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MATILDA INTERNATIONAL HOSPITAL Issue 4

APOLLOMD NOVACINA Facilitating Australian innovation in medical manufacturing

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Providing innovative and person-centred care for the Netherlands

Advanced Dermatology and Cosmetic Surgery Utilising a relationshipbased care model between patient and clinician to deliver premier healthcare

Dr Ahmed Hersi MD, MBA, CEO of King Saud University Medical City, speaks about the hospital’s aim to advance its medical practices

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gas turbine technology discovery in air travel and industrial Ascending to new heights of

beverage packaging innovation in food and Sustainability and

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PUERTO VALLARTA

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Charting cleaner waters for the Adriatic

Expert Eye, Amanda Li, discusses the unsustainable nature of modern infrastructure investment

leading sustainable logistics in Belgium Founder and CEO, Jo Van Moer, discusses

EV development on the map for global Putting Mozambique

YACHTING’S SUSTAINABLE REVOLUTION

Ascending to new heights of discovery in air travel and industrial gas turbine technology

Founder and CEO, Jo Van Moer, discusses leading sustainable logistics in Belgium

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diagnostics for Africa World-class medical

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WELCOME FROM THE EDITOR

EDITORIAL Head of Editorial: Jack Salter jack.salter@outlookpublishing.com Senior Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com Editor: Ed Budds ed.budds@outlookpublishing.com Editor: Lily Sawyer lily.sawyer@outlookpublishing.com Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com Junior Editor: Lauren Kania lauren.kania@outlookpublishing.com

PRODUCTION Art Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Designer: Louisa Martin louisa.martin@outlookpublishing.com Production Manager: Alex James alex.james@outlookpublishing.com Digital Marketing Manager: Fox Tucker fox.tucker@outlookpublishing.com Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com Social Media Executive: Jake Crickmore jake.crickmore@outlookpublishing.com

BUSINESS Chief Executive Officer: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Chief Commercial Officer: Nick Norris nick.norris@outlookpublishing.com Regional Director: Joshua Mann joshua.mann@outlookpublishing.com

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CONTACT Healthcare Outlook First Floor, Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom. Sales: +44 (0) 1603 363 631 Editorial: +44 (0) 1603 363 655 SUBSCRIPTIONS Tel: +44 (0) 1603 363 655 jack.salter@outlookpublishing.com www.healthcare-outlook.com Like us on Facebook: facebook.com/healthcareoutlookmag Follow us on Twitter: @hc_outlook

Looking and Feeling Good Welcome to our fourth edition of Healthcare Outlook. For numerous skin conditions, there are multiple treatments, therapies, and solutions offered by the global dermatology market. With a growing demand for aesthetic procedures, and an aging population as people live longer and healthier lives, dermatology is understandably an appealing industry with a correlative uptake in care. The industry has expanded substantially over the past decade in North America, where our cover star, Advanced Dermatology and Cosmetic Surgery, has grown to over 160 locations in the US since it was founded by Dr. Matt Leavitt in 1989. Leavitt, along with other members of the company’s leadership team, enlighten us about delivering premier healthcare and synthesising both dermatologic and aesthetic services. “Ongoing research has led to the development of new treatments and therapies to address skin issues more effectively,” he informs us. “Part of the company’s evolution is its focus on value-based care – we prioritise educating our patients to focus on prevention and early detection.” Education and research are likewise one of the top priorities for St. Antonius Hospital in the Netherlands, and a part of the company’s DNA. Both are essential for St. Antonius Hospital to constantly improve its care according to the latest medical and scientific standards. By investing in education and research, along with the development of its employees, the hospital is able to achieve its mission and contribute to excellent healthcare practices. “We consider it our mission to act based on recent and innovative findings. We add to this by conducting our own research,” states CEO, Luc Demoulin. Innovative medical services, meanwhile, are provided by Matilda International Hospital (MIH) in Hong Kong, along with personalised patient care. The latter allows MIH to create customised treatment plans that consider the specific medical, emotional, and lifestyle aspects of each patient, an approach that ensures interventions are effective and align with their well-being. “Our comprehensive range of services, at the hospital and our in-town medical centre, integrate top-tier medical treatments within state-of-the-art facilities and are underscored by our patient-centric philosophy,” says CEO, Linda Burgoyne. There is plenty more to discover from across the healthcare sector in this issue, as we also speak to senior figures from King Saud University Medical City, ApolloMD, NovaCina, amongst others. We hope that you enjoy your read. Jack Salter Head of Editorial, Outlook Publishing Healthcare Outlook Issue 4 | 3

C O N T E N T S REGULARS

6 NEWS Around the healthcare sector in seven stories

8 EXPERT EYE 8

Knowing the symptoms of ovarian cancer

B U S I N E SS I N S I G H TS

10 The Interface of Brain and Machine

Connecting humans and computers

12 The Future of Pharmaceutical Delivery Making pharmacies accessible day and night

TO P I C A L F O C U S

16 Vehicles of Change in Veterinary Care Exploring the new frontiers of veterinary medicine

HEALTHCARE OUTLOOK CONTENTS

AS I A PAC I F I C

F E AT U R E S

66 Matilda International Hospital

18 SHOWCASING LEADING COMPANIES

Rooted in Personalised Care State-of-the-art medical services and compassionate patient care

Tell us your story and we’ll tell the world

NO RT H AMERICA

20 Advanced Dermatology and Cosmetic Surgery The Power of a Patient-Centric Approach A synthesis of medical and aesthetic care

76 NovaCina 42

42 42 North Dental Dentistry Done Differently

34 ApolloMD

Culture of quality

Prescribing Quality Care

EU R OP E & M I D D L E E AST

Multispecialty solutions for US hospitals and health systems

The Future of Pharmaceuticals Facilitating Australian innovation and medical manufacturing

86 Catholic Healthcare Nurturers of Body, Mind, and Spirit Care that covers every stage of life’s journey

50 St. Antonius Hospital Setting Standards in Medical Specialties Providing innovative and person-centred care for the Netherlands

58 King Saud University Medical City 34

Transforming Integrated Healthcare Management Renowned experts in a world-class healthcare complex

Healthcare Outlook Issue 4 | 5

NEWS

Around the healthcare sector in seven stories… A HUMAN TOUCH AN ADVANCEMENT IN prosthetic limbs now allows patients to feel the warmth of touch from another person. The new temperaturesensitive technology produces thermal sensations in the index finger. Going beyond being able to tell the difference between hot and cold, the electronics transmit information from the fingertip of the prosthetic hand to the amputee’s residual arm. Researchers have long known that amputees could feel sensations in their missing limbs, however, ‘MiniTouch’ enables them to distinguish temperature – even when feeling their own existing limbs. Patients participating in the trial cited the ability to rediscover physical human contact as the most important benefit.

SOARING SICKNESS DUE TO BRAZIL’S hot, rainy season, dengue fever is surging nationwide. The increase in cases of the mosquito-borne illness has forced health authorities to take emergency measures and begin a mass vaccination programme. To date, 5.2 million doses of QDENGA have been developed by Japanese drugmaker Takeda, with another 1.32 million doses provided at no extra cost to the government, as three Brazilian states have declared public health emergencies. In the first five weeks of this year, 364,855 infections have been reported four times the amount in the same period last year. The rapid spread is responsible for 40 fatalities, with a further 265 unconfirmed causes of death.

NO CASH IMPACT THE WORLD HEALTH Organisation (WHO) has collaborated with countries and partners to pay frontline health workers through mobile phones instead of cash. The move has led African polio campaigns to have a better-motivated and more stable workforce. Established in 2020, WHO’s Digital Finance Team joined the Better 6 | Healthcare Outlook Issue 4

Than Cash Alliance, an 80-member United Nations partnership. It has designed and implemented digital payment solutions in 24 African countries, including Benin, Botswana, Madagascar, Rwanda, Togo, and Zimbabwe. The speed of digital payments is linked to better morale and worker retention and is also said to save time and money for health campaign organisers.

CHATTING LEGIT A STUDY HAS shown that ChatGPT has exhibited reasonable accuracy in providing nutritional advice. However, its efficacy decreases in complex situations which need customised strategies. Therefore, the chatbot cannot replace a consultation with a healthcare professional for more in-depth conversations. Researchers found that

non-communicable diseases (NCDs) are the foremost cause of mortality, accounting for 74 percent of deaths globally. Furthermore, lifestyle and dietary factors have played a part in obesity tripling in the past 40 years, adding to the figure. Internet searches for healthrelated queries have been increasing, and ChatGPT has emerged as an accessible resource for lifestyle guidance.

DRUG DUPE A DANISH PHARMACEUTICAL company has settled lawsuits against two Florida businesses that it claimed were selling copies of its popular weight loss drugs, Ozempic and Wegovy. Novo Nordisk holds the patent to semaglutide, which is the active ingredient in the injectable drugs and used to treat type 2 diabetes. With the settlements announced last week, Cosmetic Laser Professionals Med Spa and Nuvida Rx Weight Loss are permanently banned from claiming their compounded drugs are approved by the US Food and Drug Administration (FDA). They are also forbidden from using misleading advertising and Novo Nordisk trademarks or logos on their products.

FOOD OF THE FUTURE

NHS UNPREPARED FOR NEW DEVELOPMENT ALZHEIMER’S RESEARCH UK says the NHS is not ready to roll out two groundbreaking drugs to slow the early stages of the disease, which is the most common form of dementia. Lecanemab and donanemab could be licensed this year, representing a step forward as they target one of the causes of Alzheimer’s rather than treating the symptoms. However, their effectiveness depends on early diagnosis. Both drugs come with severe side effects, which would mean careful monitoring with MRI brain

scans. Therefore, if the life-altering medications are approved, the NHS is unprepared for their delivery.

THE LATEST TREND in healthcare is towards microgreens – young seedlings that have not yet developed cotyledonary leaves. Packed with nutrients and easy to cultivate, the superfood has a bright future as a diet staple, as there is currently a global inadequacy in vitamins and minerals. When combining a growing human population with a reduction in agriculture production due to climate change, the innovative and functional food is appealing due to its nutritional value, which exceeds its mature vegetable counterparts, and short turnover times. They are also drought-resistant and convenient for urban farming. Microgreens are rich in carbohydrates, proteins, lipids, and phytochemicals such as indoles and flavonoids with proven anticolorectal cancer efficacy and significant antioxidant potential, decreasing blood glucose and reducing the risk of cardiovascular disease. Healthcare Outlook Issue 4 | 7

Ovarian Cancer Awareness: Targeting What Matters As Ovarian Cancer Awareness Month approaches in March 2024, it’s more important than ever for healthcare professionals and the public alike to be aware of the key symptoms of the disease and red flags to look out for. Dr Sharon Tate, Head of Primary Care Development at Target Ovarian Cancer, explains why we all need to know the symptoms of ovarian cancer Written by: Dr Sharon Tate, Head of Primary Care Development, Target Ovarian Cancer

ersistent abdominal distention. Early satiety and/or loss of appetite. Pelvic or abdominal pain. Urinary urgency and/or frequency. A patient comes to you with one or more of these symptoms. What would you diagnose? Irritable bowel syndrome (IBS)? Urinary tract infection (UTI)? Menopause? Food intolerance? Think again. These are the four main symptoms of ovarian cancer, and we must all know them in order to stop 11 women dying every day from this disease. Sadly, all too often, we hear the stories of women being 8 | Healthcare Outlook Issue 4

misdiagnosed or dismissed. Yet, if diagnosed at the earliest stage, nine in 10 women will survive ovarian cancer. Therefore, an early diagnosis of the disease is imperative to achieve better outcomes.

AWARENESS IS KEY TO UNLOCKING EARLY DIAGNOSIS Just one in five women can name the main symptom of ovarian cancer – persistent bloating (distention). This, combined with nearly half of GPs wrongly believing that the symptoms only present in the later stages of the disease, can lead to cases of misdiagnosis or women not being

diagnosed at all, resulting in more deaths from ovarian cancer. Increasing public knowledge through national campaigns that focus on the symptoms of ovarian cancer would have a positive impact on women recognising them and seeking help earlier. However, when women attend an appointment to discuss their symptoms, it is equally important that their concerns are taken seriously, and that healthcare professionals feel confident in their knowledge to refer patients for the appropriate tests to rule out or diagnose ovarian cancer.

THE IMPERATIVE ROLE OF HEALTHCARE PROFESSIONALS Primary healthcare professionals play a vital role in getting the right diagnosis as early as possible. The outcomes for those diagnosed via an emergency presentation at A&E are much poorer than those diagnosed through visiting their GP.

EXPERT EYE TARGET OVARIAN CANCER

1. Knowing the symptoms With no national screening tool, being familiar with the main symptoms of ovarian cancer could lead to an earlier diagnosis. These symptoms include distention, early satiety and/or loss of appetite, pelvic or abdominal pain, and urinary urgency and/or frequency. Other red flag symptoms include a change in bowel habits, unexplained weight loss, and extreme fatigue. Order a CA125 blood test and an ultrasound if a patient is experiencing these symptoms and they are new, persistent, and frequent.

2. Understanding that ovarian cancer symptoms can be mistaken as a recurrent UTI and/or IBS In our latest research, only 38 percent of GPs surveyed could name urinary symptoms as a key ovarian cancer symptom. In women over 50, a new onset overactive bladder (OAB) or recurrent UTI could be a red flag for ovarian cancer. Alongside this, we have heard many accounts of women who were misdiagnosed with IBS due to abdominal pain, distension, and changes in bowel habits. To avoid misdiagnosis, we’re urging clinicians to recognise the red flags for ovarian cancer and never diagnose new onset IBS or OAB in women over 50 without ruling out ovarian cancer. Red flags for ovarian cancer warrant further investigation – ovarian cancer must not be overlooked.

3. Undertaking education modules Healthcare professionals, especially those working in general practice, cannot know everything. The education programme we have designed at Target Ovarian Cancer has been implemented to update the knowledge of GPs and healthcare professionals in primary care. This supports them in being more knowledgeable of the symptoms of ovarian cancer, confident of spotting symptoms in their patients, and being aware of the appropriate diagnostic tests.

GOING BEYOND AWARENESS: COLLABORATION Ovarian cancer is not a rare disease. One in 50 women in the UK will be diagnosed with ovarian cancer in their lifetime, yet our survival rates are some of the poorest in Europe. To achieve landmark change, collaboration is needed. Target Ovarian Cancer has been working in partnership with teams in the NHS to develop, test, and roll out new approaches and interventions that facilitate early diagnosis. This work has resulted in cases of ovarian cancer being diagnosed where they potentially could have been missed or a patient misdiagnosed. Target Ovarian Cancer has set up an Early Diagnosis Network for healthcare professionals committed to diagnosing this cancer at the earliest possible stage, who are willing to share learnings and best practices.

WHY EARLY DIAGNOSIS AND AWARENESS MATTERS A previous misconception was that ovarian cancer has no symptoms in the early stages, and this simply reinforces that the disease is a ‘silent killer’ - which is not the case. Misinformed perceptions need to be changed and challenged. That’s why it’s important that everyone knows the symptoms and healthcare

professional teams are on the lookout for red flag symptoms that require investigation. An early diagnosis of ovarian cancer could mean nine in 10 women survive, as opposed to the one in seven who die within two months of an ovarian cancer diagnosis. March is Ovarian Cancer Awareness Month, and we are urging every healthcare professional to get to know the symptoms. Go one step further by downloading our symptoms poster and displaying it at your workplace, or join our network of committed healthcare professionals.

PHOTOGRAPHY © JACKY CHAPMAN

The fundamentals in awareness and education must be addressed to make this role effective. At Target Ovarian Cancer, we work closely with primary care professionals and healthcare teams across the UK. Together, we have identified three simple ways in which we could improve awareness and therefore, early diagnosis:

ABOUT THE EXPERT Dr Sharon Tate graduated from Cambridge University with a PhD in molecular oncology. In 2008, she joined Target Ovarian Cancer to run a programme to improve public awareness of ovarian cancer symptoms and empower women to raise awareness in their own communities. As Head of Primary Care Development, Sharon currently leads the Early Diagnosis team, managing all the work the charity does with professionals working in primary care. www.targetovariancancer.org.uk

Healthcare Outlook Issue 4 | 9

T H E I N T E R FA C E O F BRAIN AND MACHINE After Neuralink recently implanted its first brain-computer interface device in a human, we examine the technology’s potential to improve the lives of people with neurological disorders and disabilities Writer: Jack Salter

rain-computer interfaces (BCIs) have the potential to change lives. BCIs are computer-based systems that acquire, analyse, and translate brain signals into commands that are relayed to an output device to carry out a desired action. The concept of combining brains and technology has constantly stimulated people’s interest, and it has become a reality in recent times 10 | Healthcare Outlook Issue 4

thanks to the progress made in the fields of neurology and engineering. Indeed, until recently, the ability of humans to interact with, influence, or control external environments through thoughts alone was reserved for the realm of science fiction. However, the advancements in BCI technology now mean that electrical signals from the brain can be used to do just that. Neuralink wants to bring the technology from the lab into people’s

homes by developing ultra-high bandwidth BCIs to connect humans and computers. With a mission to create a generalised brain interface to restore autonomy to those with unmet medical needs today and unlock human potential tomorrow, the company is currently focused on giving quadriplegics the ability to control computers and mobile devices with their thoughts.

FEATURE TECHNOLOGY

Quadriplegia, also known as tetraplegia, is a form of paralysis that affects a person’s limbs and body from the neck down. The most common cause of quadriplegia is an injury to the spinal cord, which causes a disruption in nerve signals travelling through the backbone, usually from the neck. Though it is sometimes treatable, in most cases, it results in permanent paralysis. Neuralink’s approach is to keep in mind the people who will use its products, such as quadriplegics, emphasising safety, accessibility, and reliability during its engineering process.

SEAMLESS BCI EXPERIENCE To restore independence and improve lives, Neuralink has built a seamless BCI experience that enables fast and reliable computer control and prioritises ease of use. The first human received an implant from Neuralink on Sunday 28th January 2024, with the company’s Founder, Elon Musk, posting on his social media platform X that the “initial results show promising neuron spike detection”. Spikes are activity by neurons, which are described as cells that use electrical and chemical signals to send information around the brain and to the body by the National Institute of Health. The first implant follows an announcement in May 2023 that the company had received US Food and Drug Administration (FDA) approval to launch its first in-human clinical study, representing an important step in Neuralink’s mission. The first goal is to give people with paralysis their digital

freedom back, allowing them to communicate more easily via text messages, follow their curiosity on the internet, express their creativity through photography and art, and even play video games. In the future, Neuralink hopes to improve the lives of those with neurological disorders and disabilities in other ways. For example, for people with paralysis, a BCI implant could also potentially be used to restore physical mobility by reading signals in the brain and using them to stimulate nerves and muscles in the body, thereby allowing the person to once again control their own limbs. Neuralink also hopes to restore other capabilities, such as vision and speech, and eventually expand how we experience the world. The company’s BCI is fully implantable, cosmetically invisible, and designed to let people control a computer or mobile device anywhere they go, using their thoughts alone. The implant is hermetically sealed in a biocompatible enclosure that withstands physiological conditions several times harsher than those in the human body. It is powered by a small battery charged wirelessly from the outside via a compact, inductive charger that enables easy use from anywhere. Advanced, custom, low-power chips and electronics process neural signals, transmitting them wirelessly to the Neuralink application, which decodes the data stream into actions and intents, allowing computers to be controlled with thoughts.

PINPOINT PRECISION Neural activity is recorded by the implant through 1,024 electrodes distributed across 64 threads. These highly flexible threads are key to minimising damage during implantation and beyond. A surgical robot reliably and efficiently inserts the threads and places them into the motor cortex, a part of the brain involved in planning and executing movements. The robot uses advanced imaging systems to detect the brain and insert threads away from blood vessels. Prior research has shown that neurons in the brain’s motor cortex remain directionally tuned to movement intention, even in people with paralysis. To make Neuralink implants a reality, the robot is an absolute necessity on two fronts. Firstly, the threads are so fine – thinner than a human hair – that they can’t be grasped, manipulated, and accurately inserted by a human surgeon. The pinpoint precision, along with high speed, that can only be provided by a robot is therefore required. Secondly, scaling to millions of patients means that automation is needed not only for the insertion of threads, but also for the planning and execution of the rest of the surgery. Neuralink’s technology builds on decades of research. Recent engineering advances in the field and new technologies developed at the company, such as the surgical robot, are paving the way for overcoming key technical hurdles in the development of BCIs. Healthcare Outlook Issue 4 | 11

CHARAC FEATURE

aving been derived from ‘Charka’, the inventor of Ayurveda medicine in India, pharmacy tech company Charac was heavily inspired by the South Asian community when it was conceived in 2020. Founded by CEO Santosh Sahu on the belief that a holistic approach and rapid digitalisation will help independent pharmacies safeguard their business and create new revenue sources amid pressure from the NHS, Charac’s platform enables pharmacies to digitise their current processes by providing repeat prescriptions and consultations via phone, video, desktop, or mobile. The company was recently awarded the Best Solution for Connecting Healthcare at the 2023 HTN Awards, and is looking to continue to make waves in the pharmaceutical industry by digitally empowering independent community pharmacies to deliver more private services, reducing their reliance on NHS revenues and making them more accessible so that local communities have better access to healthcare services in the UK. Ultimately, what sets Charac apart

from the rest is its bespoke white label development, marketing support, electronic transfer of prescriptions, omnichannel solutions, data processor, collective teamwork, and a passion for making healthcare readily available to everyone, all working together to help digitise the UK’s £12 billion pharmaceutical sector. Healthcare Outlook (HO): Firstly, please introduce us to Charac as a leading healthcare software-as-aservice provider. Santosh Sahu, Founder and CEO (SS): Charac is an NHS-integrated pharmacy tech startup that supports independent community pharmacies through its innovative digital platform and app, providing pharmacies with a digital presence to increase revenue and efficiency, as well as achieve better outcomes for patients. I came up with the idea for Charac to fill a gap in the market for tracking prescriptions. As a diabetic, I have struggled with ordering repeat prescriptions and keeping track of them – and the solution to improve accessibility was simple: an Uber Eats for medication!

THE FUTURE OF

P H A R M AC E U T I C A L D E L I V E RY We speak to Santosh Sahu, Founder and CEO of Charac, to learn more about the industry’s fastest-growing pharmacy tech platform Writer: Lauren Kania 12 | Healthcare Outlook Issue 4

Santosh Sahu, Founder and CEO, Charac PHOTOGRAPHY © LARRY BRAY

Charac has become much broader than that, aiming to provide both pharmacists and patients a one-stop shop for all their medicinal needs, including booking and managing consultations and appointments, as well as delivering prescriptions. Since its inception, we have partnered with organisations, including Positive Solutions, the National Pharmacy Association (NPA), and the leading Australiabased platform, MedAdvisor.

HO: How dedicated is Charac to driving pharmaceutical growth through streamlining the operations of community pharmacies? SS: Charac aims to improve the operational efficiency of pharmacies through digitalisation. Shifting to a technology-driven system, including moving paperwork, such as patient and medication records, onto a digital platform, can facilitate easier file sharing and storing. This will help streamline processes and minimise

administrative actions. By increasing efficiency, pharmacists will have more time to provide personalised services to customers, improving patient outcomes and helping to build a growing, loyal customer base. Furthermore, pharmacists will also be able to work on revenueboosting services, such as the New Medicine Service (NMS), which allows pharmacists to claim NHS payments when supporting patients on new prescriptions. Healthcare Outlook Issue 4 | 13

CHARAC FEATURE

Charac’s digital transformation of pharmacies also includes digital marketing services, helping community pharmacies advertise their services and reach a wider audience. HO: How does Charac’s innovative solution support pharmacies, over 1,000 of which have closed since 2017 due to budget cuts and increased demand? SS: Many community pharmacies are currently struggling operationally due to staff shortages, chronic underfunding, and antiquated technology. According to Community Pharmacy England (CPE), community pharmacies have seen funding cuts of nearly 30 percent since 2016, and the Department of Health and Social Care (DHSC) found that community pharmacies are facing an annual shortfall in funding of over £750 million. Also, pharmacists were added to the Home Office’s job shortage list in 2021, with a Health Education England (HEE) survey finding that pharmacy staff vacancies doubled between 2017 and 2023. Staff shortages and increased demand for primary care, with NHS waiting lists soaring, mean pharmacists are under more strain than ever. Adopting technology and making operational and administrative tasks much easier for pharmacists will help reduce the pressure pharmacists face while earning more revenue. This means pharmacies are better placed to manage periods of increased demand while being self-sustainable, as funding fails to keep pace with inflation. HO: How is Charac set to support the UK government’s Pharmacy First framework, which came into action on 31st January? SS: Pharmacy First will drastically 14 | Healthcare Outlook Issue 4

expand the remit of pharmacists and increase the number of customers, both of which will put additional strain on pharmacists’ workloads. A Charac survey conducted in partnership with YouGov just before the launch of Pharmacy First found that as little as 23 percent of patients were using pharmacies as the initial port of call for certain minor conditions. This more than doubled to as high as 56 percent once patients were aware of Pharmacy First. Pharmacists are already severely stretched, with a Pharmaceutical Services Negotiating Committee (PSNC) survey in 2023 finding that 81 percent of pharmacists are struggling to cope due to a rise in workload. The Pharmacy First rollout will only add to this, however, Charac can help resolve this issue by encouraging pharmacies to adopt digitalisation promptly. Driving digital adoption through Charac and other platforms is imperative to alleviating pressure on pharmacists. HO: What about your groundbreaking partnership with MedAdvisor? Can you provide some key details about this? SS: MedAdvisor invested £1 million last year in Charac, with its CEO Rick Ratliff joining our board as a

Non-Executive Director. As part of the partnership, MedAdvisor has made Charac’s app available to pharmacies across the US, Australia, and New Zealand, while Charac is set to gain control of MedAdvisor’s UK operations in the second half of the 2024 financial year. With MedAdvisor serving 95 percent of Australian community pharmacies, 25 percent of New Zealand’s network, and over 235 million patients globally, this is an excellent opportunity for Charac to expand its international reach and support pharmacies across the world. HO: Finally, can you tell us about the funding Charac has raised? SS: Following a recent investment round from private equity firm Traditum, the funding raised by Charac has now reached more than £4 million, including investment from the National Pharmacy Association. Since launching in October 2022, we have signed up more than 800 pharmacies and 40,000 patients in the UK and are on track to reach 4,000 pharmacies by 2027.

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TOPICAL FOCUS VETERINARY MEDICINE

VEHICLES OF CHANGE IN VETERINARY CARE We explore the ways in which advances in wearable technology and the innovations of 3D printing are breaking boundaries in the next evolution of veterinary medicine Writer: Lucy Pilgrim

s a somewhat unsung hero in the wider healthcare industry, veterinary medicine has remained at the forefront of technological innovation to redefine animal healthcare. The abundance of technology used in today’s veterinary medicine sector would not be as advanced if it were not for the history of noninvasive surgeries that preceded it. Following the use of arbitrary tools for hundreds of years, the application of X-rays in the early 20th century was groundbreaking for its initial insight into animal anatomy. This paved the way for the development of preventative 16 | Healthcare Outlook Issue 4

medicine, vaccinations, and a greater understanding of animal nutrition.

PRIORITISING ANIMAL WELL-BEING At its core, the use of non-invasive surgery in veterinary practices ensures that the utmost care is provided to animals whilst undergoing procedures. This has been a key focus since the first use of the ultrasound, an early non-invasive surgery developed in the 1940s. Following the use of this technology to identify an ovine pregnancy in 1966, both ultrasound and X-rays were used more widely in the 1970s. This marked a turning

point in the leveraging of non-invasive internal examinations, as it ushered in a new approach to quality care, as well as a greater focus on morals and ethics. More recently, developments in non-invasive surgeries have evolved into wearable technologies that avoid harming animals. Initially, wearable devices were used to simply track an animal’s location. Later revisions, however, could indicate other biometric data, such as the monitoring of temperature, pulse, and respiration, to name just a few. This paints a greater picture of an animal’s holistic health, significantly highlighting any potential concerns. Today, the specialised wearable technology market is growing rapidly in the wider context of veterinary medicine. For instance, devices for microchipping animals have become commonplace

for pet owners, as this is quickly becoming a mandatory requirement across the world. The latest innovations in wearable technology come from the emerging field of animal computer interaction (ACI), making strides in the way veterinarians monitor health. In the agricultural industry, biosensors and ingestibles, the latest development in ACI, are being utilised for livestock management and health monitoring. Meanwhile, in the equine sector, a plethora of companies are using biosensors to track the vitals and health of horses, whilst e-textile blankets can cultivate precise data by measuring a horse’s heart rate, temperature, and even sleep pattern. This is particularly pertinent for equine fitness trackers that provide real-time data for horses’ healthcare. US-based company, Equine Smartbit, has developed a smart sensor-based technology that collects data via the insertion of an advanced bit placed in the horse’s mouth, making the monitoring of the animal more efficient, comfortable, and non-invasive. Developed by Chairman and Chief Innovation Officer, Mike Saigh, and President and CEO, Kelly Thurman, the bit technology represents an

intersection between veterinary medicine and the equine sector, helping medical professionals monitor highperformance racehorses.

POWER OF 3D PRINTING Another key innovation of veterinary health is the latest use of 3D printing. At its most basic level, the technology can be used to aid animals who have lost limbs and are in need of detailed prosthetics that can be customised to improve the animal’s mobility and quality of life. Furthermore, the creation of prosthetics also garners major benefits in the educational sphere for students of veterinary medicine. Preproduced anatomical models reduce major risks associated with using real body parts and can showcase certain procedures in greater detail. However, the applications of 3D printing are not limited to the creation of limbs. In 2018, Dr Michelle Oblak from Ontario Veterinary College (OVC) sent shockwaves through the veterinary medicine landscape when she 3D printed a customised section of a skull for a dog that was suffering from a sizeable brain tumour. Evidently, 3D printing alleviates the difficulties typically associated with complex surgeries, significantly shortening the timeframe and manpower of the procedure. Additionally, the amalgamation of stem cell technology and 3D printing capabilities can accurately mimic the

make-up and structure of certain organs, making strides in the treatment of regenerative disease. Founded by Bill Oxley in 2015, VET3D has become an industry leader in computer-aided design (CAD). The company plans, designs, and produces 3D-printed surgical guide systems that are specific to each procedure. The specialised guides are created using 3D data derived from computer tomography (CT). Once the data is inputted into the CAD software, virtual 3D models are created in preparation for surgical interventions. With the emergence of more advanced wearable technology and artificially produced prosthetics in 3D printing comes even greater ethical considerations when addressing and maintaining animals’ well-being. In tandem with the wider discussions around the advancements of smart technology, the developments of medical technology are to aid the critical thinking and nuanced nature of animal healthcare, helping bring forth a new era of veterinary medicine. Healthcare Outlook Issue 4 | 17

Tell us your story and we’ll tell the world HEALTHCARE OUTLOOK is a quarterly digital publication and media brand showcasing the latest innovations, industry insights and corporate stories from across the international healthcare sector. Its world-class team collaborates with the biggest and most exciting brands to craft engaging and authoritative content for a global audience of industry players. As healthcare organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector. The expertise of our in-house design and production teams ensures delivery to the highest standards, as we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of the global healthcare sector. As a multi-channel brand, Healthcare Outlook reaches an international audience through various platforms, with exclusive content distributed through our website, online magazine, social media channels, and bi-weekly newsletter. Through this compelling venture, we intend to foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers or our Managing Director, James Mitchell, today.

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ver the last decade, the “Part of the company’s evolution is dermatology industry in North its focus on value-based care – we priAmerica has significantly oritize educating our patients to focus grown. This stems from an increasing on prevention and early detection.” awareness of the importance of skin The aesthetics dermatology sector health, and as the global population is also increasingly sought after, ages, there is a correlative uptake in particularly cosmetic procedures the need for dermatologic care. such as BOTOX® Cosmetic, dermal In addition, people of all ages are fillers, chemical peels, and laser and aware of solutions that address skin energy treatments, which have all issues as we get older, with more and seen steady growth in recent years. more addressing those problems at However, there is a limited a younger age. With increasing availability of practicing providers options, they want to turn to who can meet the increasing a trusted practice. demand, especially in Looking to the next 10 certain geographies. years, the need for quality This is compounded by dermatologic care and widespread labor shortages advanced non-invasive in healthcare. aesthetic services continues Fortunately, Advanced Dr. Matt Leavitt to grow. Dermatology has a substantial “The way we deliver this continues portfolio, expansive presence, and to evolve. Ongoing research has led to significant manpower to cater to the development of new treatments the increased patient requirements. and therapies to address skin issues As one of North America’s premier more effectively,” opens Dr. Matt dermatology practices, the company Leavitt, Founder and Executive operates across more than 150 offices Chairman of Advanced Dermatology in 14 states, with a comprehensive and Cosmetic Surgery (Advanced team of more than 400 clinicians and Dermatology). 2,000 total employees.

Providing innovative and person-centred care for the Netherlands

Advanced Dermatology and Cosmetic Surgery Utilising a relationshipbased care model between patient and clinician to deliver premier healthcare

A cornerstone of the company’s founding mission, Advanced Dermatology and Cosmetic Surgery utilizes a relationship-based care model between patient and clinician to deliver premier healthcare. Synthesizing both dermatologic and aesthetic services, the company’s leadership team enlightens us Writer: Lucy Pilgrim | Project Manager: Ben Weaver

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T H E P OW E R O F A PAT I E N T- C E N T R I C A P P R OAC H Healthcare Outlook Issue 4 | 59

Dr Ahmed Hersi MD, MBA, CEO of King Saud University Medical City, speaks about the hospital’s aim to advance its medical practices

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T H E P OW E R O F A PAT I E N T- C E N T R I C A P P R OAC H Healthcare Outlook Issue 4 | 21

As such, Advanced Dermatology has a commitment that is instilled in each team member to provide the highest quality care in dermatology and aesthetic services.

RELATIONSHIP-BASED CARE Advanced Dermatology was first established in 1989 by Dr. Leavitt, who envisioned becoming a leader in the field. From the company’s inception, he understood that the organization’s success would be built on making patient care and clinician excellence the primary pillars of its success. From this, the practice’s mission was clear - to deliver the highest quality patient care and experience in dermatology and aesthetic services. As a result, the company has become an industry leader in treating patients for common and complex skin, hair, and nail conditions, providing critical, advanced skin cancer treatments, and using some

22 | Healthcare Outlook Issue 4

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of the most sought-after therapies available to reduce the impacts of age and the environment. “We offer a wide array of noninvasive and non-surgical cosmetic and anti-aging treatment options, which are on the cutting edge of clinical research. Meanwhile, our dermatopathology labs provide high-quality, advanced diagnostic services,” Dr. Leavitt details. The key to Advanced Dermatology’s expertise is its patient-centered healthcare, built upon a state-of-theart, relationship-based care model. “By building and maintaining positive and collaborative relationships between patients, clinicians, and clinical staff, we improve the overall quality of care by concentrating on the patient’s unique needs and preferences,” he adds. As part of the model, the practice likewise focuses on the patient experience and closely tracks patient

satisfaction via quality metrics to ensure that it provides the best possible care. To further this, Advanced Dermatology fosters and nurtures relationships with primary care physicians (PCPs), who provide education about skin health, chronic conditions, preventative measures, and the early detection of skin cancer.

being physician-led, as its Medical Executive Committee leaders play a critical role in the company, advocating for state-of-theart patient care and clinician engagement. The committee is led by Chief Medical Officer, Dr. Mark Kaufmann, and comprises both region-specific and service-specific leaders, including representatives LEVERAGING LEADING for aesthetics services, PHYSICIANS pathology, and Mohs In concordance with its surgery, bringing to the relationship-based model, table an abundance the company also has of knowledge and a physician-led focus, understanding. stemming from its founding “As a physician-led Dr. Mark Kaufmann mission in which it was built from organization, our staff the ground up with patients at the provide direction, oversight, center. So much so, that today, Dr. focus, and leadership regarding all Leavitt still serves as the Executive aspects of clinical services and make Chairman. recommendations for initiatives to Consequently, Advanced continuously improve quality,” Dr. Dermatology prides itself on Kaufmann highlights.

ADVANCED DERMATOLOGY’S CORE VALUES • As a team, Advanced Dermatology shares a common purpose, a healthy culture, and unified goals. • The company provides service excellence through continuous improvement and innovation. • The company has integrity in holding itself accountable to ensure it fulfills the promises it makes. • Advanced Dermatology is committed to creating and fostering a positive, rewarding, and enjoyable workplace and promoting an environment of employee fellowship.

Healthcare Outlook Issue 4 | 23

Revolutionizing Dermatology: The Transformative Impact of ADCS and SKNV

This article encapsulates insights from an interview with ADSC, delving into their perspectives on SKNV. 1. Why should dermatologists care about SKNV? When we asked Advanced Dermatology and Cosmetic Surgery (ADCS) provider, Dr. Meg Lemon why she chooses to partner with SKNV, she said: “SKNV provides reliable medications at a great price point for patients, but also for medical providers, which allows us to make

a profit and provide medication conveniently in the office at the time of care. I was pleasantly surprised how much patients really liked this convenience.” SKNV was born from the realization that the U.S. insurance industry was failing dermatology patients. Constrained by the profit-driven interests of the insurance industry and big pharma, dermatologists were struggling to effectively treat patients. SKNV was launched in 2016 to challenge the status quo, aiming to empower

dermatologists with customized therapies that cater to individuals’ unique needs. Over the last eight years, SKNV established a reputation for helping dermatologists recapture the power to prescribe tailored treatments at a more affordable cost to patients, deliver improved outcomes, and generate revenue.

SKNV’s Unique Edge 2. What differentiates SKNV from other players in the pharmaceutical space? Just as Uber revolutionized the taxi industry, SKNV is disrupting in-office Rx dispensing. SKNV restores prescribing authority to physicians through accessible cash pricing at a lower cost than most prescription insurance copayments. This saves patients money and effectively circumvents the need for prior authorizations, freeing both patients and providers from the historical constraints of our broken healthcare system. Manufactured in a state-of-the-art U.S. FDA-Registered 503B Outsourcing Facility, SKNV’s medications follow stringent quality assurance measures with formulations tailored to patient needs and without the same harmful excipients found in comparable branded and generic drugs. 3. How do these differentiators add value to a dermatology practice? SKNV’s approach enhances clinical, administrative, and financial efficiency within dermatology practices.

We find that our Advanced Dermatology and Cosmetic Surgery (ADCS) patients are increasingly more informed and concerned about the ingredients they put on their skin. On the clinical front, dermatologists are armed with the ability to tailor medication potency, choose the delivery vehicle, and select active and inactive ingredients.

“SKNV provides reliable medications at a great price point for patients, but also for medical providers, which allows us to make a profit and provide medication conveniently in the office at the time of care. I was pleasantly surprised how much patients really liked this convenience.” – Dr. Meg Lemon

SKNV provides a selection of over 120 dermatology-specific medications designed to treat a plethora of skin conditions, such as acne, fungal infections, dermatitis, melasma, rosacea, and more. On the administrative front, SKNV enables providers to prescribe unencumbered by third-party payers. Reducing the administrative burden associated with prior authorizations streamlines practice operations and enhances profitability, enabling staff to focus on more meaningful tasks. This also helps dermatologists regain control of their schedules and devote more time to patient care. On the financial front, SKNV can help monetize and add revenue to each practice with its customized medications. 4. Can you explain how SKNV determines which inactive ingredients to omit, and how do you ensure these formulations meet individual needs? SKNV’s formulation process is grounded in a data-driven, collaborative approach. Leveraging peer-reviewed, evidence-based studies, our team identifies and eliminates inactive ingredients that are potential allergens and/or irritants. Additionally, the company’s dermatology partners have the autonomy to customize treatments, ensuring each patient’s specific needs are met and cultivating a culture of collective discovery. By consistently refining their medications and learning from the collective expertise of dermatologists in ADCS’s network, SKNV not only upholds but also advances the best practices in dermatological care.

SKNV is special, here’s why 5. Can you share some success stories or case studies showcasing the effectiveness of SKNV’s approach in improving patient outcomes and satisfaction?

SKNV believes the true testament to the efficacy of its drugs and approaches come directly from those who use them in clinical practice. ADCS dermatology partners, who have firsthand experience with the results SKNV enables, are the most authentic voices in sharing success stories. When asked about the outcomes SKNV has enabled for his patients, Advanced Dermatology and Cosmetic Surgery Provider Jonathan Cox responded: “Having access to high quality and affordable prescriptions has improved medical care by allowing in-office dispensing of both medical and cosmetic prescription drugs at the time of care. This bypasses the expensive co-pays at the pharmacy with a high-quality medication and 100% satisfaction guarantee for our patients.”

SKNV provides a selection of over 120 dermatology-specific medications designed to treat a plethora of skin conditions, such as acne, fungal infections, dermatitis, melasma, rosacea, and more. 6. Finally, can you tell us more about the relationship between SKNV and Advanced Dermatology and Cosmetic Surgery? SKNV has worked closely with many local practices in the Advanced Dermatology and Cosmetic Surgery family for years now. The company offers a personalized and dedicated advisory approach to each ADCS partner, walking side by side with each staff member every step of the way. SKNV is dedicated to ensuring that every practice feels supported, not just supplied with medications.

Their commitment to ADCS partners extends far beyond supplying a customized dermatology system—SKNV is also deeply involved in supporting the success of the dermatologists it serves. SKNV Consultants are always available to help and consistently strive to contribute to the success and growth of their practice.

800-646-5040 info@sknv.com www.sknv.com

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Furthermore, Advanced Dermatology’s management teams and regional operators are focused on providing administrative support for clinicians, which allows team members to dedicate their time and energy to delivering premier care. To further its clinician expertise, the company is committed to providing continuous education opportunities for both clinicians and residents. Both Dr. Leavitt and Dr. Kaufmann, as part of Advanced Dermatology, have partnered with Derm Squared, an industry-leading education platform. Together, the two companies host quarterly advanced therapeutics update events exclusive to Advanced Dermatology’s clinicians, where they can receive the most up-to-date clinical care education with world-class leaders and earn continuing medical education credits. Additionally, Advanced Dermatology offers an Accreditation Council for Graduate Medical Education (ACGME) accredited dermatology residency program designed to provide the clinical experience, educational resources, and mentorship support that produces exceptional dermatologists who engage in the ethical and compassionate practice of medicine. The company also offers a comprehensive Physician Assistant and Nurse Practitioner Training Program, which provides didactic,

clinical, and procedural training. This includes direct patient care led by board-certified dermatologists in a supervised, structured environment, as well as sub-specialty training areas, such as Mohs surgery. “We standardize baseline clinical competencies to help ensure the best possible patient care and experience. We have successfully graduated over 70 advanced practitioners who have gone on to work in our clinics across the organization,” Dr. Kaufmann tells us.

Brian Griffin, CEO: “Our centralized supply chain allows for a higher level of attention when identifying and fostering relationships with suppliers and more sophisticated inventory management.

BEST-IN-FIELD TECHNOLOGY

“By maintaining optimal levels of

More recently, Advanced Dermatology has focused on identifying and implementing technology solutions and automation to drive better patient care, lower costs, and a high return on investment. The solutions include patient reminder automation, online booking, and web chat, which have improved patient communication and the overall experience. Moreover, the automation of faxes, voicemails, insurance verification, and calling campaigns, as well as call center artificial intelligence (AI), have streamlined clinical operations. “We are set on keeping up with technology changes in healthcare. One example is the implementation of check-in kiosks within our clinics for a more efficient check-in process.

stock, we can react to dynamic

“ O U R O P E R AT I O N S D A S H B O A R D H A S T R A N S FO R M E D O U R A B I L I T Y TO M A N AG E D AY-T O - D AY O P E R AT I O N S , W H I L E O U R C L I N I C S H O L D H I G H - L E V E L A N D D E TA I L E D I N F O R M AT I O N T H AT I S C O N S U M A B L E B Y ALL FIELD-LEVEL TEAMS” – BRIAN GRIFFIN, CEO, A D VA N C E D D E R M AT O L O G Y A N D C O S M E T I C S U R G E R Y

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Healthcare Outlook: Could you tell us about the importance of Advanced Dermatology’s centralized supply chain?

shifts in the marketplace, provide supplies to clinics based on usage, and reduce excess inventory. “We recognize that supply chain management is likely to become more stressed in the future, and it’s an area where we have an advantage given our size and economies of scale. Our scope has helped to reduce costs by consolidating procurement, production, and distribution. “Most importantly, we are also able to maintain consistency in product quality and standards.”

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Brand new exclusive content, delivered safely to your inbox Adding to its growing family of regional titles; North America Outlook, Africa Outlook, APAC Outlook, EME Outlook, and sector titles; Mining Outlook and Manufacturing Outlook – Outlook Publishing is proud to announce the birth of a digital magazine and web platform for the healthcare sector. As organizations worldwide must navigate a new healthcare landscape defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector. A multi-channel brand, Healthcare Outlook will bring you the positive developments driven by organizations across the healthcare industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered safely to your inbox with a bi-weekly newsletter. Through this compelling new venture, we intend to foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.

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back office and surgery scheduling. The company’s technological expertise proved vital in response to the COVID-19 pandemic, becoming agile in providing telehealth across its practices, which allowed patients to consult with dermatologists remotely. On top of this, Advanced Dermatology has recently pursued licensure to deliver virtual care in additional states, to meet and stay up to date with the needs of innovative, national care provider groups and accountable care organizations. “With this ability to deliver care virtually across most of the country, we continue to pursue partnerships with retail health providers, accountable care organizations, payers, and risk-bearing providers to operate as the preferred dermatology network,” comments James Philbin, Chief Development Officer.

SUPPORTING STAFF AND THE COMMUNITY The company prides itself on caring deeply for both its team base and local communities. Regarding the former, it is laser-focused on employee engagement and retention. “Employee satisfaction matters from day one, and we provide our teams with onboarding resources and comprehensive training to set them up for success,” Griffin affirms.

Sherry L.H. Maragh, MD, Mohs Surgeon

“Our operations dashboard has transformed our ability to manage day-to-day operations, while our clinics hold high-level and detailed information that is consumable by all field-level teams,” CEO, Brian Griffin outlines. Given the size of the practice, Advanced Dermatology has also centralized administrative tasks for

30 | Healthcare Outlook Issue 4

“ B Y B U I L D I N G A N D M A I N TA I N I N G P O S I T I V E A N D C O L L A B O R AT I V E R E L AT I O N S H I P S B E T W E E N P AT I E N T S , C L I N I C I A N S , A N D C L I N I C A L S TA F F, W E I M P R OV E T H E OV E R A L L Q UA L I T Y O F C A R E B Y C O N C E N T R AT I N G O N T H E P AT I E N T ’ S UNIQUE NEEDS AND PREFERENCES” – D R . M AT T L E AV I T T, F O U N D E R A N D E X E C U T I V E C H A I R M A N , A D VA N C E D D E R M AT O L O G Y A N D C O S M E T I C S U R G E R Y

Dr. Melinda Greenfield is a board-certified dermatologist with offices in the Jacksonville, Florida area as well as in Albany, Georgia. In her practice, Dr. Greenfield has over 20 years of experience with Photodynamic therapy (PDT). We spoke with Dr. Greenfield about her interest in using PDT to treat Actinic Keratoses (AK) and how she utilizes it daily.

beach in a large golfing community. Patients understand that they will need to take time away from their outdoor activities and, therefore, plan their treatments accordingly. Treatment expectations are reiterated at the initial visit and the time of treatment. I have visual aids that I show every patient so they know how they will likely look at various stages of the treatment. My staff are all fully trained to have the same discussion with patients. We give patients an office email to correspond with us in case they are concerned with their treatment. I see every patient back in one month to look at their skin and discuss their results.

What benefits does PDT offer AK patients?

Why do you think PDT isn’t used as widely as it should be?

PDT is a comprehensive treatment option for many patients with AK. We provide our patients with information on all the available treatment options, and many are surprised that they have not been offered PDT elsewhere. Once my patients have a better understanding of the benefits of PDT, they are happy to utilize this effective therapy. Furthermore, patients are more than happy to return for subsequent treatments when they see their results. In fact, many patients will refer friends and family because they are so impressed with their outcomes.

How do you educate your patients about AK and why it’s important to treat the lesions and the surrounding skin? I will discuss the iceberg analogy of actinic keratoses with my patients and explain the difference between lesion-directed vs fielddirected therapies. I also discuss long-term skin maintenance and prevention of potentially worse outcomes if early treatment isn’t accomplished.

How do you manage patient expectations pre-treatmen during, and post-treatment? I review expected outcomes and downtime with each patient. My main office is located at the

There might still be perceived barriers in the industry due to the outlay of initial costs for the lamp and the drug (topical aminolevulinic acid – ALA) and perhaps some confusion or uncertainty regarding reimbursements, proper medical coding, etc. In my region, we have excellent treatment and drug reimbursement. It’s essential for anyone considering this treatment to check with their specific local and regional insurance carriers to make sure coverage is adequate.

“Biofrontera Inc. is a US-based biopharmaceutical company commercializing a portfolio of pharmaceutical products for the treatment of dermatological conditions. Biofrontera Inc. was founded in March 2015 with a vision to bring innovative therapies and service to patients and healthcare providers in the dermatology community, building trusted partnerships and leading with science.”

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In support of its team, the company established the Advanced Dermatology Hardship to Hope Foundation, a 501(c)(3) charitable organization, to provide short-term financial assistance to employees and eligible dependents who encounter financial hardship due to an unanticipated crisis or catastrophic circumstances. The foundation has already had a positive impact on hundreds of Advanced Dermatology employees, most recently assisting team members affected by Hurricane Ian, 32 | Healthcare Outlook Issue 4

in which the charity paid $92,000 to grant recipients. Regarding the company’s corporate citizenry, Advanced Dermatology also provides free skin cancer screenings in the local community and leads in-person and virtual events to educate people on the importance of skin cancer prevention and early detection. Meanwhile, the practice is consistently identifying how cosmetic dermatology is evolving to ensure that it has the best approach to treat its patients. This is evidenced by its investment in the latest devices, including CoolPeel, Venus Versa, and Hydrafacial, while expanding into new injectables. The practice offers a wide range of treatments and skincare products, including its proprietary Proscriptix FX skin care and hair care line. “We will continue to adapt as new treatments emerge and patient needs evolve. Our aesthetics clinical leadership team reviews our services portfolio, clinical standards, and practices, and identifies pre- and post-care regimens to improve outcomes,” Griffin says. Advanced Dermatology also works with a multitude of healthcare and cosmetic companies to stay on top of the latest advances in both medical and cosmetic dermatology to ensure it is leveraging the latest research and clinical studies to identify advanced treatments and ensure the best patient outcomes. Advanced Dermatology provides a holistic approach to skin health, addressing both medical and aesthetic concerns. Coupled with a patient-centric focus and best-infield physicians, the company looks forward to greater success.

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Healthcare Outlook Issue 4 | 33

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PRESCRIBING

Q UA L I T Y CARE Always innovating and implementing new initiatives, ApolloMD is one of the most successful organizations in the clinical outsourcing services industry. We discuss more with COO, Amy Katnik Writer: Rachel Carr | Project Manager: Ben Weaver

uring its 40-year history, ApolloMD has curated a solid reputation as a multispecialty practice, partnering with top-tier hospitals, teaching facilities, and health systems across the US. “Our clinicians provide quality care for approximately four million patients annually and enjoy a rewarding practice setting with strong clinical partners, clinician-friendly contracts, leadership training, and diverse career paths,” introduces Amy Katnik, COO of ApolloMD. Moreover, clinicians are offered ownership opportunities through ApolloMD Partners, Inc., allowing them to build equity in a thriving 34 | Healthcare Outlook Issue 4

Amy Katnik, COO, ApolloMD

group from day one. Unusually, the organization has no private equity, and the offer is open to full-time employees, physicians, and advanced practice clinicians (APCs). “Private equity has been in the healthcare space for some time, but consolidation in healthcare has accelerated its

presence, and these companies understandably want to see a return on their investments. That creates unnecessary pressure for the group, which is a demand ApolloMD does not have to meet,” she notes. The challenges posed by external investors in healthcare include unsustainable growth expectations that require clinician groups to leverage up in an attempt to grow by acquisition. The implementation

of the No Surprises Act (NSA), the turmoil of payor lawsuits, and rising labor costs have increased the pressures for all groups. However, groups with large debt burdens have compounded pressure. The NSA was framed to protect people covered under group and individual health plans from receiving surprise medical bills when they have used emergency services, non-emergency services

from out-of-network providers at in-network facilities, and services from out-of-network air ambulance providers. “Our political leaders had a thoughtful strategy; however, it was not instituted the way it was intended. This makes it hard for hospitals and clinicians to continue to treat all patients regardless of their ability to pay. “These are some of the issues hospitals and clinical groups are Healthcare Outlook Issue 4 | 35

APOLLOMD NORTH AMERICA

having to navigate, which can require consolidation and creative innovation,” posits Katnik.

FLAGSHIP PARTNERSHIPS ApolloMD began 40 years ago at Cobb Hospital, which subsequently became Wellstar Cobb. Over the last four decades, as Wellstar grew, its relationship with ApolloMD deepened. Today, across eight facilities, including Wellstar Kennestone, one of the busiest hospitals in Georgia, the company is proud to serve Wellstar and its communities. “This has been a great partnership with very forward-thinking leadership. It has grown into a much larger system that provides excellent healthcare to a significant part of the state of Georgia. “Additionally, ApolloMD partners with many nationally-recognized health systems, including Baptist Healthcare, Piedmont, Atrium, and Erlanger, and our newest partner, Methodist Le Bonheur Healthcare, where we begin providing services in January 2024. Methodist Le Bonheur

is a five-hospital system serving the Memphis market,” explains Katnik. ApolloMD’s client base is now over 90 percent not-for-profit and includes partnerships with several emergency medicine residency programs. Emergency and hospital medicine services are the organization’s expertise, and navigating highvolume, high-acuity facilities with potential academic partnerships requires a strong, tactical approach and outstanding, committed leadership. “We have a phenomenal clinical operations team that comes in and carries out flow assessments with definitive action plans, so the quicker we can initiate the care process, the better the outcomes,” she informs us.

Additionally, ApolloMD has a patient experience team that works with each clinician to improve their communication skills relating to the patients and their families. These clinician operations have proven highly effective for the organization, so it continues to invest in the team as it grows. “During my tenure at ApolloMD, we have always invested in our people, especially this year. We are taking a vested interest in developing our clinical and corporate teams. In today’s work-from-home climate, we want to ensure that the company culture stays relevant,” Katnik reflects.

INNOVATIONS IN HEALTHCARE Another challenge hospitals face is

“ W E I N C R E A S E H E A LT H C A R E A C C E S S FO R I N D I V I D UA L S I N R E M OT E O R UNDERSERVED AREAS WHO MIGHT N O T H AV E R E A D Y A C C E S S T O M E D I C A L FA C I L I T I E S ” – A M Y K AT N I K , C O O , A P O L L O M D

APOLLOMD NORTH AMERICA

TRENDS THE US HEALTHCARE INDUSTRY IS CURRENTLY ADDRESSING: RISING HEALTHCARE COSTS – With insurance premiums increasing, out-of-pocket expenses, and overall healthcare spending, consumers and providers are impacted. TELEHEALTH EXPANSION – The COVID-19 pandemic has accelerated the adoption of telehealth services, allowing remote consultations and treatment. The shift towards telemedicine has continued to evolve, offering more convenience and access to healthcare. HEALTHCARE POLICY AND REGULATION – The industry remains influenced by government policy and regulation changes. There have been ongoing discussions and attempts to address issues such as access to healthcare, insurance coverage, drug pricing, and healthcare disparities.

a workforce shortage, and Katnik proposes the adoption of artificial intelligence (AI) in multiple modalities as a solution. “AI coding, AI therapists, and telehealth are additional ways to address workforce challenges. Some facilities are looking at telenursing as a possibility, although it remains to be seen which of these solutions will be effective and sustainable,” states Katnik. “We are focused on using innovative and complementary technology wherever it makes sense. We started with Cedar, a payment platform that meets patients where they are by enabling them to pay through multiple means and set up their private payment schedules.” Cedar’s platform helps healthcare providers exceed financial goals and improve the end-to-end digital patient experience. From pre-service through to post-billing, it personalizes interactions no matter how patients engage, as the technology utilizes empathetic messaging as it continues

to evolve. “We are also delving into AI-based coding with Fathom AI. We have automated a large percentage of our uncomplicated medical charts going through the engine, lowering the need for human coders and reducing costs, with a turnaround time of about three hours. In addition, it allows us to focus expert coders on auditing and examining our more sophisticated, complicated cases. “Additionally, our newest partner, Adonis, was tasked with developing a revenue intelligence and automation platform that delivers AI-driven insights to assist ApolloMD in locating real-time denials and issues surrounding the billing platforms that help drive and maintain financial performance,” details Katnik.

RELIABLE SERVICES As one of ApolloMD’s sister companies, RelyMD is a virtual health platform that provides on-demand, unscheduled medical care for non-emergency conditions.

TECHNOLOGY AND INNOVATION – There is a continued focus on technological advancements and innovation in healthcare. This includes AI-driven diagnostics, wearable health tech, and the use of big data to improve patient care and streamline operations. MENTAL HEALTH AWARENESS – There has been an increased focus on mental health, acknowledging its importance and integrating mental health services into healthcare systems. Mental health is a huge issue in the US, as there is a lack of facilities; therefore, many cities are impacted. WORKFORCE CHALLENGES – The industry has faced workforce shortages, including a lack of healthcare professionals in various fields. This shortage has strained existing staff and affected patient care in some areas.

Healthcare Outlook Issue 4 | 37

Employment- based Im Considerations for Hiri Foreign Physicians Healthcare employers seeking to hire physicians should explore the J-1 Waiver Program. The J-1 Waiver Program allows employers to hire physicians to work in healthcare facilities in rural and health shortage areas or serve those communities. Under the J-1 Waiver Program, the foreign physician must work for the sponsoring healthcare facility for three years. This immigration option can be a great tool to alleviate physician shortages. This program is available to qualifying physicians from any country who are in the U.S. on a J-1 visa to obtain medical training. The J-1 visa is a temporary visa that allows international medical graduate physicians to participate in a residency or fellowship training program in the U.S. The J-1 visa program is designed to promote cultural exchange. Therefore, once the physician’s program is over, the J-1 physician must return to their home country (country of nationality or last residence) for two years to allow their home country to benefit from the knowledge gained in the U.S. during their training. The J-1 physician must fulfill this two-year obligation before being eligible to obtain certain other U.S. visas. The law does allow an exception to returning home. The physician may obtain a waiver of the two-year requirement The most common J-1 waiver process is for a J-1 physician to work in an underserved area in the U.S. for three years. The employment must be in an area designated by the U.S. Department of Health and Human Services (HHS) as a Health Professional Shortage Area (HPSA), a Medically Underserved Area (MUA), a Medically Underserved Population (MUP), or serving patients who reside in a HPSA, MUA, or MUP. Additionally, the J-1 physician must be under contract to work at the healthcare facility for three years in H-1B status, and the employment must start within 90 days of the waiver approval. Once employed, the physician cannot transfer his or her visa status to a new employer unless the physician can show extenuating circumstances justifying the change in employment.

mmigration ing Qualified

HHS can approve an unlimited number of waivers each year, and there is no deadline for submission. Every state has an employer-sponsored J-1 waiver program called the “Conrad 30 Waiver,” allowing the state’s health department to recommend 30 physicians to receive yearly waivers. Each state develops its own waiver program with its own rules, deadlines, and guidelines that must be carefully evaluated to determine the best program for the employer and the J-1 physician. Fisher Phillips has immigration attorneys across the country experienced in J-1 Waiver applications and other visa processes for physicians and other healthcare professionals.

Changing The Employment Equation We are proud to partner with ApolloMD and Chief Operating Officer, Amy Katnik, supporting their vision: Healthy Clinicians. Healthy Patients. Healthy Communities. Fisher Phillips navigates the dynamic nature of employment law in the healthcare industry, including in connection with complex business immigration. fisherphillips.com

It has materialized as the premier platform in the pre-acute setting by partnering with EMS organizations to meet patients where they are and determine the appropriate level of care for each patient. It also operates in the urgent care setting with

APOLLOMD IN NUMBERS 2,500+ PHYSICIANS AND APCS

130+ PRACTICES

4.1 MILLION PATIENTS TREATED ANNUALLY

40 | Healthcare Outlook Issue 4

employer-based services and directto-consumer capabilities. “The platform’s accessibility and flexibility allow providers to complete well over 250,000 scheduled care visits, resulting in patients and organizations saving over $37 million and $450 million in avoidable urgent care and emergency room (ER) visits, respectively,” observes Katnik. Other benefits, such as convenience and accessibility, are standard across all telehealth platforms. Patients can consult with healthcare providers from the comfort of their homes or offices without traveling to a clinic or hospital. “We increase healthcare access for individuals in remote or underserved areas who might not have immediate access to medical facilities.” RelyMD significantly reduces waiting times for patients seeking urgent care for non-emergency conditions. Furthermore, visits are far less expensive than in-person

consultations. “We integrate with electronic health records (EHRs), allowing for care coordination and maintaining comprehensive data for patients. Another benefit of RelyMD is its after-hours care, as it offers greater flexibility for patients who need attention during evenings, weekends, or holidays when they can’t reach a primary care physician (PCP). “Our care coordinators help patients navigate the healthcare landscape from initiating a visit and filling prescriptions to following up on their post-care,” Katnik elaborates.

EDUCATION AND SUPPORT INITIATIVES One example of ApolloMD’s commitment to furthering its clinical team’s education includes the ApolloMD Post-Graduate APC Program, an innovative, specialtydriven training scheme for physician assistants and nurse practitioners. The

APOLLOMD NORTH AMERICA

Tell us your story and we’ll tell the world

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comprehensive program lasts nine months, including clinical and didactic training, with a 15-month commitment to post-training work. “The program provides a robust educational experience including live sessions, online classrooms, simulation, proctored invasive procedures, departmental flow strategies, patient experience training, and more. “Our overarching goal is to support APCs in top-of-license practice, while gaining the confidence to care for the communities we serve,” says Katnik proudly. Upon completing all program requirements, the APC post-graduate will be awarded a certificate, offered a full-time position, including benefits at an ApolloMD practice, and progress to an independent apprenticeship in its APC Advancement Program. Many of ApolloMD’s partner facilities participate in worthwhile causes that the organization is

Helping Healthcare Organizations Achieve A Healthy Bottom Line Windham Brannon supports healthcare organizations, hospitals, medical and dental practices by offering more than regulatory compliance and accounting support. We help you achieve healthy bottom lines and develop key growth strategies so you can focus on what matters most – taking care of your patients.

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proud to support. At Saint Joseph’s Health in New Jersey, ApolloMD is honored to offer its support of the Blue Campaign. This groundbreaking partnership with the US Department of Homeland Security is an effort to combat human trafficking. The Blue Campaign is a national public awareness drive designed to educate people to recognize the indicators of human trafficking and how to respond to possible cases. “It is our 2024 goal to support this worthwhile initiative and further push educational resources out to all our

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healthcare systems across the US,” Katnik enthuses. A variety of US companies are implementing similar campaigns. Delta Airlines, for example, has trained its flight attendants to look for signs of human trafficking; ApolloMD has the same goal for its workforce in 2024. “Supporting the Blue Campaign initiative is one of our aims for this year. We are also excited to have Dr. Yogin Patel as our new CEO in 2024. He has been with us for more than 15 years and is an innovative thinker. We look forward to how he will reshape the company goals and culture this year by supporting these key initiatives,” Katnik concludes.

Tel: 770-874-5400 www.apollomd.com Healthcare Outlook Issue 4 | 41

42 NORTH DENTAL NORTH AMERICA

D E N T I S T RY DONE D I F F E R E N T LY 42 North Dental is building on its success of supporting great practices and ensuring a legacy of excellence. We sink our teeth into the company’s success story with CEO, Geoffrey Ligibel Writer: Ed Budds | Project Manager: Ben Weaver

ounded by two dentists upon the idea that better patient care is achieved by allowing dentists to focus on dentistry rather than the administrative burdens of running a practice, 42 North Dental is changing the game for oral healthcare. The initial concept that built the foundations of the business was simple: doctors who spend more time chair-side treating patients and less time on business and administrative tasks are happier, more successful, and able to produce better outcomes and experiences for patients. 40 years ago, those revolutionary ideas were the makings of Gentle Dental Partners, the previous incarnation of 42 North Dental. Four decades after this revolutionary idea, these fundamental principles are still honored throughout every faction of the company. Built by dentists, for dentists, 42

North Dental aims to continually raise the bar for what’s possible in the practice of dentistry by delivering healthy, confident smiles for life. “With our roots in Boston, a true healthcare hub, we are uniquely positioned to partner with preeminent healthcare solution providers to test and launch new treatments and technologies and to add new specialties and services as part of our mission to chart a bold new course for the practice of dentistry,” introduces Geoffrey Ligibel, CEO of 42 North Dental. “Our name refers to the latitude of Boston, where we put down roots over four decades ago. Boston is known as the “City of Firsts” where innovation, collaboration, and excellence come together, and we believe that these key building blocks are the foundation of any great healthcare organization,” he adds.

Existing as a non-traditional dental support organization, 42 North Dental understands that the love of the profession and the business management of a practice do not always go hand-in-hand. By partnering with practices, empowering employees, and providing resources and support, the company enables dental professionals to focus on what they love and what is considered most vital – providing high-quality patient care. Proud to be one of the largest healthcare providers in the Northeast, today, the company exists as the largest dental care provider in New England, alongside an expanding presence in the Midwest and the Mid-Atlantic. An ever-growing and impressive footprint is made possible by 108 supported dental practices, around 300 dentists, and 1,700 total employees. Healthcare Outlook Issue 4 | 43

42 NORTH DENTAL NORTH AMERICA

THE RISE OF DIGITAL DENTISTRY On a global scale, and more specifically across North America, dentistry is undergoing seismic change, which promises to usher in positive and exciting developments for patients.

HEALTHCARE OUTLOOK: CAN YOU TELL US ABOUT YOUR EXPERT STAFF AND HOW VALUABLE THEY ARE TO THE COMPANY? Geoffrey Ligibel, CEO: “The phrase that I use all the time is that you can’t have an awardwinning dentist without awardwinning staff. You could be the world’s greatest dentist clinically, but if your team isn’t providing a great experience for patients, there’s nobody to take care of, and there’s nobody to talk about the experience that they had. Therefore, having great staff is extremely critical. “We’re trying to help develop our people and provide opportunities to enhance their skill set as a method of investing in our teams. “At present, we have a lot of staff members who have been promoted into different roles, such as exciting opportunities in hygiene leadership and mentorship. We’ve had doctors who have transitioned to regional clinical directors, as well as practice managers who’ve become regional managers. “Overall, it remains critical to nurture and retain your best people and to give them opportunities to grow.”

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As the sector continues to migrate through the digital age, 42 North Dental is an early adopter of cuttingedge technologies to enhance and drive outcomes. Dental practices across the globe are undergoing an unprecedented transformation thanks to the rapid adoption of cloud-based infrastructure upgrades. Once a sector that was slow to adopt emerging technologies, the dental industry’s new embrace of these improvements has allowed the profession to become more patient-centric, fostering greater trust, encouraging preventative care, and championing convenience and consistency. “The dental industry is consolidating rapidly, but the previously slower pace of digital transformation in dentistry means practices are also now more agile to adapt,” Ligibel offers. More than 90 percent of patients now want digitally assisted dental visits due to increased trust and transparency, and at present, 42 North Dental’s use of VideaHealth’s dental artificial intelligence (AI) technology has had a clear, measurable impact on clinical treatment for every practice. “AI has the potential to transform

dentistry itself, and VideaHealth is a clear leader – offering the best product and partnership in the market. Thats why the technology has been rolled out in all of our supported practices,” he elaborates.

GROWING THE NETWORK 42 North Dental looks for quality, sizable practices with a strong reputation that it can enhance and build upon. However, no two practices are alike. “We evaluate each practice and situation on its own merit and standing, but at the core, we look to partner with the best doctors who have developed a great team and have a great story,” Ligibel explains. The business conducts a thorough due diligence process before evaluating whether an affiliation makes sense for the growing network. “When you work at a 42 North Dental supported practice, you join a network of dental professionals who share best practices, provide mentoring and support, and share a commitment to quality patient care,” he continues. Offering access to training and free continuing education (CE) courses and an award winning 42U Learning Management Systems with thousands

42 NORTH DENTAL NORTH AMERICA

Transforming Smiles

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Empowering DSOs with AI powered Full-Arch Rehabilitation Excellence!

Healthcare Outlook Issue 4 | 45

COMPANY HISTORY – KEY DATES 1982 – The first Gentle Dental office opened in Boston, Massachusetts (MA). 1997 – Consolidation of 11 practices into one company providing centralized administrative services. 2012 – The company’s first out-ofstate practice opened in Nashua, bringing the total number of practices to 27. 2015 – Growth kicks into high gear with a strong affiliation process for dentists who realize the benefit of partnering with a leading Dental Support Organization. 2018 – The Dental Support Organization is rebranded 42 North Dental to better represent all the practices it supports.

46 | Healthcare Outlook Issue 4

of hours of self-guided learning, there are always new and exciting opportunities for career development. In this way, 42 North Dental currently supports over 30 differently named practices, including several multi-site group practices, all with strong brand value, and the company encourages an open dialogue with its potential and current affiliates to assess the value of maintaining an individual brand. Dentistry, like all of healthcare, is a local business, and therefore, 42 North Dental is embedded into the communities that it serves. This means that locals gradually get to know the team and feel cared for in the most detailed and precise way. When the company arrives in a new region, it helps add to green spaces in the area through its Planting Roots program and often sponsors local youth sports teams and supports local charities as a means of giving back.

42 NORTH DENTAL NORTH AMERICA

“ W E E VA L U AT E E A C H P R A C T I C E A N D S I T U AT I O N O N I T S O W N M E R I T A N D S TA N D I N G , B U T AT T H E C O R E , W E L O O K TO PA R T N E R W I T H T H E B E S T D O C TO R S W H O H AV E D E V E L O P E D A G R E AT T E A M A N D H AV E A G R E AT S T O R Y ” – G E O F F R E Y L I G I B E L , C E O , 4 2 N O R T H D E N TA L

BUILDING BEST CARE Moving forward, 42 North Dental has intricately constructed a focused, future-facing vision that will ensure the company continues to thrive and grow. “We will continue to expand with great practices throughout the geographies that we serve and are always looking for new partners that share our values, focus on clinical quality and deliver superb patient experience,” Ligibel explains. Key to delivering clinical quality and a stellar patient experience, is 42 North Dental’s core operational pillar of expanding its trademark multi-specialty dental model in the

communities that they serve. There is a true commitment to expanding the practice of dentistry with complete oral health solutions. Starting in Boston before expanding to the wider Massachusetts region, 42 North Dental grew across New Hampshire, Connecticut, Maine, and then more recently into New York, New Jersey, Pennsylvania, Michigan, and Indiana. “Our vision is to develop a meaningful presence across all of these states and areas, where with our model, we have the most reputable leading dental practices that are part of our network,” he expands. By bringing in world-class

specialists who will support the practices and by encouraging connections at the dental schools, the company is thriving in its role of being an integral pillar of its communities. “We’re building a culture of quality and setting benchmarks in the dental industry. That starts with our commitment to our dental community. Partnerships with organizations like Keystone Dental Group allow us to create learning tracks like our Dental Implant Fellowship and provide unparalleled access to valuable in-depth, hands-on continuing education that truly benefits our supported clinical teams, their careers, and ultimately patients,” Ligibel concludes. Hiring the best teams to provide the best dental care and patient experience is a winning strategy, and 42 North Dental continues to write the definition of quality in dentistry.

781-647-0772 info@42northdenyal.com www.42northdental.com Healthcare Outlook Issue 4 | 47

S I M O N D S

CSI CONSTRUCTION / EPC GROUPE

G R O U P

K I N G S AU D U N I V E R S I T Y M E D I C A L C I T Y

NORTH SHORE UNIVERSITY HOSPITAL

A R I S

M I N I N G

VILLAGE NATIONAL GROUP

MATILDA INTERNATIONAL HOSPITAL Issue 4

PIMS GROUP

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VARDA

Contributing to construction success in Nigeria

Using data to unlock a nature-positive food system

FORMEX INDUSTRIES

CONSTRUCTION INDUSTRY COUNCIL Delivering a better society

World-class manufacturing capabilities

SOUTH AFRICAN POLICE SERVICE MEDICAL SCHEME

D AY T O N L A M I N A C O R P O R AT I O N / M I L L E R I N D U S T R I E S

Providing innovative and person-centred care for the Netherlands

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BCI MINERALS

Advanced Dermatology and Cosmetic Surgery

Delivering multigenerational benefits

KMC MINING Growth and excellence amid an evolving industry

Offering access to a unique global network, reaching hundreds of destinations, and carrying thousands of shipments a day

APOLLOMD

ST. ANTONIUS HOSPITAL

Issue 20

www.mining-outlook.com • Issue 5

SETRACO NIGERIA

MTR CORPORATION Shaping the future of public transport

Pursuing originality, which often results in globally recognised innovation, Supashock’s advanced mobility systems are improving vehicles in various industries

Nick Mitchell, CEO and Founder of Ultimate Performance, tells us about pushing the boundaries in the Asia Pacific fitness industry about pushing the boundaries in the Asia Pacific fitness industry Nick Mitchell, CEO and Founder of Ultimate Performance, tells us

Kyle Whitehill, CEO of Avanti Communications, speaks of the satellite technology company’s multi-orbit business strategy and mission to connect Africa company’s multi-orbit business strategy and mission to connect Africa Kyle Whitehill, CEO of Avanti Communications, speaks of the satellite technology

systems are improving vehicles in various industries recognised innovation, Supashock’s advanced mobility Pursuing originality, which often results in globally

African Police Service well-being of the South Ensuring the health and

Assembling success in the aerospace industry

KAMSTRUP

Offering state-of-theart solutions for smart water metering

REGAL REXNORD AEROSPACE AND DEFENSE

VENETIA UNDERGROUND PROJECT

SPAR ALBANIA

Establishing itself as the industry leader in aerospace bearings, seals, electrical components, and gears

The latest updates from De Beers on the underground expansion of South Africa’s leading diamond mine

The country’s fastest-growing supermarket chain

Luc Demoulin, CEO of St. Antonius Hospital, speaks about how constant innovation is helping meet the demands of the healthcare industry

Sphere, a model for renewable energy use, is a next-generation entertainment medium revolutionizing the future of live events

Ngaire Tranter, General Manager at BUMA Australia, takes us through her vision to build a modern mining and rehabilitation company driving growth, sustainability, and prosperity

Dr Ahmed Hersi MD, MBA, CEO of King Saud University Medical City, speaks about the hospital’s aim to advance its medical practices

Bernie Quinn, Engineering Director and Partner at Premcar Pty Ltd, discusses helping global carmakers and their Australian importers create new cars that buyers really want

innovation is helping meet the demands of the healthcare industry Luc Demoulin, CEO of St. Antonius Hospital, speaks about how constant

entertainment medium revolutionizing the future of live events Sphere, a model for renewable energy use, is a next-generation

a modern mining and rehabilitation company driving growth, sustainability, and prosperity Ngaire Tranter, General Manager at BUMA Australia, takes us through her vision to build

speaks about the hospital’s aim to advance its medical practices Dr Ahmed Hersi MD, MBA, CEO of King Saud University Medical City,

global carmakers and their Australian importers create new cars that buyers really want Bernie Quinn, Engineering Director and Partner at Premcar Pty Ltd, discusses helping

ALBANIA SPAR

leading diamond mine underground expansion of South Africa’s The latest updates from De Beers on the

The country’s fastest-growing supermarket chain

bearings, seals, electrical components, and gears Establishing itself as the industry leader in aerospace

PROJECT UNDERGROUND VENETIA

public transport Shaping the future of

MEDICAL SCHEME POLICE SERVICE SOUTH AFRICAN

AEROSPACE AND DEFENSE REGAL REXNORD

CORPORATION MTR Australian trade Coastal cargo advancing

DARWIN PORT

capabilities manufacturing World-class

Tell us your story, and we’ll tell the world COUNCIL INDUSTRY CONSTRUCTION

industry an evolving excellence amid Growth and

KMC MINING

food system a nature-positive Using data to unlock

in Nigeria construction success Contributing to

NIGERIA SETRACO

benefits generational Delivering multi-

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resource potential Mining Australia’s

PIMS GROUP

CSI CONSTRUCTION / EPC GROUPE

S I M O N D S

G R O U P

KAMSTRUP

K I N G S AU D U N I V E R S I T Y M E D I C A L C I T Y

NORTH SHORE UNIVERSITY HOSPITAL

A R I S

M I N I N G

VILLAGE NATIONAL GROUP

industry in the aerospace Assembling success

Surgery and Cosmetic Dermatology Advanced

MINERALS BCI

VARDA

w w w. a p a c o u t l o o k m a g . c o m

Issue 106

water metering art solutions for smart Offering state-of-the-

deliver premier healthcare patient and clinician to based care model between Utilising a relationship-

thousands of shipments a day of destinations, and carrying network, reaching hundreds Offering access to a unique global

Delivering a better society

INDUSTRIES FORMEX

Issue 2

AIR INDUSTRIES GROUP

Utilising a relationshipbased care model between patient and clinician to deliver premier healthcare

DARWIN PORT

Coastal cargo advancing Australian trade

Ensuring the health and well-being of the South African Police Service

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NOVACINA Facilitating Australian innovation in medical manufacturing

Mining Australia’s resource potential

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Issue 4

GROUP INDUSTRIES AIR

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Issue 2

the Netherlands person-centred care for Providing innovative and

HOSPITAL ST. ANTONIUS

manufacturing innovation in medical Facilitating Australian

NOVACINA

MATILDA INTERNATIONAL HOSPITAL

APOLLOMD

D AY T O N L A M I N A C O R P O R AT I O N / M I L L E R I N D U S T R I E S

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S E T T I N G S TA N DA R D MEDICAL SPECIALIT Person-centred care, education, innovation, and research are top priorities for St. Antonius Hospital in the Netherlands to achieve quality of care. We speak to CEO, Luc Demoulin, about constantly innovating to meet the demands of the healthcare industry Writer: Rachel Carr | Project Manager: Cameron Lawrence

50 | Healthcare Outlook Issue 4

DS IN TIES

ST. ANTONIUS HOSPITAL EUROPE & MIDDLE EAST

ocated in the middle of the Netherlands, St. Antonius Hospital (St. Antonius) strives daily to offer patients the best care, often in challenging circumstances. “The Dutch population is both growing and greying at the same time. These two developments culminate in a steadily increasing demand for care,” introduces Luc Demoulin, CEO of St. Antonius. Together with the rising costs of sophisticated new diagnostic procedures and treatments, energy, and personnel, St. Antonius faces the challenge of providing a high level of care without breaking the budget. Beyond St. Antonius, all hospitals in the Netherlands face a shortage of healthcare professionals.

“Our hospital is no exception to the shortage, but our doctors and nurses persistently find new ways to see more patients with the same number of caretakers. We have different ongoing experiments to find out what works, and if it works, we share the results with our partners,” divulges Demoulin. As a leading teaching hospital and part of Santeon, a partnership of seven teaching hospitals across the Netherlands, of which St. Antonius is one of the founding fathers, education and research are naturally a part of its DNA.

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ST. ANTONIUS HOSPITAL EUROPE & MIDDLE EAST

“Both are essential to constantly improve our care, according to the latest medical and scientific standards. “Furthermore, without structural external funding, we run many scientific and applied research projects via large-scale subsidies and the St. Antonius Research Fund, mainly powered by patients who make donations out of gratitude,” Demoulin explains. With locations in Utrecht, Nieuwegein, and Woerden, hospital services include all medical specialities, focusing on heart, vascular, lung, and cancer treatments. St. Antonius has become a healthcare leader known for combining innovation, drive, and person-centred care. “At the same time, we believe that cooperation is key to achieving the best medical care for people. Therefore, we work closely with other hospitals and care partners in the region,” adds Demoulin.

QUALITY OF LIFE St. Antonius’ mission is “ensuring quality of life together”, which it is able to achieve by investing in education, research, and the development of its employees, therefore contributing to excellent healthcare practices.

“ VA L U E - B A S E D H E A LT H C A R E I S O U R G U I D I N G P R I N C I P L E . P AT I E N T P A R T I C I P AT I O N A N D S H A R E D D E C I S I O N M A K I N G R U N S T H R O U G H O U T O U R H O S P I TA L TO AC H I E V E T H E B E ST Q UA L I T Y O F L I F E ” – L U C D E M O U L I N , C E O , S T. A N T O N I U S H O S P I TA L

“We make quality of care measurable and offer patients insight into the outcomes that matter to them. We use these results to continuously improve our care. Value-based healthcare (VBHC) is our guiding principle. With patient participation and shared decisionmaking runs throughout our hospital to achieve the best quality of life,” states Demoulin. Working as a team based on the personal needs of the patient is essential for the staff at St. Antonius. “We consider it our mission to act based on recent and innovative findings. We add to this by conducting our own research.”

‘MISSION IMPOSSIBLE’ A test to organise care so that nurses can help twice as many patients while improving job satisfaction and quality of care is currently running at St. Antonius, to determine whether the impossible can become a reality. Dubbed ‘Mission Impossible’, the test must contribute to keeping healthcare accessible and affordable. Hopefully, it will enable patients to have more control over their treatment. The project team of nurses was challenged to think outside the box, resulting in a colourful range of suggestions to meet the ambitious objective. Ultimately, it led to adjustment proposals in three areas: more involvement in family care, a smarter division of work, and using an app or digital platform. The plan will be actioned with the following steps: – A new division in all healthcare departments contributes to greater patient comfort and efficiency for nurses and other healthcare providers. This will limit absenteeism due to illness and make it possible to continue working in all phases of life. – Involving patients’ families and loved ones in nursing, which could lead to an earlier discharge from the hospital and abolishing fixed visiting times. – Working with an admission plan, where the hospital describes what the patients and loved ones can do themselves, means less home care is needed. – Experimenting with parts of the project in the oncology and urology departments.

The team at St. Antonius wants patients and their loved ones to feel heard and helped when visiting the hospital, where passionate professionals provide care with attention, love, and respect. Person-centred care means organising all aspects, from intake, several kinds of examination, and treatment, through to aftercare, all in close cooperation with the different medical specialists involved. The holistic approach of VBHC helps improve healthcare services, the patient experience, and overall well-being. “The patient’s personal situation, needs, health goals, and shared decision-making is crucial. We provide them and their families with all the relevant information at the right time and stimulate our medical specialists to speak with them about the best choice. “We believe our specialists know best about treatments, but our patients are the experts about what fits them personally,” Demoulin points out.

DIGITAL DILIGENCE Looking toward the future, St. Antonius believes that digital development is essential, not only in administration, where it tries to minimise paperwork, but also in care and treatment. Demographic and financial pressure drive innovation at unprecedented speed, and Demoulin finds the ongoing transformation in healthcare fascinating. “It is a unique era with great challenges and many new opportunities. The demand for care is increasing, but the supply more or less remains the same,” he adds. With a shortage of funds and employees in the healthcare industry, adaptations must be made to keep treatments accessible, affordable, and of good quality. Options to achieve this include labour-saving technologies, such as digitisation and home monitoring. “During the COVID-19 pandemic, we began to monitor patients who were stable enough at home. They had an app to measure their data, and if their health worsened, signals Healthcare Outlook Issue 4 | 53

Cardiology

Cancer centre

would go off, and there would be contact between an e-nurse and the patient to find the right approach to proceed,” Demoulin informs us. Currently, the home monitoring principle has expanded in Santeon, where St. Antonius cooperates with six other top clinical hospitals in the Netherlands. The aim is to achieve a nationwide network, making it accessible to all patients and caregivers. Digitising care and treatment has multi-faceted benefits, as the patients feel more comfortable being in their own homes whilst a high level of vigilance is maintained, and it creates room in the hospital for patients with more severe complaints. “This experience has encouraged us to continue this principle in our regular care and treatments. Most 54 | Healthcare Outlook Issue 4

Evolvement of pacemakers

Heart centre

“ O U R H O S P I TA L I S N O E X C E P T I O N T O T H E S H O R TA G E I N H E A LT H C A R E P R O F E S S I O N A L S , B U T O U R D O C TO R S A N D N U R S E S P E R S I S T E N T LY F I N D N E W WAY S T O S E E M O R E P AT I E N T S W I T H T H E S A M E N U M B E R O F C A R E TA K E R S . W E H AV E D I F F E R E N T O N G O I N G E X P E R I M E N T S T O F I N D O U T W H AT WORKS, AND IF IT WORKS, WE SHARE THE R E S U LT S W I T H O U R P A R T N E R S ” – L U C D E M O U L I N , C E O , S T. A N T O N I U S H O S P I TA L

patients are appreciative as it saves them time and money from hospital visits. Our specialists can monitor them on a more frequent basis; this makes more adequate interventions possible,” Demoulin notes. Another example of an innovative way to reduce workload while

increasing the quality of healthcare is the deployment of automated blooddrawing devices. The first devices of supplier Vitestro, which should be operational in 2025, will relieve the workload of the phlebotomists and deliver samples with significantly more consistency.

ST. ANTONIUS HOSPITAL EUROPE & MIDDLE EAST

CENTRED ON INNOVATION In 1938, the first lung surgery occurred at St. Antonius; fast forward to 1990, and the first double lung transplant in the Netherlands was performed there. Today, the St. Antonius Lung Centre is one of the most crucial of its kind in the world. The hospital invests heavily in research and constantly seeks new treatment methods and technologies. Indeed, lung disease is the focal point of the hospital. “This is often the last resort for patients suffering from interstitial lung diseases (ILDs) such as pulmonary fibrosis, sarcoidosis, hypersensitivity pneumonitis, and other rare and ultrarare ILDs.” St. Antonius hosts a worldrenowned Centre of Excellence for ILDs, including a biobank containing over 10,000 deep-frozen samples of patient material. It is the most extensive collection on the planet,

ST. ANTONIUS IN NUMBERS 29 medical specialties 500 beds 430,000 outpatient visits 220,000 digital consultations 40,000 hospitalisations 52,000 day admissions 3,300 births 8.4/10 patient satisfaction rating 7,000 total staff 2,000 nurses 420 doctors 320 doctors in training 445 medical trainees 500 volunteers 600 publications €800 MILLION turnover

Biobank

including a wealth of data explored by over 200 collaborations across the globe. As well as the lung centre, St. Antonius has one of the most innovative heart centres in the Netherlands, which will treat almost any type of cardiopathy heart disease. The first closed-heart surgery took place there in 1948, with the first open-heart surgery following in 1959. “In 2014, we placed the first wireless pacemaker,” Demoulin adds. “We have a long-lasting partnership with Medtronic, a supplier of electronic medical devices. Last year, Medtronic partnered with St. Antonius and our cardiologist Lucas Boersma for the global launch of its Aurora extravascular implantable cardioverter defibrillator (ICD).” This latest generation of ICDs needs no transvenous electrodes to provide therapy, which minimises the risk of common complications of ICDs. It combines this safety with the ability to terminate ventricular arrhythmias by anti-tachycardia pacing (ATP) or a shock if needed.

Equally important is the St. Antonius Cancer Centre, one of the largest in the Netherlands. “Each year, we investigate, treat, and operate on more than 3,000 new cancer patients. Therefore, we have accumulated a lot of knowledge about all aspects of cancer. “As an example where innovation and sustainability go hand in hand, we no longer use radioactive contrast agents to find the sentinel nodes in breast cancer patients – the first hospital in the Netherlands to do so. We now use a green, fluorescent liquid, which a study in our hospital has made clear is effective and reliable without the negative consequences for the patient and environment,” Demoulin concludes proudly.

ST. ANTONIUS HOSPITAL www.antoniusziekenhuis.nl Healthcare Outlook Issue 4 | 55

Transforming cardiac care for patients with St. Antonius Hospital As the patient population grows and ages, healthcare systems face capacity pressures and staffing challenges. At the same time, they must maintain a high quality of patient care while striving to keep it affordable. To address increasing pressures and ensure patients were receiving the best treatment, St. Antonius Hospital has partnered with Medtronic Integrated Health Solutions (IHS) in 2014. The partnership has been successful in helping the Heart Center at St. Antonius transform its cardiac care. More than 40 joint projects have been completed during our ten-year collaboration, yielding impressive results. Working closely with St. Antonius Hospital, these projects included among others: • Care pathway development • Implementing Same Day Discharge as a default • Optimising referrals and enabling growth • Planning and Scheduling of key capacities

Optimising pathways, implementing Same Day Discharge (SDD) and improved planning and scheduling means more patients are receiving the high-quality care of the St. Antonius Hospital. Below are some examples, but there are many more. • TAVI procedures increased by 60 percent within three years • Cardiac ablations increased by 80 percent • Length of Stay (LoS) was reduced by 27 percent • 8-10 clinical ward beds were freed up due to SDD Across these and numerous other projects, Medtronic IHS adopts a long-term approach and ensures the Heart Center can continually draw on Medtronic’s international best practices. This way the partnership supported the St. Antonius in achieving its annual growth target in high-complex intervention care and maintaining

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their top three position among cardiac intervention centers in the Netherlands. The collaboration has not only improved care for patients, but also for the planet. A sustainability scan conducted by the IHS team identified a potential 8.5 percent CO2 reduction. After three months, the hospital implemented changes that reduced its CO2 by 5.8 tonnes.

About Medtronic IHS We partner with hospital management and medical leaders to transform care pathways and clinical operations with a shared goal of improving efficiency and outcomes, increasing patient and staff satisfaction, and optimising costs. We use our extensive cross-regional experience to provide proven and highly effective solutions that can be quickly tailored to specific care provider needs and generate value, now and for the future.

Over the last ten years, we have partnered with more than 250 healthcare centres in 27 countries and completed more than 300 transformation projects annually. Over one million patients are impacted by our solutions every year, from reducing cancellations by an average of 60 percent to decreasing referral time by an average of 56 percent. Would you like to know more about what IHS can do for your hospital? Learn more by visiting our website, reaching out to your Medtronic contact, or emailing us at: integratedhealthsolutions@medtronic.com

KING SAUD UNIVERSITY MEDICAL CITY EUROPE & MIDDLE EAST

TRANSFORMING I N T E G R AT E D H E A LT H C A R E M A N AG E M E N T As the largest academic-affiliated medical centre in Saudi Arabia, Dr Ahmed Hersi MD, MBA, CEO of King Saud University Medical City, speaks to us about the hospital’s aim to advance medical practices by nurturing future generations of healthcare leaders Writer: Lauren Kania | Project Manager: Cameron Lawrence

s one of the largest countries in the Middle East, Saudi Arabia’s healthcare system has undergone significant improvements in an attempt to better serve a population of approximately 34 million. With recent investments in healthcare infrastructure, more individuals than ever have been able to access a variety of medical services across the country. “This healthcare transformation in Saudi Arabia has spurred innovation, collaboration, and a focus on delivering high-quality care,” opens Dr Ahmed Hersi MD, MBA, CEO of King Saud University Medical City (KSUMC). “We in the healthcare sector are encouraged to explore new technologies, adopt best practices, and implement efficient systems to meet the evolving needs of patients and the healthcare system as a whole.” 58 | Healthcare Outlook Issue 4

Dr Ahmed Hersi MD, MBA, CEO, King Saud University Medical City

Despite the challenges faced during the COVID-19 pandemic, Saudi Arabia has emerged as a global leader in healthcare transformation and sustainability, having demonstrated resilience, innovation, and a strong commitment to adopting digital technologies. KSUMC is a prime example of leadership and dedication to patient-centric care at a time when technological developments are rampant and even overwhelming if not implemented methodically. Established in 1970, KSUMC initially

functioned as a public institution, relying predominantly on government subsidies and following judiciary rules and regulations. However, a significant transformation occurred in January 2023 when updated bylaws placed the company under the umbrella of the Royal Commission for Riyadh City (RCRC), gaining a legal personality and independent financial liability. “This marked a substantial evolution, allowing KSUMC to navigate its activities and pursuits with increased flexibility and a more diversified approach to funding,

aligning with the evolving landscape of academic healthcare institutions worldwide,” insights Dr Hersi. Presently, KSUMC stands as a formidable healthcare entity comprising three major hospitals, each of which contributes to the institution’s overarching commitment to medical excellence and academic advancement.

A LIFETIME OF DEDICATION Dr Hersi’s interest in the healthcare industry was sparked during his education and exposure to medical Healthcare Outlook Issue 4 | 59

KING SAUD UNIVERSITY MEDICAL CITY EUROPE & MIDDLE EAST

“ T H E H E A LT H C A R E T R A N S F O R M AT I O N I N S A U D I A R A B I A H A S S P U R R E D I N N O VAT I O N , C O L L A B O R AT I O N , A N D A F O C U S O N DELIVERING HIGH-QUALITY CARE” – D R A H M E D H E R S I M D, M B A , C E O, K I N G SAU D U N I V E R S I T Y M E D I C A L C I T Y

professionals, having witnessed their inspirational dedication and compassion. From there, Dr Hersi rose through the ranks of various hospitals and organisations, playing a pivotal role in ensuring the delivery of highquality healthcare services and gaining diverse experience in clinical practice, research, advisory roles, and leadership positions. “I have a genuine passion for healthcare and the opportunity to make a positive impact on patients’ lives. As CEO, I am able to shape the organisational direction of our 60 | Healthcare Outlook Issue 4

institution and contribute to the overall improvement of healthcare delivery,” he enthuses. Committed to driving positive change, fostering innovation, and continuously improving the delivery of medical services, Dr Hersi’s ultimate goal is to make a meaningful difference in the lives of individuals and communities by shaping the direction of KSUMC and promoting the well-being of the Saudi community. This goal is epitomised by KSUMC’s vision and mission, which it strives to embody in every step of its operations.

KING SAUD UNIVERSITY MEDICAL CITY EUROPE & MIDDLE EAST

Delta Medical Laboratories is one of the first private reference laboratories in Saudi Arabia. It was founded in 1997 by a group of prominent Saudi Consultants to provide medical laboratory services to all private and public health care sectors. We are very pleased to provide high-quality medical services to the entire community in the Kingdom of Saudi Arabia. We offer a broad range of routine and high complexity testing services used by the medical profession in the diagnosis, treatment follow-up, and treatment selection of several medical conditions. The company’s customers include government hospitals, government agencies, private hospitals, polyclinics, independent physicians and physician groups, pharmaceutical companies, and other company firms.

www.delta-medlab.com Healthcare Outlook Issue 4 | 61

“Our vision is to be a global academic medical leader that advances the practice of medicine and nurtures future generations of healthcare professionals. It is our mission to provide compassionate, excellent care to our patients and to advance healthcare, education, research, and innovation,” clarifies Dr Hersi. This responsibility and high standard of care that KSUMC places upon itself reflect the hospital’s commitment to excellence across various domains crucial to its mission and impact in the healthcare sector.

TRAINING THE FUTURE OF HEALTHCARE KSUMC has set itself the ambitious 62 | Healthcare Outlook Issue 4

goal of becoming one of the top 10 medical universities by 2030. To do so, it has formulated a strategy which seamlessly aligns with the aspirations of the Saudi Arabian healthcare sector. This framework encompasses several key objectives designed to elevate the quality of healthcare provision, research, and education, thereby enhancing the institute’s global standing. “We are committed to transforming our flagship hospitals into worldleading academic and research centres, aiming for global recognition and aspiring to drive excellence in medical delivery, innovation, research, and education,” expands Dr Hersi. Poised to undergo a comprehensive

transformation encompassing several strategic phases, this approach aims to position KSUMC as a beacon of excellence within the industry. Offering an exceptional educational experience for its students, both local and international, KSUMC already leads the way when it comes to an extensive and thorough education as a primary training facility for medical and other health college students at King Saud University (KSU). Despite a global trend in healthcare training emphasising postgraduate studies due to the rapid progress in modern medicine and the need for specialised skills, KSUMC facilitates the training of a substantial number of physicians and non-physician trainees. This encompasses both

KING SAUD UNIVERSITY MEDICAL CITY EUROPE & MIDDLE EAST

KSUMC STRATEGIC PILLARS AND OBJECTIVES: HEALTHCARE PROVISION – Provide patient-centric healthcare services of excellent quality to meet the needs of any individual. EDUCATION AND TRAINING – Enhance undergraduate and postgraduate training. SCIENTIFIC RESEARCH – Promote health research and innovations. HUMAN RESOURCES – Attract, develop, and retain talented staff. INVESTMENT – Seek new funding sources through prudent investment to provide financial sustainability. BRANDING AND MARKETING – Enhance competitive value in the regional and international arenas. SPENDING EFFICIENCY – Ensure operational efficiency and eliminate waste. DIGITAL TRANSFORMATION – Become a leading digitally-enabled medical city.

undergraduate students and interns, with an annual cohort exceeding 4,850 individuals. “Students at KSUMC can benefit not only from the academic excellence ingrained within the bachelor’s programme but also from the institution’s dedication to the organisational and administrative aspects of postgraduate education,” insights Dr Hersi. This strategic approach ensures that undergraduate and postgraduate students receive equal or higher levels of attention and care from the 31 general specialisation programmes, 92 subspeciality programmes, and various affiliated colleges that KSUMC offers. “The structured educational programmes aim to equip healthcare trainees with the requisite skills and knowledge essential for their

Healthcare Outlook Issue 4 | 63

KING SAUD UNIVERSITY MEDICAL CITY EUROPE & MIDDLE EAST

respective roles within the healthcare sector, reinforcing KSUMC’s position as a leading academic medical centre locally and internationally,” certifies Dr Hersi.

A HOLISTIC FUTURE Presently, KSUMC is engaged in numerous projects aligned with its strategic direction and vision, catering to the institution’s overarching objectives. Each of these projects is meticulously designed to contribute to the advancement and realisation of the hospital’s goals, ensuring a comprehensive and integrated approach to its strategic pillars. “This calculated alignment reflects KSUMC’s dedication to maintaining a leadership position in the healthcare landscape, fostering innovation, and

positively impacting diverse facets of its operations,” explains Dr Hersi. One such project is the KSU Family Medicine Centre. Playing a pivotal role in fulfilling the organisation’s commitment to delivering high-quality, patientcentred care, this new five-floor establishment is a significant stride toward comprehensive healthcare provision. It focuses on patient service, population health, preventative care, and revenue enhancement. Boasting over 64 clinics, the state-of-the-art medical centre’s importance lies in its dedication to family medicine, a crucial aspect of healthcare that addresses not only individual needs but also contributes to improving the overall lifestyle and

“ KS U M C A I M S TO P R OV I D E WO R L D - C L ASS , P AT I E N T- C E N T R I C C A R E , L E V E R A G I N G C U T T I N G - E D G E I N N O VAT I O N S T O P R O M O T E A H E A LT H Y L I F E S T Y L E ” – D R A H M E D H E R S I M D, M B A , C E O, K I N G SAU D U N I V E R S I T Y M E D I C A L C I T Y

well-being of the population. Family medicine emphasises preventative care, early intervention, and the management of chronic conditions, aligning with global healthcare trends that prioritise holistic health. “By providing a wide range of services and clinics, the KSU Family Medicine Centre will become a hub for promoting healthier lifestyle choices and offering preventative healthcare measures,” comments Dr Hersi. In addition to the KSU Family Medicine Centre, medical tourism is of paramount importance to KSUMC. The significance of medical tourism is multi-faceted and extends beyond conventional healthcare provision, including key aspects which align with the objectives outlined by KSUMC,

KSUMC AT A GLANCE THREE MAJOR HOSPITALS 10 CENTRES OF EXCELLENCE THREE SPECIALISED CENTRES 1,800 BEDS 1,436 FULL-TIME PHYSICIANS 682 ACADEMIC CONSULTANTS 7,500 EMPLOYEES 4,842 NON-PHYSICIAN TRAINEES 65,000 PATIENT ADMISSIONS ANNUALLY 30,000 SURGERIES ANNUALLY ONE MILLION OUTPATIENT VISITS ANNUALLY 190,000 EMERGENCY ROOM VISITS ANNUALLY

Riyadh 2030, and Saudi Vision 2030. Some of these aspects include global reputation and excellence, economic diversification, knowledge exchange and collaboration, boosting tourism and hospitality, and job creation and skills enhancement. “Attracting patients from around the world fosters a global exchange of medical knowledge and expertise, and collaborations with international healthcare professionals, institutions, and researchers has become more prevalent,” expands Dr Hersi. “Such collaborations contribute to the academic and research objectives of KSUMC, which emphasise knowledge transfer and the development of a robust healthcare

system.” Looking toward the future, KSUMC is dedicated to continuing to foster the professional development and educational advancement of emerging healthcare practitioners and providing a holistic, specialised, and globally relevant experience for every patient.

KING SAUD UNIVERSITY MEDICAL CITY

Tel: +966 (11) 4670011 medicalcity.ksu.edu.sa/ar Healthcare Outlook Issue 4 | 65

MATILDA INTERNATIONAL HOSPITAL ASIA PACIFIC

R O OT E D I N PERSONALISED CARE Having become a leading medical institution in Hong Kong, Linda Burgoyne, CEO, tells us how Matilda International Hospital provides passionate patient care and innovative medical services Writer: Lucy Pilgrim | Project Manager: Cameron Lawrence

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Healthcare Outlook Issue 4 | 67

MATILDA INTERNATIONAL HOSPITAL ASIA PACIFIC

ituated in Hong Kong, Matilda International Hospital (MIH) is one of the most distinguished healthcare institutions in the region, ardently committed to providing exceptional patient care. “Our comprehensive range of services, at the hospital and our in-town medical centre, integrate top-tier medical treatments within state-of-the-art facilities and are underscored by our patient-centric philosophy,” opens CEO, Linda Burgoyne.

PERSONALISED PATIENT CARE Established in 1907, MIH has a rich history rooted in the vision of its founder, Granville Sharp. “When Granville died, he made a provision in his will to build a hospital in memory of his beloved wife, Matilda. He wished for an institution to be created for the benefit, care, and happiness of patients,” explains Burgoyne. “Their story is one of incredible determination, grit, and fortitude in the face of shipwreck and piracy in a disease-wrecked colony.” Granville’s legacy continues to inspire the organisation’s mission of leading personalised health and wellness, and delivering world-class healthcare to the community by combining cutting-edge medical advancements with a steadfast dedication to attentive patient care.

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MIH has become a leading medical institution in Hong Kong due to its unparalleled commitment to personalised patient care, which stems from a recognition that each individual is unique and that medical treatment goes beyond addressing symptoms. Personalised patient care allows the organisation to create customised treatment plans that consider the specific medical, emotional, and lifestyle aspects of each patient. This approach ensures that its interventions are not only effective but also align with their well-being. The hospital’s dedication to excellence has been recognised through numerous extraordinary milestones in healthcare standards accreditation. For instance, the Australian Council on Healthcare Standards (ACHS) International awarded MIH the prestigious ‘Outstanding Achievement’ award for the seventh edition of its ACHS International Evaluation and Quality Improvement Program (EQuIP7), including the Advanced PersonCentred Systems (PCS) Module.

MIH AT A GLANCE SERVICES – The hospital offers a wide array of medical services, including specialised treatments, surgeries, and preventative healthcare measures. Its areas of expertise are orthopaedics and spine, maternity, general surgery, early diagnostics and screening, as well as ear, nose, and throat treatments. LOCATIONS – The organisation is uniquely positioned at the prestigious Victoria Peak in Hong Kong, offering a breathtaking backdrop for world-class healthcare. The hospital provides cutting-edge medical services alongside panoramic views of the South China Sea. As such, the tranquillity and areas of natural beauty that surround the facility create an environment that promotes healing. CLIENT BASE – MIH proudly serves a diverse and international clientele, including local residents, expatriates, and visitors seeking premium healthcare services.

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MATILDA INTERNATIONAL HOSPITAL ASIA PACIFIC

“We are incredibly proud to be the very first hospital in the world among ACHS International members to receive this remarkable recognition. “The ‘Outstanding Achievement’ accreditation is a testament to our unwavering dedication to healthcare excellence, and celebrates what makes us different,” Burgoyne proudly shares. By prioritising personalised care, MIH creates an environment where patients feel heard and understood by professionals who are actively involved in their healthcare journey, fostering a sense of trust and partnership. Alongside its personalised care, the institution is renowned in the industry for its healthcare innovations which are implemented across the hospital. For instance, the organisation has developed its orthopaedic and spine unit to become a centre of excellence and is testament to the hospital’s cutting-edge medical interventions. Orthopaedic surgeries range from diagnostic laparoscopic day 70 | Healthcare Outlook Issue 4

MIH’S COMPREHENSIVE RISK MANAGEMENT APPROACH With a dedication to patient safety, MIH’s comprehensive risk management approach is a recently implemented enterprise risk management (ERM) framework that goes beyond providing top-notch medical treatments. Unlike other private hospitals in Hong Kong, the organisation has a team of specialists providing emergency back-up services 24 hours a day, on-site, and on-call. MIH is also the only hospital to procure and stock rhesus negative blood, which differentiates it from other facilities. “While we are proud of our achievements and recognition, we never stop striving for improvement,” acclaims Burgoyne. “Our quality and risk management practices are constantly monitored and evaluated, with a focus on identifying areas for enhancement and implementing necessary changes. This allows us to consistently deliver the highest level of care possible to our patients.”

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MATILDA INTERNATIONAL HOSPITAL ASIA PACIFIC

case procedures to major joint replacements and complex spinal procedures. MIH’s expert orthopaedic team employs experienced and advanced technical surgeries focused on restoring mobility, alleviating pain, and enhancing the overall quality of life for its patients. MIH is widely respected for its expertise in obstetrics, and with a new initiative to enhance patient care, it now offers a complete range of maternity services comprising antenatal and postnatal care, educational classes, hospital care for delivery, and at-home support for new mothers. “Our quality, research-based maternity care is provided in a friendly environment by experts who are sensitive to the needs of the mothers and newborns in their care, providing lots of support to mothers 72 | Healthcare Outlook Issue 4

“ W E A R E U N I F I E D T H R O U G H O U R ‘ WAY S O F BEING’, WHICH ARE GUIDING PRINCIPLES T H AT R E I N F O R C E O U R VA L U E S A N D E N A B L E EMPOWERMENT” – L I N D A B U R G OY N E , C E O , M AT I L D A I N T E R N AT I O N A L H O S P I TA L

and partners during their journey into parenthood. The unit’s 98 percent breastfeeding rate reflects the professional care and time we spend supporting new mothers,” Burgoyne highlights. MIH takes patient safety seriously and is the only private hospital in Hong Kong that has a 24-hour, on-site, on-call emergency obstetric specialist team and independently stocks rhesus negative blood. The organisation has also recently introduced total care programmes that include doctors’ fees and allow

for a seamless family experience and affordable private maternity care. “Both new and experienced parents alike appreciate our open, modern approach,” she adds.

RESPONSIBLE WAYS OF BEING The MIH team is highly valued for their contributions as its staff are the backbone of the hospital. “We are unified through our ‘ways of being’, which are our guiding principles that reinforce our values and enable empowerment,” observes Burgoyne.

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PICO* Single Use Negative Pressure Wound Therapy System is indicated for patients who would benefit from a suction device (negative pressure wound therapy), as it may promote wound healing via the removal of low to moderate levels of exudate and infectious materials. Examples of appropriate wound types include: chronic; acute; traumatic; subacute, and dehisced wounds; partial-thickness burns; ulcers (such as diabetic or pressure); flaps and grafts; closed surgical incisions

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Surgeon-controlled, handheld robotics with a modular design to accommodate growing needs across the orthopaedic service line The RI.KNEE ROBOTICS Software includes image-free smart mapping and gap assessment to help optimize implant alignment and balance Precision milling technology combines new bur designs with a redesigned robotic handpiece, delivering twice the cutting volume for faster bone preparation ATRACSYS camera is designed specifically for robotic-assisted surgery and tracks ~5x faster Small footprint with a portable design that is ideal for ambulatory surgery centres (ASCs) and outpatient surgery

Regeneten REGENETEN Bioinductive Implant supports rotator cuff tendon-like tissue growth and is shown to reduce the risk and incidence of re-tears following full thickness tear repairs. It is comprised of type 1 collagen which redefines biological healing by supporting the body’s natural healing response to facilitate new tendon-like tissue growth and changes the course of rotator cuff tear progression. It can be used for partial thickness tears in lieu of a repair, as well as an augment to massive and full thickness tears, giving you the ability to address tears across the disease spectrum.

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MATILDA INTERNATIONAL HOSPITAL ASIA PACIFIC

The organisation provides tools and incentives to foster a sense of belonging that include ongoing training and development programmes, flexible working arrangements to support work-life balance, and a range of excellent benefits. Inclusivity is fostered through special hiring programmes, such as an initiative for the deaf, creating a diverse and welcoming culture. MIH also provides corporate wellness solutions that are meticulously designed to address the unique health of individual corporations, going above and beyond in providing on-site biometric testing, health checks, mental health screenings, corporate health reports, vaccination drives, educational talks and classes, and health crisis support. This seamless access to specialised medical expertise improves the health of the organisation and amplifies the efforts of human resources teams in empowering staff to make health a priority. Corporate social responsibility (CSR) is also an integral part of MIH’s work. Having helped hundreds of charities over the years, the hospital is particularly proud of its own charity, the Matilda Children’s Foundation. The foundation is dedicated to improving the lives of children by providing life-changing surgeries to underprivileged children across the Southeast Asia region, who are in desperate need of treatment and have no other means of receiving care. MIH also recently signed collaborative agreements with the Mongolia Consulate of Hong Kong and the National Centre for Maternal and Child Health (NCMCH), which have extended the reach of the foundation.

EMPOWERING THE PATIENT’S POSITION In recent years, health consumers have become much more engaged and empowered, demanding greater ownership of their healthcare with a single touchpoint. “Patients are seeking ways to decrease their hospital visits and length of stay, wanting to be seen quicker, get well faster, and be discharged as soon as possible,” observes Burgoyne. This trend presents an opportunity for facilities to adapt and provide reliable clinical outcomes whilst maintaining a personalised experience. In turn, private medical insurance is becoming more attractive as people require rapid access to care and recognise the benefits of private services. Meanwhile, as the digital landscape of the region’s healthcare is evergrowing, the delivery of medical services is shifting. Namely,

institutions are seeing the adoption of telemedicine, self-diagnosis health apps, long-term illness management tools, and electronic records. Looking forward, artificial intelligence (AI)-enabled devices and automation technology, such as blockchain electronic health records and machine learning (ML), will transform the way patients interact with healthcare professionals, how data is shared amongst providers, and how decisions are made about treatment plans. There is also an industry-wide change in the way data analytics are used, helping healthcare providers lower the rate of medication errors through automated patient record analysis, facilitating greater efficiency in preventative care. With this in mind, MIH aims to enhance its patients’ experience going forward by investing in cutting-edge medical technologies and facilities, as well as expanding its range of specialised treatments.

“While we continuously assess our goals, our overarching objective remains meeting the evolving healthcare needs of our community and maintaining our position as a premier healthcare provider in the Asia Pacific region,” Burgoyne concludes.

Tel: 2849 0111 info@matilda.org

www.matilda.org

Healthcare Outlook Issue 4 | 75

NOVACINA ASIA PACIFIC

THE FUTURE OF P H A R M AC E U T I C A As a prominent supplier of sterile liquid pharmaceutical contract manufacturing services, NovaCina has emerged as a leader within Australia’s pharmaceutical industry. Brett Alderson, President and Site Leader, tells us more about the company’s unparalleled capabilities and its vision for the future Writer: Lily Sawyer | Project Manager: Cameron Lawrence

76 | Healthcare Outlook Issue 4

ALS

Healthcare Outlook Issue 4 | 77

NOVACINA ASIA PACIFIC

s the Australian government seeks to expand its healthcare industry, providing tax incentives of up to 43.5 percent to bolster international R&D within the country, the pharmaceutical sector is growing exponentially. “This is a very exciting time for the Australian pharmaceutical market,” opens Brett Alderson, President and Site Leader of NovaCina, a pharmaceutical firm dedicated to producing sterile injectable medicines for over 90 worldwide markets. Since the COVID-19 pandemic, global investment in the nation’s healthcare industry has steadily increased. “Companies have begun to understand the geopolitically stable nature of Australia, the skill base that exists here, and the country’s proximity to major Asian markets,” Alderson continues. Moreover, the industry has undergone a recent realisation that the manufacturing and supply of Australian pharmaceuticals cannot sustainably remain local; to achieve sufficient economies of scale and reasonable cost of goods, supply needs to extend across the globe. “It seems that the timing is right for a company such as NovaCina to not only supply Australia, but also manufacture and ship pharmaceutical products around the globe.” Thus, in recent years, the company has emerged as a major supplier to big, small, and speciality pharmaceutical businesses, as well as BioTechs and academic institutions, nationally and globally.

STANDING OUT FROM THE CROWD NovaCina is an ex-Pfizer site recently purchased by Bridgewest Group (Bridgewest), an organisation involved in the development of innovative life sciences, software, and deep tech start-ups, who also own another 15 companies globally. 78 | Healthcare Outlook Issue 4

Brett Alderson, President and Site Leader

EARLY-STAGE DEVELOPMENT FORMULATION DEVELOPMENT: This involves either taking a pharmaceutical formula and converting it to something fit for human use or troubleshooting an existing formulation which may, for example, have solubility or stability issues. This early stage can also include the development and transfer of the analytical methods. PROCESS DEVELOPMENT: Designing a robust manufacturing process, for example, which can take customers through to the clinical stage but always with future commercial optimisation in mind, such as scaling up. GMP MANUFACTURING FOR CLINICAL TRIAL SUPPLY, FROM PHASE I – III: This can include products in BFS units, vials, and syringes. For example, NovaCina is launching a new SA25 aseptic robotic filling solution later this year, which will be able to flex between vials, PFS, and cartridges. Furthermore, the company provides products for a wide range of indications.

With over 40 years of industry experience, it has operated from its headquarters in Perth since the mid1980s. Today, NovaCina boasts nine good manufacturing practice (GMP)compliant filling lines and over 400 employees. “What started as a local company soon became international: the business rapidly expanded in the 1980s with the inception of blow fill seal (BFS) technology,” Alderson details. BFS technology has since enabled the supply of generic sterile medicines widely throughout the Australian hospital system. “At that time, we also added cytotoxic manufacturing, terminally sterilised vials, and other specialty manufacturing lines to our suite of capabilities, which really set us apart from the competition,” he reveals. In addition, NovaCina has recently acquired a robotics isolator filler to be used alongside clinical trials and small batch runs of vials, pre-fill syringes (PFS), and cartridges. Over the years, the company has obtained a plethora of achievements, awards, and qualifications. Many of its achievements demonstrate its unparalleled competency, such as its historically low attrition rate. In other words, NovaCina has been able to largely retain the knowledge and experience that it has developed within the company. “We work with some complex and cutting-edge formulations, so the retention of our people is crucial for our ongoing success.” Furthermore, the company has been audited and approved by seven regulatory bodies, including the Therapeutic Goods Administration (TGA) and the Food and Drug Administration (FDA). “Our distinguished accreditations give customers and partners confidence that we are the right partner for them and their products,” Alderson states confidently.

Healthcare Outlook Issue 4 | 79

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“Merck Life Science has been a terrific partner for our business of manufacturing sterile injectable medicines for over 30 years. “They have provided what I consider to be industry-leading technical advice and support in filtration, single-use disposables, aseptic processing, and advocacy to regulators. “The various sales and technical reps I have encountered over the years have displayed a care for our business and more importantly a care for the general healthcare industry. I see no reason why this should change, and I look forward to future innovations.” - Brett Alderson, President and Site Leader, NovaCina

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Phone:1800 800 097 CustomerSupport.ANZ@merckgroup.com www.SigmaAldrich.com

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Mil

NOVACINA ASIA PACIFIC

“To provide a robust service to customers and patients, we also need a resilient, approved supply chain, reliable partners, and a strong financial platform, which we’re lucky to have,” he surmises.

SAFETY FIRST Due to a demand for highly manual manufacturing processes in the pharmaceutical industry in the early 2000s, workplace injuries were not uncommon. However, having engaged leaders in site safety improvement programmes since, NovaCina now boasts an unmatched safety record. “There is nothing more important to us than the safety of our colleagues – our deep belief in the betterment of human health opposes injuries,” 82 | Healthcare Outlook Issue 4

NOVACINA – AT A GLANCE • Formulation and process development. • Clinical and commercial GMP manufacturing for BFS amps, vials, PFS, and soon to include cartridges. • Handling of highly potent and cytotoxic compounds, often required for oncology indications and controlled substances, needed for chronic pain control and more recently for mental health indications.

Alderson outlines. In recent years, the company has been able to design automated filling and packaging lines that remove the necessity for manual activity and dramatically reduce the injury rate. “It is now not unusual for the site to go a whole year without recordable incidents, while maintaining a healthy reporting culture,” he continues. NovaCina’s safety programmes have been well recognised by Pfizer, leading to the company being in receipt of a number of safety awards over the past five years. “We are strong believers in behavioural-based safety and the engagement of safety achievements from everyone in the company,” Alderson insights.

SUPPLYING PACKAGING SOLUTIONS SINCE 1972 Located in Perth Western Australia, Percival Print & Packaging is an Australian-owned company who has served the fibre-based packaging market of Australasia for over 50 years. We have earnt our reputation as specialists in our field and are highly regarded for our craftsmanship as well as our sustainable, custom-made solutions. Percival Print & Packaging specialise in the manufacturing of soft folding cartons for the pharma industry, which can include braille embossing, 2D matrix codes, QR codes and/or can have a pre-folded information pamphlet inserted into the carton while being glued.

With a strong ISO-certified integrated quality management system, we provide assurance to clients that their packaging complies with FDA regulatory requirements. The foundations of our team are built on individuals who are exceptional, passionate, knowledgeable and value our client’s business. We are passionate about protecting our environment, our environmental policy facilitates this goal using innovative packaging design, a comprehensive recycling programme and the use of sustainable raw materials such as vegetable-based inks and Forest Stewardship Council (FSC) certified paperboard.

+61 (08) 9319 6555 percival.net.au

Sales Director – Anthony Pittaway

Managing Director – Colin Lamond

NOVACINA ASIA PACIFIC

LUMACINA In addition to the NovaCina brand, its sister company, LumaCina, specialises in the manufacturing of sterile injectable pharmaceuticals and has a portfolio of products that are actively produced at the Perth site. LumaCina currently markets a suite of 29 individual critical care injectable medicines widely used throughout Australia today. Furthermore, the company boasts a fully integrated R&D organisation, which works to develop additional critical products to serve not only Australia but wider global medical markets. NovaCina is currently looking to differentiate LumaCina by increasing its development technologies and product offerings, both of which are considered key components of the company’s development pathway. As such, LumaCina is actively licencing products for the Australian market to supply critical pharmaceutical needs and aims to expand its manufacturing capabilities to support critical dosage forms within the region.

“ T H I S I S A N I N D U S T R Y T H AT AT T R A C T S P E O P L E W H O CO N T I N U E TO I N S P I R E M E . H AV I N G T H E O P P O R T U N I T Y T O C O L L A B O R AT E W I T H S O M A N Y TA L E N T E D P E O P L E , M O T I VAT E D T O I M P R O V E T H E L I V E S O F O T H E R S , I S A P R I V I L E G E T H AT I N E V E R TA K E F O R G R A N T E D ” – B R E T T A L D E R S O N , P R E S I D E N T A N D S I T E L E A D E R , N O VA C I N A

POST-COVID PROGRESS Since the COVID-19 pandemic, NovaCina has undergone much change and alteration. Despite relative fluctuation, the company today is arguably stronger than ever. “Lots of businesses have an interesting COVID-19 story to tell, and we are no different,” reveals Alderson. 84 | Healthcare Outlook Issue 4

Within the first few months of the pandemic, NovaCina was informed by Pfizer of its decision to exit the facility. Thus, the search for a new buyer began. “Throughout this trying time, our amazing colleagues at the Perth site continued to manufacture and supply critical medicines to Australia and the

NOVACINA ASIA PACIFIC

rest of the world.” In fact, the company’s supply performance improved, as it became among the highest achievers within the Pfizer sterile injectable network. Consequently, NovaCina was able to support the provision of the vaccines pillar of the COVAX programme during the pandemic, which was introduced to accelerate the development, production, and equitable access to COVID-19 tests, treatments, and vaccines - especially for lower and middle-income countries. “Almost on the day that the COVID-19 travel restrictions were lifted in Western Australia (WA), new prospective buyers toured the Perth site. This ultimately led to Bridgewest’s acquisition of the

company, which was completed in April 2023,” Alderson continues. Looking to the future, NovaCina is planning to add a new platform of technologies to make the best use of what it considers to be its core capabilities – the manufacture and worldwide supply of important sterile injectable medicines. “This will include additional PFS and biologics capabilities,” Alderson divulges. Moreover, the company is expanding its facilities to incorporate small-batch manufacturing, using state-of-the-art technology to develop drugs which can support specialised clinical trials and orphan drugs - pharmaceutical agents developed to treat rare medical conditions.

“This is a great addition to our capabilities in high-volume BFS and cytotoxics manufacturing,” Alderson concludes.

Tel: +61 8 9362 0666 enquiries@novacina.co

www.novacina.co

Healthcare Outlook Issue 4 | 85

NURTURERS OF BO M I N D, A N D S P I R I T

86 | Healthcare Outlook Issue 4

CATHOLIC HEALTHCARE ASIA PACIFIC

O DY, Underpinned by Catholic Social Teaching principles, Catholic Healthcare is a leading not-for-profit provider of residential aged care, home care, and retirement living. We find out more from the company’s recently-appointed CEO, Josh McFarlane Writer: Jack Salter | Project Manager: Cameron Lawrence

he Australian aged care sector continues to undergo significant transformation as a result of the Royal Commission into Aged Care in 2018, as well as the changing needs of older people within the community. Since the Royal Commission into Aged Care, which identified 148 recommendations to reform the aged care sector, there has been a wave of changes in legislation and regulations. These changes have broadly been very positive as they focus on ensuring the sector provides a safe environment for those who are most vulnerable in the community. One example was the introduction of the Star Rating System for residential aged care, helping people to make informed choices.

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CATHOLIC HEALTHCARE ASIA PACIFIC

“The expectations and needs of older Australians are shifting, which is driving a lot of positive change,” notes Josh McFarlane, CEO of Catholic Healthcare. “The sector is moving from an institutional style of care to a much more person-centred and flexible style, which is fantastic. We are also seeing a new generation of residents, clients, and families who are used to ‘services on demand’ and expect an increased level of service from providers. It’s great that providers are having to innovate because of this.” Another significant change is that older people increasingly wish to stay in the comfort of their own homes for as long as possible or live in innovative accommodation types that have flexible care offerings. Indeed, since 2017, there has been an increase in home care packages from 70,000 to almost 300,000. “The growth of home care services and other innovative models has been excellent to see,” adds McFarlane.

HEALTHCARE OUTLOOK: HOW IMPORTANT ARE CATHOLIC HEALTHCARE’S THREE KEY PILLARS OF COURAGE, COMPASSION, AND INTEGRITY? Josh McFarlane, CEO: “As a values-based organisation, courage, compassion,

ENRICHING LIVES

and integrity are central to the way we interact with our residents, clients, and

Catholic Healthcare is a trusted, leading not-for-profit provider of residential aged care, home care, and retirement living stretching across Australia’s east coast. The company operates 41 residential aged care homes, 13 retirement living communities, and provides home and community services to more than 6,000 clients. With a strong and proud 30-year history of providing care and support to people of all faiths, backgrounds, and ethnicities, Catholic Healthcare’s 5,085 employees and 750 volunteers are passionate about enriching lives and offering services to nurture the body, mind, and spirit. “Our person-centred, holistic approach focuses on client wellbeing with a continuum of care that is tailored, flexible, and covers every stage of life’s journey,” outlines McFarlane, whose own career in

each other, which is incredibly important when you operate in an industry that is

88 | Healthcare Outlook Issue 4

based on people looking after people. “Whether it is helping a client with tasks around the house, providing engaging activities in our residential aged care homes, or supporting families in their time of need, our values guide our behaviour.”

aged care has been somewhat of an adventure. Prior to moving into the aged care sector, he worked in a variety of industries including mining, manufacturing, finance, and management consulting. After accumulating a wealth of experience in a variety of fields, McFarlane wanted to shift gears and move into the not-for-profit space, where he felt he could make a real difference in the community. Having led the home care strategy for a not-for-profit aged care provider on the south coast of New South Wales

(NSW), McFarlane moved into to a Deputy Director role supporting one of Australia’s largest aged care portfolios. In January 2022, he was then offered the chance to become COO at Catholic Healthcare, leading residential care, home and community, and independent living services, before transitioning into the Acting CEO role in May 2023 and his current position as CEO in October. “I am grateful to have contributed to inspiring aged care organisations over the past 10 years that are making a difference in the community,” McFarlane reflects.

CATHOLIC HEALTHCARE ASIA PACIFIC

ourmand Providore is dedicated to delivering unparalleled culinary experiences through the supply of premium, fresh produce, expertly prepared fruits and vegetables, and a range of high-quality, ready-made goods. Our specialization in aged and healthcare products is driven by innovation and a meticulous adherence to systems. As a HACCP-accredited provider, we prioritize food safety, ensuring traceability from paddock to plate. Our seamless collaboration with clients focuses on meeting the nutritional needs of guests, resulting in well-constructed meals crafted with precision and care.

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Healthcare Outlook Issue 4 | 89

CATHOLIC HEALTHCARE ASIA PACIFIC

“I continue to be inspired by the sector, and I’m honoured to be leading Catholic Healthcare and delivering on its mission.”

CATHOLIC SOCIAL TEACHING Catholic Healthcare is proudly underpinned by Catholic Social Teaching, a set of principles that guide how life is best lived and to build a better society. Catholic Social Teaching principles focus on the dignity of the person, the common good, and people’s right to have a voice and contribute to their life choices and governing institutions. These principles fit very well with Catholic Healthcare’s mission and values of courage, compassion, and integrity, as the company endeavours to enhance the lives of older people, promote their dignity, enhance life decisions, and journey with them in their spirituality in an inclusive and connected manner.

“OUR PERSON-CENTRED, HOLISTIC A P P R OAC H FO C U S E S O N C L I E N T W E L LB E I N G W I T H A C O N T I N U U M O F C A R E T H AT I S TA I L O R E D , F L E X I B L E , A N D C O V E R S E V E R Y S TA G E O F L I F E ’ S J O U R N E Y ” – J O S H M C FA R L A N E , C E O , C AT H O L I C H E A LT H C A R E

“Our five-year strategic plan has a ‘Mental and Spiritual Wellbeing’ pillar, that aims to put Catholic Social Teaching principles into practice,” McFarlane informs us. “This strategic pillar aims to offer a holistic approach to caring for people, including body, mind, and spirit.” Catholic Healthcare is also incorporating mental and spiritual well-being through its model of care. Seen as a significant opportunity to make a difference in the lives of those it cares for, the company is working

hard to bring this to life. “There is a large amount of research providing evidence that spiritual wellness improves mental and physical health, especially as people age and choices become limited,” shares McFarlane. “Catholic Healthcare’s mental and spiritual programme offers integrated services across four areas: home, health, heart, and hope. This results in people feeling personally supported and fully connected within their homes and our service-built communities.”

CATHOLIC HEALTHCARE ASIA PACIFIC

EMPATHY AND COMPASSION In an industry that involves people caring for each other, employees are Catholic Healthcare’s most valuable asset. When making decisions on vendor selection, the company places great importance on having partners who share similar values and understand the sector, business, and people it serves. “Empathy in our industry is important as we are assisting vulnerable people within our communities,” McFarlane emphasises. Equally, Catholic Healthcare supports actions that contribute

WHAT MAKES CATHOLIC HEALTHCARE A LEADING AGED CARE PROVIDER? • Catholic Healthcare’s mission and values are at the heart of everything it does. This commitment flows through to the company culture, which is uniquely collaborative and caring. • An emphasis is placed on the mental and spiritual well-being of residents and clients. • Committed to supporting residents and clients on their journey in the later stages of life, the company provides a full range of services, from wellness all the way through to higher care needs and palliative care. • Catholic Healthcare creates ‘Catholic Connected Communities’, service networks where older people can live with love and experience the fullness of life, no matter what their needs are.

towards a more compassionate and humane society, including Australia’s Modern Slavery Laws. “We seek to raise awareness of the risk of modern slavery and ensure our supply chains are comprised of credible providers,” he states. “Our employees continue to be educated on the issue of modern slavery, and we progressively refine our procurement practises with a focus on the ethical production and supply of goods and services.” Because Catholic Healthcare’s employees are inspired daily by its mission and values, one of the four key priorities that McFarlane is focusing on for the year ahead is to continue the company’s journey of being a leader in creating a great place to work. Another of Catholic Healthcare’s focus areas is exploring how it can innovate to enhance the care it provides for residents and clients. The company is therefore exploring how innovative technology and new building designs can provide better care outcomes. Additionally, Catholic Healthcare

wants to make a bigger impact in the community and is actively identifying how it can address challenges such as social isolation, the housing crisis, and helping those that are financially disadvantaged. “I also want to continue to advocate and support continuing improvement in the regulatory environment for providers and older people so we create the best possible system for everyone,” concludes McFarlane.

Tel: 1800 225 474

www.catholichealthcare.com.au

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