Welcome to the latest issue of Health Industry Leaders Magazine, where we delve into the transformative intersections of technology and sustainability shaping the future of healthcare. As the world grapples with unprecedented challenges and opportunities, the role of innovation in fostering a healthier, more sustainable planet has never been more critical.
The integration of cuttingedge technology in healthcare is revolutionising patient care, enhancing precision in diagnostics, and streamlining operations. From artificial intelligence and machine learning to telemedicine and wearable technology, these advancements are not only improving outcomes but also making healthcare more accessible and equitable.
CONVERSATION ON SU STAINA BLE HEALTHCARE
With the launch of the Green Plan in October 2020, the NHS became the first healthcare service in the world to commit to reaching net zero. As an important discourse in the sector at present, particularly due to the negative health consequences climate change threatens, the topic featured prominently at the NHS Confed Expo Held in Manchester last month.
At the event, a panel moderated by James Maddocks, International Policy Advisor of the NHS Confederation welcomed the insights of Chris Gormley, Chief Sustainability Officer of NHS England, Alexander Giles, Head of Innovation at Gloucestershire Hospitals NHS Foundation Trust, and Sonia Roschnik, Executive Director at the Geneva Sustainability Centre.
Together, they discussed the ambition to reduce emissions against a global backdrop of increased awareness around sustainability, the approaches to making progress and overcoming barriers, and the opportunities to collaborate globally in pursuit of a shared goal.
THE NHS’S GREEN PLAN OUTLINES ITS GOAL AND ROUTE TO ACHIEVEMENT
In order to meet the NHS’s ambition of becoming the world’s first net zero health service by 2040, reducing emissions and incorporating sustainable practices across all levels of healthcare delivery will be essential.
Among the several key considerations laid out in the Green Plan is the commitment to transitioning to renewable energy, improving the energy efficiency of facilities and estates, reducing waste, and promoting sustainable procurement practices.
Importantly, it is noted that as well as engaging healthcare professionals and NHS staff in net zero efforts, patients too must be involved and encouraged along the journey.
Chris emphasised that while there is work to be done, steady progress is already underway. He said: “It’s not just plans, our annual report and accounts last year was published, it shows that we’re actually making progress. We’re seeing real delivery. That’s largely down to people, and our system actually doing stuff which actually is reducing emissions.”
THE GLOBAL NEED FOR SUSTAINABLE HEALTHCARE FACILITATES COLLABORATION
With the efforts of the NHS recognised internationally, Sonia highlighted the motivations of other countries to transform their own healthcare services.
She explained that Colombia’s approach revolved around a complete rebuild after suffering a natural disaster: “Their driver was that they had a major volcanic eruption, which actually completely decimated their hospital, a lot of their communities, and when they had to restart they thought, ‘Okay, we need to rebuild, start thinking with a different mindset. We need to be prepared for other emergencies, other events, and climate change is one of them.’”
Furthermore, where climate change is having a direct hand in the adverse health effects of a country, it is becoming an increasingly vital consideration.
In Chad, for example, malaria cases are on the rise, a trend exacerbated by climate change. Sonia emphasised how this is encouraging healthcare providers to reassess their service delivery.
“They are seeing spikes in malaria that they’ve never seen before. And so the ability to deliver care through spikes and changes in illness is driving them to think through the resilience of how they deliver services in a completely different way.
“It’s okay to have different entry points, as long as then we broaden out the conversation.”
For the UK, the catalyst for change came along with the Climate Change Act in 2008, at which point the NHS established their Sustainable Development Unit.
“The Climate Change Act was great because it really spurred the NHS to say, ‘Okay, what does this mean for healthcare?’ And it’s been a long journey that the world does admire,” Sonia said.
Looking to the future, global collaboration will be a key tool in achieving net zero across the worldwide healthcare sector, as Chris explained: “Personally, I’d like to see that collaboration evolve and a kind of alignment or matrix of countries giving suppliers a really clear message on what they expect.”
LEVERAGING TECHNOLOGY TO OVERCOME CHALLENGES IS VITAL
While there are undoubtedly challenges to overcome in the pursuit of net zero, implementing and investing in sustainable measures can have multiple benefits across the wider healthcare sector.
Chris said: “We often face challenges in making the case for initial investments. However, many measures that reduce carbon also reduce costs, like switching to LEDs or managing nitrous oxide waste.”
Echoing these sentiments, Alex spoke of one lighting solution in particular that both improves energy efficiency and enhances surgical practice.
Identifying a current challenge, Alex said: “In all our surgeries at the moment, we have huge overhead lights generating huge amounts of power, but as our surgeons lean into the patient, you’re having shadows passed over.
“We’re having to move around and have hidden torches, which adds to the complexity and to surgery time.
“And all of this energy above is being wasted because actually in some cases it’s causing problems, not being the solution.”
The solution could come in the form of a new surgical cavity light, which allows surgeons to illuminate the exact areas needed, improving their ability to work while conserving power.
Pending successful results, Alex added: “We can start turning the lights down. Look at what that’s going to do. You can start selling back the energy to the grid that we are saving.”
A larger technology that is already making waves across healthcare is AI, and Alex underscored its potential to support sustainability efforts, too.
“This is genuinely an area where AI is going to excel and be a massive assistance to us,” he said, highlighting the ability to analyse vast amounts of data and provide valuable insights to facilitate better decision-making.
However, current limitations in data availability still need to be resolved for effective implementation.
With technology at the sector’s disposal to develop into carbon-cutting tools, it is hoped that significant strides can be made in the pursuit of lasting sustainability.
The importance of global collaboration however cannot be understated, and was a recurring theme throughout the panel and many of the conversations over the course of the event.
The active strive towards the shared vision of a net zero future is certainly seen as a strong asset to the global healthcare sector, and by maintaining international partnerships, sharing best practice, and continuing to position the NHS as an exemplary model for other nations to follow in their sustainable pursuits, it is hoped that positive and lasting change is within reach.
REVOLUTIONISING PROCTOLOGY THROUGH SUSTAINABLE MED-TECH
Increasingly in the healthcare sector, cutting-edge technology is responsible for remarkable medical feats that continue to shape the landscape and deliver results for patients globally.
Where proctology is concerned, technology has the potential to overcome significant challenges and promote sustainability in the NHS and wider sector.
In conversation with Dr Devon Kennard, practising London GP and Head of Clinical Affairs at SurgEase Innovations, Health Industry Leaders heard how prevalent health concerns around anorectal disease could be better addressed in the current environment.
“The landscape for anorectal disease is huge because about one in five patients within one year will report the incidence of rectal bleeding,” Dr Kennard explained.
With approximately 20% of GP appointments in the UK related to gastroenterological problems, the high number of these conditions translates to heavy referrals to urgent and acute services.
Differentiating between the cases which require immediate attention and those which can wait presents further challenges. Dr Kennard added: “The wait time can be up to a year, if not more, in many sites.”
“As it currently stands, Dr Kennard pointed out, patients are often left waiting lengthy periods of time for the appropriate care.”
Such a delay can cause distress to patients, who in the meantime may experience ongoing symptoms including rectal bleeding, anal pain, and discharge, or have to learn to manage new diagnoses such as Crohn’s disease and ulcerative colitis.
As it currently stands, Dr Kennard pointed out, patients are often left waiting lengthy periods of time for the appropriate care.
REVOLUTIONISING PROCTOLOGY SUSTAINABLE
HOW INNOVATIVE TECHNOLOGY COULD PROVIDE A SOLUTION
In answer to these challenges, technology can be leveraged to better direct patients to the care they need in a more timely manner. SurgEase, for example, have developed and delivered their LumenEye X1 System, a digital and portable rectoscope.
The goal is to provide high definition visuals of the rectum, comparable to the images obtained through flexible sigmoidoscopy, while reducing the invasiveness and cost.
“The better the tools we have, the better we can filter those patients to the right department and get it right the first time.”
This particular technology, which is designed for use in community settings, allows for the better triage and immediate assessment of patients.
Traditionally, flexible sigmoidoscopies require extensive bowel prep and specialist expertise, which come with their own barriers: “All of that means it costs a lot more and it’s a lot more involved for the patient.”
In contrast, the LumenEye X1 rectoscope is a less involved procedure that can be carried out by healthcare professionals such as GPs and specialist nurses.
THE NHS AND GLOBAL HEALTHCARE SECTOR STANDS TO GAIN FROM THIS TECHNOLOGY
Designing and developing medtech such as the LumenEye X1 System is only the first step to revolutionising current practices - coordinating its roll out is a crucial consideration.
On this front, Dr Kennard said: “We’re already in 30 NHS trusts and being sold in over 14 countries. We’ve currently got FDA approval, so about to go into the biggest medical device market, 80% of market share is in the US.”
SurgEase’s technology is also in operation within three community clinics Lancashire, Central London, and Greater Peterborough. In recognition of the technology’s potential to go further, Dr Kennard added: “NHS England has put LumenEye on its CDC pathway development funding priority list, so CDC’s committee diagnostic centres can bid to pilot LumenEye.
“So, change is happening, these clinics are happening, it’s about scaling it at this point.”
TECHNOLOGY IS AN ESSENTIAL SUSTAINABILITY TOOL
As the healthcare sector pivots to incorporate sustainability in an increasingly climate-conscious world, current practices must change in order to get there.
Dr Kennard said: “Of all the patients referred onto the urgent cancer lower GI pathway, only about 3-5% of those patients are found to have any pathology, yet the vast majority of them are having colonoscopies.
“Around 900,000 to 1,000,000 colonoscopies a year are being done by this urgent cancer pathway, which represents a huge, huge burden in terms of cost, resource, and carbon footprint.”
Leveraging technology such as the LumenEye X1 System in initial assessments allows for the safeguarding of resources for the more high-risk patients.
By opting for a more targeted approach and thus reducing the number of unnecessary procedures, both financial and environmental resources can be conserved.
“The NHS Endoscopy Advisor to the NHS England for the Southeast region has recognised that if we were to actually think and triage these patients differently, we could make a huge impact.”
Technological advancements are a crucial part of the NHS, and global healthcare ecosystem. Adapting current practice to incorporate technology should therefore be a priority.
As Dr Kennard concluded: “The NHS is really at a point in its evolution where if we don’t start to rethink these clinical pathways, we simply will not be able to provide the type of care you would expect in a nation with our GDP.”
PUBLIC OPINION AND THE FUTURE OF THE NHS:
WHAT HAVE WE LEARNED?
Given the current workings of the NHS and the strain it is under to meet increasing demands, a public call to repair what is perceived as a declining service is unsurprising, though approaches differ on the best route to improving the much-loved service.
A recent analysis conducted by the Health Foundation sought to explore the public’s opinions around the NHS and what, in their eyes, needs to be done to safeguard its future.
Through deliberative research and public polls conducted by Ipsos in October and November 2023, the report largely found that despite general dissatisfaction with its current workings, the public exhibit a deep appreciation for the service and its founding principles, and generally wish to see it restored and maintained.
1
THE NHS’S PERCEIVED CHALLENGES
While the strain the NHS’s services are under is something that has been widely reported on in recent years, the consensus is split amongst the public as to its cause.
Certainly, underfunding, staffing, and government policy are shared concerns amongst the public when considering the root of strain, but numerous other issues were cited as contributing to what the public view as the decline of the NHS.
The pandemic, for example, was viewed as an exacerbating factor of existing strain, with hospitals becoming overwhelmed and the resulting burden on staff seen as factoring into later industrial actions.
In addition, an ageing population was identified as a further strain and concerns about the NHS’s capacity and resources to meet the increasing needs of the changing demographic were expressed.
2 THE BALANCE OF FOCUS BETWEEN PRIMARY AND SECONDARY CARE
The report also presented findings relating to the public’s priorities when it comes to where existing funding should be placed.
Should the NHS budget stay at its current level, the majority of participants agreed that resources should be allocated with a preference to primary and community care.
The report also uncovered that the reasoning behind the public’s prioritisation of these services is a desire for a more preventative approach to healthcare, thus reducing demand on hospitals in the long-term.
“The pandemic, for example, was viewed as an exacerbating factor of existing strain, with hospitals becoming overwhelmed”
3 THE ISSUE OF ADDITIONAL FUNDING FOR THE NHS
Due to the concern over funding levels for the NHS, the report also sought to explore the public’s solution to this issue.
It found that nearly half of the public are in support of increasing tax to raise the additional funding required to maintain the current NHS services, while 11% would opt to achieve this through a reduction of spending in other areas.
The report also identified that while some participants were not willing to increase taxes, most were supportive if it meant ‘stabilisation’ - returning to the NHS’s 2019 level of performance - or ‘recovery’exceeding the NHS’s 2019 level of performance.
Furthermore, most opted for ‘recovery’, despite this scenario calling for higher taxes, over ‘stabilisation’, as it was considered a longer-term approach to securing the NHS’s future and mitigating the risk of future decline.
4
SHOULD WE STILL ADHERE TO THE CURRENT NHS MODEL?
In its current form, the NHS is backed by significant public support for its founding principles. According to the report’s findings, 88% of the public think that the NHS should remain free at the point of delivery, 84% agree its services should be provided universally, and 83% are in favour of its funding through taxation. Asked to look five years into the future, however, attitudes begin to shift.
The suggestion to introduce additional user charges is generally opposed, with many fearing the detrimental health impacts of those on lower incomes, and the subsequent health inequalities that would emerge.
It was also noted that delaying treatment to avoid paying the charges could lead to greater cost to the NHS itself, due to the worsening health conditions this would create.
To avoid the negative consequences some demographics would therefore experience, many support certain exemptions from charges, though this would inevitably limit the amount of revenue raised for the NHS.
However, those in favour of additional charges also noted that they would serve as a deterrent to misuse, alleviating pressure on NHS services, ensuring that appropriate services are better accessed, and fewer appointments are missed.
Social health insurance systems provide another option, with benefits including greater independence from the government, and choice over individual care plans, though the report highlighted the public’s concerns with the complexity of insurance packages, the risk in cases of lack of coverage, and the increased involvement of profit-making companies.
Ultimately, it was found that the public overwhelmingly support the current model of the NHS over the two proposed alternatives.
4 HOW TO IMPROVE CONFIDENCE IN GOVERNMENT PLANNING FOR THE FUTURE OF THE NHS
As an inherently political issue, the report found that many participants lack confidence in the government’s plans for the NHS, with the deterioration of the service seen as a result of the poor planning of past and present governments.
“Ultimately, it was found that the public overwhelmingly support the current model of the NHS over the two proposed alternatives.”
To build confidence in the government’s plans for the service, a preferred approach was identified as granting greater independence for the NHS, with the view that reduced government bureaucracy would facilitate more efficient and effective decision making due to an increased focus on patient care and local need.
With healthcare professionals making the decisions rather than politicians, it is felt that better longterm planning can take place as short-term political incentives no longer factor into the equation.
Long-term planning proved to be a popular demand, and the report also highlighted that an independent commission or review could aid in this endeavour.
While public engagement and devolution also drew support, with the report noting that diverse and local needs could be better met through these approaches, generally the practicalities of implementation and fragmentation of national initiatives respectively were identified as barriers to success.
PUBLIC OPINION AND SUPPORT FOR THE NHS IS LOUD AND STRONG
Ultimately, the report identified seven key considerations to safeguard the future of the NHS.
1. Acknowledging the challenges it faces could build public support for a longer term plan to improve its services.
2. Direct more resources to primary and community care
3. Enable investment into the future of the NHS through increasing taxes
4. Educate the public around what they perceive as ‘waste’ when it comes to better utilising NHS budgets, and what eliminating this ‘waste’ could realistically achieve
5. Improve support for NHS staff
6. Restore public trust in the government’s handling of the NHS
7. Maintain the current NHS model
With the NHS certain to continue dominating discussions within the public sector, the public will be looking to decision-makers to restore their confidence in the service’s future.
Doing so means addressing existing concerns, and acknowledging public preferences moving forwards.
As a service designed to serve the public, their opinions provide a vital tool in assessing current painpoints, and critically, how to navigate the route to long-term satisfaction.
To look at me, most people wouldn’t think I was the CEO of a healthtech company. I’m a young, introverted Asian woman – not exactly your stereotypical tech leader.
I’m at the helm of a team that is building the future of respiratory care, introducing AI-driven diagnostics into care pathways to enable earlier, more accurate diagnosis of COPD, asthma and other respiratory conditions. Yet in many of my initial encounters with health industry peers, people assume I’m a sales rep or PA.
Part of this is unconscious bias, which affects us all. And partly it’s a reflection of systemic shortcomings in our society – the reason why just 10% of healthtech startups are led by women, or why racism remains a persistent barrier to health industry career progression.
Statistically speaking, the odds are stacked against me ever having made it to this position.
Now, as a female, minority leader, there are two ways of addressing this reality. You can take the ‘glass half empty’ approach and use your disempowerment and anger as a motivation for affecting change, or the ‘glass half full’ approach and view your non-conformity as a superpower.
Here’s why I believe the second approach is more practical, and more powerful.
THE BIG REVEAL
As countless second-generation migrants from ethnic minority backgrounds will attest, at times it feels like you’re invisible, as though people’s eyes are performing outlier filtering as they look at you, their eyes skimming across from the person on your left to the person on your right.
However, it’s possible to use this lack of recognition to your advantage.
At conferences, for example, I’ll take my name tag off and wander around talking to people. Because everyone assumes I’m a sales rep, they’re much less guarded and more willing to share their secrets. That is, until mid-way through the conversation when they make their preconceptions clear (‘So, how long have you been a sales rep?’), I reveal that I’m the CEO and watch as their minds explode.
“However, it’s possible to use this lack of recognition to your advantage“
Roundtable meetings also give me the chance to put my superpower into practice. Like most industries, health has its fair share of loudmouths who are more than happy to hog the airtime in these sessions. The advantage of being ignored is that you don’t have to participate in any of the pointless conversations. You can listen and watch, like a fly on the wall, before sounding in and silencing the room by pointing out that your company has already solved the problem everyone has been debating for the past hour.
It’s usually the people who are most underestimated that have the most to contribute, and taking the time to listen and think – which you can’t do if you’re constantly talking – is a valuable leadership quality and something that has served me well in my career.
EVERYTHING’S RANDOM
At a recent private equity dinner, someone asked me, ‘So, how did you get here?’ Rather than reeling off a list of my accolades and the institutions I’ve been a part of, I gave the answer that felt closest to the mark. ‘By random chance – everything’s random, isn’t it?’
This isn’t to denigrate my own achievements, nor indeed those of any other health industry leader. It’s simply to acknowledge that I’m the beneficiary of a very privileged education and a mother who values education extremely highly. Had I been born into different circumstances, I wouldn’t be where I am today.
There were two things I was good at as a child: music and maths. But I’ve always been an engineer at heart. Growing up out in the sticks in rural Kent, I quickly became obsessed with science, building things and fixing things using - old pieces of wood, broken plastic, card – whatever scraps I could lay my hands on.
Having hopped on the secondary and university education conveyor belts, the engineer in me began calling the shots. Armed with an undergraduate degree in medicine and staring down another conveyor belt with career-defining consequences (i.e. working as a doctor in the NHS), I instead choose to apply for the University of Cambridge MB-PhD programme, to do a PhD in computational neuroscience and applied mathematics.
I’d been fascinated by neuroscience since aged 11, when I came across it in a magazine. I remember thinking to myself, ‘I hope someday I’ll be smart enough to do something like that’. I’d also written my first software code at age 14, and had endured several uncomfortable years as the only girl in an IT class of 30 pubescent boys, due to the lack of computer science options at my school.
At university, working on my thesis in computational neuroscience, I finally had the chance to write software and work on interesting mathematical problems. Nevertheless, it was only thanks to an inspired suggestion by my undergraduate supervisor that I became aware of the MB-PhD opportunity. Who knows whether a different supervisor would have joined these dots for me?
LEARNING FROM (AND TALKING ABOUT) FAILURE
The MB-PhD programme caters to hardcore medics who secretly want to be scientists and lands you in university for the best part of a decade. The head of the programme used to tell us that it was a ‘womanfriendly’ course, which (we think) meant that the course was so long that you were allowed to go off and have babies in the middle of it.
“The MB-PhD programme caters to hardcore medics who secretly want to be scientists and lands you in university for the best part of a decade“
After an acute episode of self-doubt at the start, I found my feet on the course and ended up spending three years working on a fairly fundamental signal processing problem, which turns out to exist everywhere in the natural world. I also started my first company, focusing on text compression methodologies for natural language processing. It was a complete disaster – we were too far ahead of our time and the technical capabilities weren’t there. Learning from failure is a vital part of leadership, but so too is talking about it – it humanises you and helps other people to benefit from your experience.
As with the rest of my back story, the journey from there to becoming CEO of TidalSense happened thanks to a series of statistically unlikely events –randomness in action. I joined Microsoft Research following a chance encounter, and my Microsoft role led me to a further chance encounter with TidalSense, then very much in its infancy.
THE POWER OF EMOTION-BASED LEARNING
I never sought to be CEO; in fact, I never even thought it was possible for someone like me. Perhaps the systemic way in which our society chronically underestimates certain people caused me to underestimate myself.
However, once again this has proved a blessing rather than a curse. For starters, I never approach any situation with a sense of entitlement, which ensures that, despite being at the helm, I always have my feet on the ground.
But perhaps most pertinently, I’ve found that surprising someone who has underestimated you— whether through the clarity of your thinking or the strength of your credentials—leaves a lasting impression, particularly if they are embarrassed for passing judgement incorrectly.
“as a young, female CEO, underestimation happens all the time.”
Emotion is a strong reinforcer for learning, and I’ve been able to harness these benefits repeatedly because, as a young, female CEO, underestimation happens all the time. People approach me with the cognitive bias of inexperience and a mindset of paternalism. I often get asked questions that I know would not be asked of other tech leaders – questions that are driven by my appearance, rather than my professional acumen.
My advice to other underrepresented leaders experiencing similar challenges is to use underestimation to your advantage, rather than waiting for a societal change that could take another generation.
OUR INDUSTRY NEEDS LEADERS WHO ARE WILLING TO DO THINGS DIFFERENTLY
My ‘ikigai’ is to make a positive contribution to society, and to avoid treading the trodden path (or conveyor belt) for the sake of it. I like to do things differently. Perhaps this makes me an entrepreneur.
In any case, three years in charge at TidalSense has strengthened my conviction that to avert the crises currently engulfing healthcare systems across the Western world, our industry needs more leaders who are willing to challenge established norms and bring new thinking to the table. Indeed, in my recent conversations with health industry leaders, I’ve seen more and more willingness to consider alternative solutions to longstanding problems. It’s a massive opportunity – particularly for aspiring health leaders who have spent their careers struggling to be seen or make their voices heard.
WHAT ARE THE SPECIFIC CERTIFICATIONS TO ENSURE STANDARDS
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