, some of
which, although small, have made a
significant impact on users lives.
He says: “When I was originally
hired, one of the first questions I
asked the ownership was ‘if you
were not owners and you
were potential residents
what would you look
for in technology?’
“It was very Year Founded
1988
interesting to see
their reaction because
they hadn’t thought of it
that way. From something
as simple as wi-fi, to electronic
medication management, to things
that will help the residents in the long- comments Gomes. “As we bring in
term, that makes such a big impact
and difference right off the bat.”
Strengthening its
technology backbone
Whilst looking at Pacific’s Virtual
Desktop Infrastructure (VDI)
deployments from VMware, Gomes
noted that the company would be
CANADA
unable to scale in alignment with
business growth. Rebuilding Pacific’s
technology backbone, encompassing
the removal of all assets from
its data centre and starting from
scratch, the company has utilised
Dell Technologies, and replicated
all its assets to a separate site.
Throughout its transformation,
Dell technology has been
embedded and replicated
to a separate site,
enabling the
business to
adopt a disaster
recovery (DR) strategy
and strengthen its
security across the board.
“We’re now scalable and have
seen no slowdowns or issues,”
new facilities, we’re able to quickly
ramp sites up with a concept I built
called “RC in a box.” We can deploy
a fully tested solution which includes,
the Zero Client VDI hardware,
monitors, printers, firewall, switches
and wireless infrastructure.
“Being able to change the centre
into a more state-of-the-art center,
w w w. h e a l t h c a re g l o b a l . c o m 77
PA C I F I C R E A C H P R O P E R T I E S & R E T I R E M E N T C O N C E P T S
we’re able to scale very quickly.
It’s made a huge difference.”
The company has also worked to
embed wireless technology within
every facility under its umbrella in
order to cater towards a growing
resident and guest demand.
“You definitely have to be
78 April 2018
cognizant of any type of brand
standard when you put in a new
technology – anything from the
guest computers or the business
areas to the wi-fi,” adds Gomes.
This strategy has also led to
the revamp of Pacific Reach’s
teleconference, internet lines, and
 CANADA

‘UP TO 770,000
CANADIANS ARE NOW OVER
85 YEARS, A FIGURE WHICH
KEEPS GROWING
YEAR-ON-YEAR, PLACING
INCREASED DEMANDS ON
CURRENT SERVICES’

telecom and mobility capabilities, People focused

all completed through a number of
various partnerships. However, in
order to drive down cost savings,
in one area alone Gomes has
worked to consolidate Pacific
Reach’s partners by half, saving up
to CA$750,000 in the process.
Across its entire portfolio, Pacific
has worked to embed both resident
and guest focused technologies
across its operations, where both
its hotel and retirement division
are guaranteed to cater towards
delivering exceptional services.

w w w. h e a l t h c a re g l o b a l . c o m 79
‘PACIFIC REACH HAS WORKED TO CONSOLIDATE ITS PARTNERS
BY HALF, SAVING UP TO CA$750,000’

LAVU - Lifestyle meets Entertainment

LAVU specializes in commercial and residential design, CALL

installation and service, including custom home automation,
distributed audio, lighting, security systems, motorized blinds,
604 629 7458
screens and projectors. Passionate about technology, LAVU VISIT
exceeds the boundaries of quality, performance and reliability. www.lavu.ca
 CANADA

“REPORTING, ANALYTICS
AND TECHNOLOGY KEEPS
EVOLVING AND WE KEEP
MOVING WITH THEM”
– Jason Gomes, Pacific Reach’s Director
of Information Technology

“We’ve got to be at the forefront. where you’ve got a directory, which is

We have to make sure our wireless
is top of the line and our backend
is solid. We want to make sure the
guest experience is the best it’s
going to be,” advises Gomes.
“There’s so many facets, even the
way in which residents and guests
connect. Is it a chargeable thing for
the room or is it a free Wi-Fi? How
do we limit it? Do they want to have
tiered wi-fi, or do they want to have
a standard? There’s a lot of things
like that we have to factor in. I think
that it’s a good transition from the
retirement side as well as into the
hotel because you have a better
understanding to what people want.
“We are now looking at
implementing more technology for
residents, such as front-end kiosks
a touchscreen and interactive. We are
also bringing in guest computers for
residents with Skype capabilities as
well as making it easier to plan their
day by introducing digital signage”
Health-tech investment
Pacific’s digital transformation
has also impacted its healthcare
services when supporting residents
at its facilities. From outstanding
medical documentation, to the
transformation of its nurse call
systems to become completely
location based, residents are now
seen quicker; the safety of residents
has increased and any incidents are
managed effectively by registered and
Licensed Practical Nurses (LPNs).
“When we first started, if a patient

w w w. h e a l t h c a re g l o b a l . c o m 81
PA C I F I C R E A C H P R O P E R T I E S & R E T I R E M E N T C O N C E P T S
fell, staff would assume the resident
was in their room, when in fact
they could have been on the first
floor. We have now changed that
technology to be more location-
based, and this standardisation
has also allowed for reduced
interference across the line,” says
Gomes. “I feel that the technology
we’ve been putting in is having a
significant impact on ensuring the
residents’ safety and security.
“Another thing we’ve really
standardised was changing out all
our cameras. We’ve gone to Avigilon
Systems, where we’re able to put
higher resolution cameras in so we
can detect falls, monitor residents
and have that layer of safety and
security that makes everyone more
comfortable,” he continues.
“We’ve been working with a couple
of companies so that we can predict
with analytics when a person may fall
or if someone is prone to falling. We
can then say, ‘okay, well, based on
this, we think this person will have a
fall when they get out of bed at two
in the morning or they’ll fall at four
82 April 2018
o’clock in the afternoon because
they’ve done that seven times this
last month.’ Nursing staff can now
take a look and they can keep an eye
on that person around that time.
“Reporting, analytics and
technology keeps evolving and
we keep moving with them. I think
that resident safety and care will
only benefit in the long-term.”
However, with the number
of cyberattacks on healthcare
companies, Pacific Reach is taking no
chances surrounding the protection
of resident data, and works with a
number of security companies to
ensure it remains ahead of the curve.
“It’s always a challenge to make
sure the technology keeps apace
with what’s out there for healthcare,
staying at the forefront of things. You
don’t want to be behind the eight-ball,”
observes Gomes. “We want to always
be in the forefront and be a leader in
the field, and a leader of technology
rather than a follower. If there’s a new
technology that definitely makes
sense, we definitely evaluate it.”
 CANADA

‘UTILISING HIGHER
RESOLUTION CAMERAS
HAS ENABLED THE
COMPANY TO DETECT
FALLS EASIER’

w w w. h e a l t h c a re g l o b a l . c o m 83
PA C I F I C R E A C H P R O P E R T I E S & R E T I R E M E N T C O N C E P T S

“WE WANT TO ALWAYS BE A LEADER

IN THE FIELD, AND A LEADER OF
TECHNOLOGY RATHER THAN A
FOLLOWER. IF THERE’S A NEW
TECHNOLOGY THAT MAKES SENSE, WE
DEFINITELY EVALUATE IT”
– Jason Gomes, Pacific Reach’s Director
of Information Technology

Continuous development “Working with partners and building

Strengthening relationships with
partners has therefore been crucial
for Pacific Reach, particularly in
the building of future projects,
facilities or technologies to better
support its residents and guests.
that relationship to say, ‘we’d be happy
to work with you and give you the
business, but you need to work with us
on the pricing as well as the quality of
gear and the installation’. And having
that give and take relationship and

84 April 2018

being able to consistently keep each
other in the loop has made a huge
difference as well,” Gomes says.
An edge above the rest
Pacific Reach will continue to look
at further opportunities for expansion,
looking out for key trends within its
hotel division, on top of its residential
offering. Never resting on its laurels,
the company maintains an astute
awareness that its growth and digital
offering go hand-in-hand, which will
see it remain a leader in the field.
CANADA
“We have a very good product. I
think it ends up coming down to really
providing the best for everybody, but
at a better price that’s not going to
break the bank,” concludes Gomes.
“We keep residents involved. The
company has done well at making
sure that the residents are put first
and foremost. Considering that the
business was started from a single
home and has developed to one of the
largest providers in Canada, I think the
company has done extremely well.”
w w w. h e a l t h c a re g l o b a l . c o m 85
Flying the
flag for
New York’s
healthcare
provision
and
education
SUNY Downstate Medical Center
revolutionised medical education by
bringing the teaching of medicine
to the hospital bedside – now it
is transforming the sector again
through digital transformation
Written by Laura Mullan
Produced by Andy Turner
S TAT E U N I V E R S I T Y N Y D O W N S TAT E M E D I C A L C E N T E R

T
he State University of New York Health Science Center, better known
to locals as SUNY Downstate Medical Center, has consistently made
its mark as one of the nation’s leading urban medical centres.
“We are geographically located in an urban area and provide
healthcare for an underserved community,” explains Dr. Dilip Nath,
Assistant Vice President and Deputy Chief Information Officer.
“We are the only academic medical centre in Brooklyn. We
provide education, research, and healing. We care about local
people and we also offer students a world-class education
in healthcare, nursing, and other medical related fields of
study. Additionally, we offer leading research facilities
and we house the first State BioTech incubator.
“Now the question is, how do we transform this and
provide high-quality care that our community deserves?”
he asks. “How do we maximise every dollar to provide
excellent healthcare, training, and research?”

Healthcare for a digital age

Nath’s answer is simple. SUNY Downstate Medical
Center is leveraging technology to automate,
modernise, and transform its healthcare services.
In doing so, the institution is the driving force for
efficiency, business agility, and providing top-
class healthcare to Brooklyn’s 2.6mn residents.
As an alumnus of the State University of New York
himself, Nath’s devotion to the Institution is unquestionable.
The first of his family to relocate from Bangladesh to
the United States, Nath has risen through the ranks from
Director of IT, to Associate CIO, followed by Interim CIO, and
finally to his current role today as AVP and Deputy CIO.

88 April 2018
 USA

Dilip Nath
AVP and Deputy CIO

A recognised technology leader known

“It gives me an for driving a strategic plan to achieve
business goals, Dilip Nath is an
immense pleasure accomplished Higher Education and
HealthCare industry executive with
to give back to the over 20 years of experience in driving
IT solutions measured by successful
organisation that I ROI, operational improvement, and
organisational development. As Deputy
went to myself and Chief Information Officer, he leads a
high-performing and responsive IT
which teaches and department consisting of almost 100
employees, while aligning technology
educates hundreds initiatives with business objectives.
Nath brings a unique background to
of thousands of any organisation through his bravery,
commitment to community activism,
students throughout continuous mentorship through 16
years of experience as an Adjunct
the state” Professor, to his unmeasurable
success as an accomplished AVP &
Deputy Chief Information Officer.

w w w. h e a l t h c a re g l o b a l . c o m 89
 Zero Incident
Enterprise

Environment Performance AIOps Platform

Management

Care
Improve Prediction &
User Experience Event Correlation

Desktop IT Process Cloud Management

as a Service Automation Platform

Desk Man
Near Zero Reduce IT Zero Data Loss & Downtime
Desk Side Incidents Operations Efforts during Migration

As a result, he has an inherent
appreciation of the institution’s digital (CPOE), enterprise resource planning
capabilities and understands what is
needed to take it to the next level.
“It gives me an immense pleasure
to give back to the organization
that I went to myself and which
teaches and educates hundreds of
thousands of students throughout
the state,” comments Nath.
Recognising the
significance of digital
transformation,
Nath has helped
to design and
implement many
clinical and
financial systems,
1860
Year Founded
including financial
and statistical reports
which provided the hospital
and academic administration
with greater accessibility to
patient’s financial records.
What’s more, he also spearheaded
the rollout of enterprise-wide
applications such as imaging
solutions and was instrumental in
achieving meaningful use, rolling out
electronic medical records (EMR),
USA
computerized physician order entry
(ERP), cost accounting, revenue
cycle, and ADT Systems. However,
this is just the tip of the iceberg.
Data, cloud technology
and more
SUNY Downstate Medical Center
is now beginning the next
stage of its digital
transformation.
Working with
IT firm Presido,
the institution
is preparing to
redesign its entire
network infrastructure
to ready itself for the
digital age of healthcare.
Such a modern network
needs a modern data centre and this
is another technological feat which is
going to help transform the healthcare
and education enterprise, says Nath.
Ensuring the uptime of mission-
critical operations is more important
than ever with data centre downtime
costing around $8,000 per minute,
according to an in-depth study
w w w. h e a l t h c a re g l o b a l . c o m 91
S TAT E U N I V E R S I T Y N Y D O W N S TAT E M E D I C A L C E N T E R
by the Emerson Network Power
and the Ponemon Institute.
This is something which SUNY
Downstate Medical Center has
taken on board and, as such,
the medical centre is exploring
the use of cloud technology.
“The next thing that we’re working
on is taking the digital assets we
currently have and morphing them into
a private cloud solution,” says Nath.
“This will provide a private, encrypted
92 April 2018
connection from our campus to the
private vendors that we are working
with, such as GAVS Technologies.
“If the network goes down,
almost everything is down. The
whole productivity comes to a halt
and so this cloud solution is vital
for our transformation,” he adds.
Accessible medical records
EMRs have become an up-and-
coming trend in the healthcare
 USA

landscape and it is a modern As the only

academic
innovation which SUNY Downstate
Medical Center hasn’t overlooked.
More beneficial than a paper record,
this tool allows healthcare providers to medical centre
track data over time, identify patients
who are due for visits and screenings,
in Brooklyn,
and monitor how patients measure SUNY Medical
Center serves
against vaccination and blood
pressure readings, with the ultimate
aim of improving quality of care.
Most importantly, it allows a a large
patient’s health record to move
population –
over 2.6mn
with them, but this only the start
of its capabilities, says Nath.

people
“We’re also looking at how we
can improve and optimise EMR,” he
notes. “We’re working with another
partner called Infinite and they are
providing a solution whereby it
doesn’t matter how many EMRs you
have – when a patient shows up to
your clinic, it will pull up their latest
medical records. The whole goal is to
modernise the healthcare we provide
by automating our infrastructure
and modernising our workflow.
“Then the next question is: what
should we do with all of this data?”
he continues. “We need strong

w w w. h e a l t h c a re g l o b a l . c o m 93
 USA

analytics, and so we are actually in

the process of deploying solutions
such as Tableau to achieve this.
Then, in the future, we hope to
use technologies such as artificial
intelligence and predictive analytics
so that we can not only provide
reactive care, but also be predictive.
“There is currently a huge gap
between the provider and the patient
and all healthcare associates – that’s
exactly why we are optimising our
EMR,” he adds. “Integration is key
in this. We need to integrate and
exchange data amongst ourselves
and with our patients and other care
providers outside of our organisation.”
“There’s no
Challenges in the
health tech space
quick win. I am
Bringing about a root-and-branch more interested
digital transformation is by no
account an easy task, especially in sustainable
when the enterprise is partly
responsible for the healthcare of
growth that brings
Brooklyn’s 2.6mn residents.
However, this challenge is one the
added value to the
medical centre has taken in its stride. organisation”
“Delivery of care is a challenge
as a whole, especially being an – Dilip Nath, AVP and Deputy CIO

w w w. h e a l t h c a re g l o b a l . c o m 95
 DIGITAL
SOLUTIONS CLOUD SECURITY SERVICES

PRESIDIO COLLABORATES WITH

INSTITUTIONS LIKE SUNY DOWNSTATE
MEDICAL CENTER TO DESIGN AND DELIVER
SECURE DIGITAL-READY NETWORKS.
PRESIDIO, INC.
Over the next 2 years organizations are expected to triple the adoption of
modern, automated networks. Learn how Presidio can help accelerate your One Penn Plaza
journey to digital transformation and remain competitive in this quickly Suite 2832
unfolding digital era. New York, NY 10119

ENABLING THE EXTRAORDINARY POTENTIAL OF A DIGITAL FUTURE.

T: 212.652.5700
Presidio is a leading IT solutions provider assisting clients in harnessing F: 212.244.1685
technology innovation and simplifying IT complexity to transform their presidio.com
business and drive return on IT investment.

© 2018 Presidio, Inc. All rights reserved. Proprietary and Confidential. Use of any part of this document without the express written consent of Presidio, Inc. is prohibited.

Gigabit Half Page Ad.indd 1 3/16/18 7:49 PM

ARE YOU CONFIDENT

IN YOUR CLOUD’S SECURITY?
  Direct
Direct AccessAccess
Cloud Cloud  Private
 Private Cloud Cloud
 Hybrid IT Management  Disaster and Ransomware Recovery
 Hybrid
 Healthcare SaaSITHosting
Management
 Hybrid Colocation  Managed Security  AWS & Azure Support
 Disaster and Ransomware Recovery
RECOGNIZED BY INDUSTRY EXPERTS & ANALYSTS
 Healthcare SaaS Hosting Hybrid Colocation
High-touch customer service and reliability
 Managed Security  AWS & Azure Support
IT HIPAA,
SSAE 18, Resilience
CJIS, Orchestration Market
PCI-DSS & Open-IX OIX-2 Guide
certified

MINIMIZE RISK,
Market Guide for Managed Hybrid Cloud Hosting, North America
Market Guide for Cloud Service Providers to Healthcare Delivery Orgs. Direct connectivity to 500+
Magic Quadrant for network
400,000+
carriers
websites
Market hosted
Glance,
Disaster Recovery-as-a-Service
Data Protection as a Service

MAXIMIZE FLEXIBILITY
Emerging Technology Analysis: Data Integrity Assurance IT Resilience Orchestration Market Guide
NEW YORK • LOS ANGELES • MONTREAL • AMSTERDAM • HONG KONG
1-866-WEBAIR-1 | www.webair.com Contact us at sales@webair.com to get
Contact us at sales@webair.com to get started and to learn more about Webair’s solutions
started and to learn more about Webair’s solutions
1-866-WEBAIR-1
501 Franklin Avenue | Garden| City,
www.webair.com | sales@webair.com
NY 11530 | 1-866-WEBAIR-1 | www.webair.com

urban area,” reflects Nath. “But
transforming technology is much more
challenging than in more developed
areas because, for example, we can
provide patient information through
a portal, but when our patient goes
home, some may not necessarily
have a computer or wi-fi access.
“If we could change this, patients
would not have to make a phone call
or come and visit a clinic,” he adds.
“They would be able to communicate
with their physicians through
telemedicine and telehealth tools.
We could see more patients at home,
rather than at our clinics. As much
as we’re pushing this information as
an organisation, there is a lot of work
that we, and the government, need
to do for the community itself.”
On top of the need to provoke
deep change within communities,
Nath says the healthcare space also
needs to have a significant culture
shift amongst healthcare staff.
“Employing these technologies
is a challenge but it’s really about
USA
understanding the needs of our
staff and how we can provide the
technological solutions for the
puzzles they need to solve,” he
says. “That’s the key to success.
“Once they see the value of
technology, it becomes much
easier to deploy. Therefore, we
take smaller steps, to pilot the
technology and roll it out slowly –
that’s how you change the cultural
barrier or shift to a success. There’s
no quick win. I am more interested
in sustainable growth that brings
added value to the organisation.”
Nath’s pride for SUNY
Downstate Medical Center shines
throughout our conversation.
This admiration and commitment
to both the institution, its staff, and
students also transcends throughout
the centre’s technology strategy,
and it is this which is helping the
medical centre become a leading
player in the healthcare space and
serve the residents of Brooklyn.
w w w. h e a l t h c a re g l o b a l . c o m 97
BECTON
DICKINSON
– A procurement transformation
BD’s procurement operations have
been completely revolutionized in
recent years, as the company has
embraced transformative technology
Written by James Henderson
Produced by Glen White
BD

T
oday, the procurement
operations at Becton Dickinson
(BD) – the global medical
technology company – are admired
and respected across the industry
spectrum, with collaboration and
joined-up thinking from the company’s
procurement teams driving forward
the medical equipment giant which
turned over more than $12bn in 2016.
But what you see today is the
result of a near two-decade effort to
make BD’s procurement functions
best-in-class. The transformation
began in 1999, a time when the
company’s procurement was
decentralized, fragmented and
not perceived to be especially
important in the grand scheme of
all things BD. In total, BD’s core knowledgeable teams – including
procurement team numbered four. source-to-pay, indirect, risk and
One of the first ambitions for the supplier management to name
procurement function was developing a few – working together for the
effective category management benefit of the wider company.
and sourcing, as well as delivering From a team of just four less than
demonstrable value to the business 20 years ago, BD’s present-day
as a whole. That gave BD a base procurement function is home to more
from which to build into what is now a than 180 employees and growing,
truly global end-to-end procurement who work towards carefully planned
operation, with various skilled and three and five-year roadmaps.

100 April 2018


BD Global Procurement strives to
continuously deliver the highest
sustained value for the company by
leveraging its full competitive supply
base using highly effective and
efficient systems and processes.
Source-To-Pay
Critical to the success of BD’s overall
procurement function is source-
to-pay. Roger Ambrose is BD’s Senior
w w w. h e a l t h c a re g l o b a l . c o m
USA
Director for Global Source-to-Pay, and
has been with the organisation since
1994, when he joined as its European
Internal Audit Manager, before taking
on responsibility for implementing
SAP across the business. Since
2002, Ambrose took responsibility
for global processing in Europe,
before taking on his current role.
Originally a Chartered Accountant,
Ambrose says: “As you move into
101
 Get focused
with intelligent
programs that drive
better decisions.

To learn more about how BCD Travel can help

you and your organization’s travel program,
visit www.bcdtravel.com

Copyright © 2017 BCD Travel. Unauthorized reproduction strictly prohibited.

 USA

“The challenge right now is there is so much

information out there – how do you bring
it all together in a way that is meaningful
and easy to use, so that our expensive
sourcing managers can spend their time
using the data instead of collecting it?”
– Roger Ambrose, Senior Director, Global Source-to-Pay

the procurement space, you realise
that actually paying the invoice is the
least thing that you’re really worried
about from a procurement point of
view. You want to be using the right
suppliers, have the right supply
base, get the right pricing, and have
access to accurate analytics.”
Ambrose says that the changes
made since 2002 are marked, with BD
utilizing technology to drive its supply
chain transformation. “If I think back
to what I was doing in 2002, it’s vastly
different to what we’re trying to do
today because of technology, but also
because of our maturity as a company.
That maturity also shows itself up on
what we’re doing on the category side.
“I would say that is true particularly
with indirect, but probably across
the entire spectrum; our sourcing
managers are much more
knowledgeable about what goes on
in their market sectors. Their job is to
understand their category, and not
just what BD wants out of it, but what
we can then offer to our users and
stakeholders, so that they can really
leverage that and make more use of it.
“The challenge right now is there is
so much information out there – how
do you bring it all together in a way
that is meaningful and easy to use, so
that our expensive sourcing managers
can spend their time using the data
instead of collecting it? I think that’s

w w w. h e a l t h c a re g l o b a l . c o m 103
BD
the journey that we’re on. I think back
to those early days, what we used
to collect information from, all of our
different systems and spreadsheets.
“It was very heavy workload just
to put it all together in sensible
categories, even assuming the data
was correct. Then, we went over to
the category managers who would
look in their categories, and their job
really was to manually cleanse the
104 April 2018
data and make judgements about
supplier categories or look the
reasons for increased spending.
“Over the last few years, what we
have done is automate a lot of that
work, and freed up our teams to use
their time more effectively. We’ve
eliminated a lot of the administration
that’s needed just to bring them
together, and we have been pretty
successful in building business rules

that reflect the cleansing that the
category managers did last time,
and so they don’t have to do it again.
You can see there’s a shift there from
the cleansing, even the analytical
work, to leveraging it and using it.”
Ambrose believes that there is
now an opportunity to begin to build
in technology – and automation in
particular – when designing new
procurement tools and systems.
w w w. h e a l t h c a re g l o b a l . c o m
USA
Giving the example of building a new
vendor into master vendor list, he says:
“We currently have a workflow process
that goes through various approvals,
and we have to collect a significant
amount of data for that vendor for
legal and regulatory purposes as well
as a sourcing and category strategy
purposes. A lot of this information is
public and we have the opportunity
to use AI to collect it for us.
“We can collect that information
in, which not only speeds the
transaction, but also probably
provides more data than we could get
on that supplier, that we can feedback
into spend analytics and help our
sourcing managers do their jobs.
“We have the opportunity to be
really creative about thinking how
we use suppliers in our environment,
either to ease the transactions or
provide information or identify a risk,
or be proactive, such as recognising
when a supplier is struggling and
how can we help, or being able
to identify whether one of our
competitors has just signed a deal
with them. It’s a really exciting time.”
105
A Connected World At Honeywell, we are blending
sensors with software solutions
to link people and businesses to
the information they need to be
more efficient, more productive
and more connected.

For more information, please visit

sensing.honeywell.com
© 2017 Honeywell International. All rights reserved.
 USA

Indirect Procurement Williams and the Indirect Procurement

Since being appointed as VP team have been able to build and
Procurement – Global Indirect in April implement five-year strategies across
2014, Patrick Williams is credited with multiple channels, saving hundreds of
leading a large-scale transformation millions of dollars for the organization
across the full breadth of the Indirect in the process. Such has been the
categories to utilize cross functional success, the ‘ReCapture’ name has
teams to develop category strategies fallen by the wayside – “it’s just the
that drive competitive advantage. way we work now, indirect is very
The program was known internally as much on the company’s radar now,”
‘ReCapture’, and is says Williams.
fully endorsed by “When I first joined
BD’s management BD, our ‘spend
committee. under source plan’,

49,500
Williams says
the buying and
engagement from
senior management
has been integral to Employees at BD
the success of the
initiative, describing
it as “critical”. “The management
committee is not something we had
before,” he says. “The program is
not just sponsored, but governed
and controlled by those at the very
highest level of the company. Teams
also do not get to opt-out, so the
scope of it stays consistent.”
Off the back of the program,
which is when you
develop a strategy,
actually write what
Number of we call a ‘source
plan’, which is the
official document
that completely
outlines the strategy I think was in the
20% range. We are now at 59% and
climbing, so we are making excellent
progress when it comes to developing
strategies and implementing them.”
In the company’s journey to supply
chain transformation, Williams says
it has benefitted from taking a wide
view of what strategies are working

w w w. h e a l t h c a re g l o b a l . c o m 107
“As an R&D team, we have
to push the status quo when
it comes to technology and
how it can help the business”
– Noelle Lee, Vice President, WW Procurement R&D

within the market sector, an approach
which has led to the company
exploring other business avenues.
“Essentially, we have the advantage
of many companies have actually
done some really great things that
we can leverage. We can follow
it, so it gives us that late-mover
advantage of saying, ‘There is a
model, somebody cut their teeth
on it a little bit, and we can actually
apply it and gain lots of advantage.’ A
good example would be outsourcing,
which BD has started to do more.
“There used be zero appetite for it;
the philosophy was that our business
extended to the fence at the end of our
offices – the attitude is that we could
do things better than anyone – which
is obviously now not smart. So, this
idea of outsourcing is an example
where we’re smartly doing certain
things. We recently outsourced some
IT and it drove tremendous value.”
On leveraging new technology –
AI, machine learning, automation,
et al – to drive BD’s procurement
journey and transformation, Williams
is unequivocal. “I am convinced that
is the wave of our future across all
w w w. h e a l t h c a re g l o b a l . c o m
USA
of our categories, not just indirect
– our focus on digital is laser.
“I’ve assigned members of our
IT procurement team to develop
strategies for their peers in
departments such as IT, finance,
legal, sales and marketing, plant
indirect, etc. What we’re asking
them to do is pair up and look at
digital opportunities where there’s
machinery involved and you can
use technology to be smarter.
“We think on a long-term basis, we
could drive hundreds of millions of
dollars in the categories themselves
by leveraging technology. We are
looking at what we can get working
on today, and what is perhaps in more
of a concept stage that we need to
develop to eventually make it usable.”
Global R&D Procurement
Less than 12 months old, BD’s Global
R&D Procurement division is headed
up by Noelle Lee. She leads a global
team of associates and that help drive
sourcing strategies that supports
BD’s innovation pipeline, enabling
top-line growth and accelerated time
to market. She says the division was
109
Empowering Brands In an increasingly complex business environment
Who Empower the World that continues to drive cost competitiveness,
expanding geographies, and accelerated technology,
winners and losers will be differentiated by those that
innovate and execute with speed.

Jabil, a global design, engineering, and manufacturing

services company, provides Intelligent Digital Supply
Chain solutions to the world's best brands. Nypro, Jabil's
healthcare division, leverages the Jabil InControl™
proprietary, cloud based, supply chain decision support
solution to enable customers to safely move with speed.
Utilizing a uniquely broad set of 'Big Data', our global set
of supply chain professionals dynamically analyze our
of
customers' supply chains to make more profitable,
risk-managed decisions.

Learn how we can help: WWW.NYPRO.COM

 USA

created due to a recognition that as the
importance of innovation grows, more
dedicated R&D procurement will be
needed to manage the rising spend.
Elaborating on the division’s
remit, Lee comments: “It’s about
getting as much value out of every
dollar that we spend. The industry
is going through a lot of change and
innovation is being driven forward,
so it’s really important for us to have
established this R&D team. We want
to become a really trusted partner
of the business, and push real top
line growth for the company.
“As an R&D team, we have to push
the status quo when it comes to
technology and how it can help the
business. For example, there are
now companies that can automate a
function such as labelling, which in
the past has been typically a manual

- PARTNER FOCUS -

Nypro Healthcare is a Recognized as a Such is the relationship

long-term partner of
BD, with a history of
successfully executing
several strategic projects,
including critical launches
for new products across
several BD divisions that
accelerated both time to
market and optimise costs.
leading developer and
manufacturer of diagnostic,
pharmaceutical and
medical devices, Nypro
Healthcare works closely
with BD’s Expectation for
Suppliers program, helping
it roll out the program
to BD’s supply base.
between the two
companies, in 2015 Nypro
Healthcare was the winner
of the BD Global Award
for Partnership Supplier
of the Year, recognizing
performance beyond
the usual customer-
vendor relationship.

WWW.NYPRO.COM

w w w. h e a l t h c a re g l o b a l . c o m 111
BD
job. So we are able to take that to the
business with the argument that it will
drive efficiency and take over from
a function that was previously very
labour intensive. This R&D team is
taking these ideas and implementing
them, which is very positive for BD.”
The expectation for the division is
such that members of the team are
required to have a broad breadth of
experience across the procurement
112 April 2018
Better together:
BD and Bard
spectrum, so they speak the
language of all stakeholders – liaising
with IT in one instance, and then
marketing the next, for example.
“It is essential that we are able to
fully understand the challenges and
targets of all of our stakeholders,” Lee
comments. “We are being asked to
connect the dots and drive change; we
need to act as a change agent and to
do that we have to be able to speak the

“I want BD to become best-
in-class compared to our
peers, the best-of-the-best”
– Patrick Williams, VP Procurement – Global Inderect
language and get everybody on board
with our ideas. BD has been very
consistent in driving change, whether
that’s across the entire organisation
or in single functions, and we have
to be an important part of that.”
In the months since it has been
established, the R&D Procurement
division has already introduced insight
and perspective to the overall global
procurement operation, and Lee says
there are many more areas where it
can push improvements and growth.
“We need to collaborate more
with our preferred suppliers to really
challenge them and drive innovation.
We know what the business needs
w w w. h e a l t h c a re g l o b a l . c o m
USA
now and will need in the future and
we need to challenge the supplier
base to drive that and innovate
with us. There is a lot more we can
harness from our suppliers and
that’s something we will look to do
over the next three to five years.
“It’s also important that when
we’re working in a global role,
we understand how different
approaches work for different
territories, negotiating with suppliers
is very different depending on where
you are. A Japanese supplier is
going to be very different from an
American supplier, for example.”
Lee believes that the transformation
113
BD

Founded in

1987 being pursued by BD and the R&D

procurement team will be vital in the
overall effort to secure and develop
the best new talent to the organisation.
“There is an opportunity for us to

114 April 2018


establish procurement as a hugely
important driver for change in the
business and that is only going to
help attract and retain the best talent.
I think many graduates don’t really
w w w. h e a l t h c a re g l o b a l . c o m
USA
understand procurement so we have
to engage with them, communicate
what procurement really is and the
opportunities within the industry.”
Driving ahead
BD has come a long way since the
turn of the millennium. Where there
was previously just a handful of
procurement staff, there is now a
highly competent and knowledgeable
division comprising almost 200
professionals. Once perhaps
considered a cautious, BD’s global
procurement teams have fully
embraced technology to drive both the
procurement function and the wider
company’s top-line performance. The
company is now thinking about how
it can utilize AI and machine learning,
automation and further bleeding-edge
technology to improve yet further.
Describing his goals for the future,
Patrick Williams says: “I want BD to
become best-in-class compared to
our peers, the best-of-the-best.”. If BD
continues its current trajectory, it would
take a brave person to bet against the
organization achieving exactly that.
115
Lagoon Hospitals and
Nigeria’s growing private
healthcare sector
WRITTEN BY FRAN ROBERTS
PRODUCED BY GREG CHURCHILL
 Lagoon Hospitals is one of the largest
healthcare companies in Nigeria. With an
impressive track record stretching over
30 years, the company is committed to
driving up quality standards throughout
its operations as it looks to increase
its footprint in the coming years

L
agoon is the only Joint Commission
International (JCI) accredited private
healthcare provider in Nigeria, and only one
of two in sub-Saharan Africa. The company has
been in operation since 1986, when it managed
a single hospital in Lagos. Today, Lagoon has
expanded to three hospitals and two clinics and
is today the largest private healthcare operator
in Nigeria. Lagoon is a part of Hygeia Nigeria Ltd
and has consistently been providing healthcare of
international standards to the people of Nigeria.
Last year, Lagoon added its third hospital – Gold
Cross Hospital Ikoyi – and the organisation is looking
to expand the services it offers to patients. “We are
moving towards tertiary care, so some of the key
medical programmes that we’re looking at are the
neurosciences, as well as orthopaedics, which will
include joint replacements and arthroplasty. We’re
moving into cardio thoracic surgery, interventional
cardiology later on in the year, while focussing on

118 April 2018

 AFRICA

Lagoon Hospital
Ikoyi, Lagos

w w w. h e a l t h c a re g l o b a l . c o m 119
L A G O O N H O S P I TA L S
building nephrology, urology, critical
care, and neo-natal critical care. These
are some of the key specialities within
the medical care programme that will be
launching throughout the course of the
year,” advises Rajeev Bhandari, CEO.
With this in mind, Lagoon is
investing in its hospitals and clinics.
“We have already been revamping
some of our facilities with state-of-the
art units. We’ve set up new critical
care units in our hospitals,” explains
Bhandari. “All of that is to ensure
that we provide the right kind of care
and the right levels of service.”
ENDOSCOPY SOLUTIONS
MAJOR GOALS
A PwC survey of Nigerians found
that more than 90% of respondents
associated advanced healthcare
delivered in Nigeria with “low
quality”. Despite this, Lagoon is
striving hard to deliver healthcare
that meets and exceeds international
standards. “We’re consistently
looking at increasing our footprint
to be the best healthcare provider
in Nigeria. Nigeria currently has a
very substantial population that
goes out of the country for medical
treatment,” states Bhandari.
RADIOLOGY SOLUTIONS LAB SOLUTIONS MEDICAL SOLUTIONS
 AFRICA

“One of our major goals is to provide

“We’re consistently healthcare at affordable rates, of
looking at increasing high quality standards to Nigerians
our footprint to be so that they can actually avail those
services here and do not have to
the best healthcare go out of the country. We have a
provider in Nigeria” very strong commitment to quality
– the quality of the healthcare we
– Rajeev Bhandari, CEO, Lagoon Hospitals provide, patient care and clinical
excellence,” Bhandari continues.
It is this commitment to quality
that sets Lagoon apart from other
private healthcare providers in
Nigeria. “We don’t compromise on

w w w. h e a l t h c a re g l o b a l . c o m 121
L A G O O N H O S P I TA L S

Lagoon has been in

operation since 1996

122 April 2018


quality at all,” notes Bhandari. “Our
standards of quality are very high
and that is something we are very
committed to and of course the
other thing that sets us apart is the
quality of clinicians. The profile of the
clinicians that we offer are definitely
the best in Nigeria. We feel proud
that we offer the right clinical mix and
quality of service to our patients.”
ENSURING CONSISTENCY
Guidelines set out by JCI help
Lagoon to meet such high standards
of quality. “We actually follow
certain healthcare guidelines that
have been provided by JCI on
adherence to quality patient care,”
Bhandari comments. “We have been
given scorecards based on all our
processes, procedures and medical
methods. We also have non-medical
indicators, which give us a scorecard
for patient care services. They start
right from waiting times to turnaround
of lab test times to radiology tests, so
covering approximately 18 different
parameters based around clinician
satisfaction and patient experience.”
As well as the quality of care,
w w w. h e a l t h c a re g l o b a l . c o m
AFRICA
patient safety is at the heart of
everything Lagoon does. “We
ensure consistency through training,
again as per JCI standards and
other internal SOPs. We have
consistent training and retraining
for our people. We follow a system
where we check on all processes
that have been laid out,” Bhandari
advises. “We collect data, validate
the data and track the data as
per our SOPs and guidelines
provided. Of course, we have a
strong culture of empowering
people to speak out whenever
there are any issues, so that we
can ensure that we rectify them.”
In order to meet international
healthcare standards, Lagoon
works with partners overseas to
keep up to date with the latest
expertise. “We have a JV with Fortis
Healthcare in India where we take
clinical expertise in terms of SOPs,
protocols, processes from them
so that we can actually manage to
deliver international standards of
healthcare here,” explains Bhandari.
“We work with them closely, they’re
our international partners.”
123
L A G O O N H O S P I TA L S
THE IMPORTANCE OF
INNOVATION
Lagoon has long pioneered advanced
medical care in Nigeria, becoming
the first private hospital in the
country to successfully perform
open-heart surgery. Today, such
pioneering innovation continues,
where Lagoon eagerly embraces the
latest technology. “Innovation has
always been very important to us. In
Nigeria, we were the first operators
to actually launch fully electronic
medical records. We predominantly
operate paperless facilities and
124 April 2018
we have gone electronic for our
patients. This can be accessed
across facilities,” Bhandari advises.
“Additionally, we have our own
hospital information system that
we work with. All our facilities
are connected to each other so
a patient can walk into any of our
facilities and with one registration
number we can access their medical
records. That ensures continuity
of care. Technology is of course
paramount to our business, and
so we’re investing in the best and
latest medical technology.”
 AFRICA

STRONG DEMAND
With facilities around Lagos, Lagoon
is able to cater to the healthcare
needs of Nigeria’s, and indeed
Africa’s, largest city. It is one of the
fastest growing in the world, and
also one of the most populous urban
agglomerations. Indeed, Nigeria as a
whole has experienced exponential
population growth over the preceding
decades. According to the 2017
revision of the World Population
Prospects, the total population of
“Our standards of Nigeria was 185,989,640 in 2016,
compared to only 37,860,000 in 1950.
quality are very This means that there is significant
high and that is potential for Lagoon to expand outside
something we are of its home city in the coming years.
“Our objective is to increase our
very committed footprint across Lagos and eventually
to and of course across Nigeria,” Bhandari comments.
“If any appropriate opportunities come
the other thing along we will be evaluating those to
that sets us apart see if we can increase our footprint.

is the quality There is a strong demand for the

private healthcare set up in Nigeria.”
of clinicians”
– Rajeev Bhandari, CEO,
Lagoon Hospitals

w w w. h e a l t h c a re g l o b a l . c o m 125