Deloitte Targets Four-to-Six-Month CRM Rollouts

Deloitte has introduced a preconfigured CRM offering for mid-sized life sciences organisations as it looks to reduce the time and complexity involved in front-office digital transformation.

FastForward™ for Life Sciences is between 70 and 90 per cent preconfigured and combines services, accelerators and a preconfigured Converge™ by Deloitte solution with Salesforce technology.

According to Deloitte, organisations can implement transformations within four to six months – twice as fast as traditional, heavily customised approaches.

The offering covers areas including field and healthcare professional engagement, territories, sampling, medical science liaison workflows, compliance controls and data-driven customer insights. A managed services model is also designed to support continued development following implementation.

Pete Lyons, Vice Chair and US Life Sciences Leader at Deloitte Consulting LLP, said: “We continually hear the same frustration from clients, mainly centering around the time they are devoting to updating their CRM systems.

This offering provides tested, pre-configured workflows and setups across the commercial capability set that match how life sciences team’s work. Instead of debating field layouts for months, they’re launching pilots in weeks and spending time on what matters; getting therapies to patients faster.”

Compliance Built into Life Sciences Transformation

The offering draws on Deloitte’s IndustryAdvantage™ approach and its experience in life sciences transformation, while incorporating AI and data capabilities.

Deloitte said FastForward for Life Sciences has been designed to address the regulatory requirements facing pharmaceutical and life sciences businesses alongside the need to accelerate digital transformation.

Nico Kleyn, Life Sciences Leader at Deloitte EMEA, said: “The life sciences industry faces a challenge: accelerating digital innovation while navigating an increasingly complex global regulatory landscape across the US, Europe, Asia and other key markets.

 Deloitte’s FastForward™ for Life Sciences embeds compliance and privacy by design from day one, reducing rework and delays.”

Agentforce Provides AI Foundation

The accelerator builds on Salesforce’s life sciences infrastructure and Agentforce technology, with Deloitte providing preconfigured workflows alongside implementation, guidance and change management support.

Cahba Kingwood, Senior Vice President, Global Life Sciences Acceleration Hub at Salesforce, said: “Salesforce sets the governance framework and quality bar that every certified partner utilizes with our accelerated life sciences program. That consistency is what makes implementations catch risk early, no matter who’s leading delivery.”

“Deloitte has built deep experience following that structure, and FastForward™ reflects that investment. It gives small and mid-sized life sciences organizations a collaborator with a proven, repeatable playbook, built on Salesforce’s standard for success. We look forward to working with Deloitte as they bring this program to our shared customers through active collaboration from the Global Life Sciences Acceleration Hub.”

‘A Faster Route to Enterprise’

Joe Ferraro, Senior Vice President and General Manager, Agentforce Life Sciences at Salesforce, added: “Life sciences organisations are operating in an increasingly complex regulatory environment where even out-of-the-box solutions can require additional configuration to get right.”

“Our industry-specific infrastructure provides the secure, agentic foundation that handles the heavy lifting by design, while Deloitte brings the blueprint that mid-sized organisations need to scale. Together, we’re removing the start-from-scratch barrier and giving these organizations an enterprise-grade operating system from day one.”

FastForward™ for Life Sciences is intended to give mid-sized organisations a faster route to enterprise CRM and agentic AI capabilities while supporting the compliance, data and operational requirements of the life sciences sector.

The post Deloitte and Salesforce Accelerate AI Transformation for Life Sciences appeared first on Healthcare Outlook.

EVERY PATIENT MATTERS. EVERY STAFF MEMBER COUNTS

“I left school at 16 and joined the Royal Air Force (RAF), with no career plan beyond wanting to make something of myself. The 12 years that followed taught me the fundamentals I have relied on ever since: discipline, planning, and leadership.”

This passionate start to a career is what led Neil Clark, CEO of Queen Elizabeth Hospital (QEH), to work within the healthcare industry – a sector that is not only in a state of constant development and innovation, but also directly impacts the lives of everyday individuals across the world.

After leaving the military and joining the UK’s National Health Service (NHS), Clark assumed the skills he had previously learned would transfer easily; however, he quickly discovered that this new industry would ask more of him.

“Hospitals are among the most complex organizations in society – running 24 hours a day, seven days a week, with thousands of professionals making hundreds of decisions every hour, often under immense pressure. The challenge for leaders is not simply managing that complexity; it is creating systems that allow talented people to deliver consistently excellent care,” he details.

Much of Clark’s early leadership career in the NHS was spent progressing through operational leadership roles at challenging healthcare facilities. It was through this work that he learned the most important lesson of his career so far – a plan, however well designed, is worthless without the people to deliver it. This was where he developed crucial skills, such as the ability to listen properly, build trust, and translate a technical plan into something frontline staff could believe in and own.

“It was also where I first noticed something that has shaped the rest of my career: the teams that improved fastest were almost always the ones with the best information about their own performance. You cannot fix what you cannot see – and you cannot expect people to change something they cannot measure,” he reveals.

LEARNING LEADERSHIP

By the time Clark left the NHS, his team had delivered measurable improvements in performance, finance, and culture at every hospital he had led – proof that the model of leadership he had developed since his days in the RAF was working; combining people skills with a growing belief in the value of good information.

“If the NHS taught me how to lead hospitals, my work in Abu Dhabi taught me how to lead healthcare systems. I was subsequently recruited to the Abu Dhabi Department of Health where I was no longer working for a single provider, but helping develop an entire health system,” Clark describes.

“For the first time in my career, I was looking at healthcare as an interconnected system rather than a single organization, and, to this day, it has fundamentally changed the way I think.”

Abu Dhabi’s combination of information and technology as core infrastructure and access to the people skills to attract providers taught Clark that healthcare should never be managed in isolation. The interdependencies of departments and the economics of preventative medicine highlighted that the chosen model of care shapes the performance of the whole system far more than the volume of any single service.

One of the greatest lessons Clark learned, however, was that patients do not experience separate hospitals, clinics, and government departments; they experience one healthcare journey. If organizations fail to work together, patients experience delays and duplication rather than seamless care. This is the exact perspective he brought to Barbados when he became CEO of QEH in April 2024.

“QEH is far more than a hospital – it is one of Barbados’ most important public institutions, and thousands of people pass through its doors every day at some of the most vulnerable moments of their lives,” he explains.

“I found an organization with highly committed and talented staff, proud of the care they provided despite real operational challenges, such as rising demand, workforce shortages, aging infrastructure, financial pressure, and a lack of coordinated information across paper records, spreadsheets, and systems. None of that was unique to Barbados. What was unique was the opportunity.”

BUILDING SYSTEMS

With all the challenges modern healthcare is currently facing, Clark decided that rather than treating those hurdles separately, QEH would look at the organization as a whole and build a strategic framework around modernizing infrastructure, financial sustainability, and digital transformation.

The centerpiece of this transformation is the roll-out of a new health information system within the hospital – to give every clinician a single, accurate, real-time view of a patient’s history, and provide QEH’s leadership with reliable data on what is happening across the organization.

“ A hospital does not sit in isolation, and one of the questions we are having to answer now is how that data needs to interoperate with the rest of Barbados’ healthcare providers,” expands Clark.

“We are extending that same discipline well beyond clinical care, digitizing our human resources (HR), finance, and procurement records by moving that information off paper and into systems that let us plan properly.”

Ultimately, none of these developments would be possible without the belief that Clark first learned in the NHS: buildings and systems do not care for patients; people do. His philosophy – every patient matters; every staff member counts – is what connects the two.

It is why the hospital is expanding recruitment and training, investing in technology, and why Clark always reminds colleagues that equipment and information systems alone do not transform healthcare; transformation happens when investment in data is matched by investment in people, leadership, and culture.

Small island nations often possess advantages that larger healthcare systems struggle to replicate. Decision-making can be faster, partnerships closer, and innovation implemented more rapidly because people know one another and share a common commitment to their communities.

“I believe QEH has the potential to not only remain Barbados’ national referral hospital, but also become one of the Caribbean’s leading centers of excellence – a hospital where good data and leadership reinforce one another,” impassions Clark.

“That will not happen overnight, but every day I see colleagues, better informed and genuinely empowered, moving us another step closer.”

THE FUTURE, LEADERSHIP, AND LEGACY

Having worked across myriad healthcare systems, Clark has seen how rapidly healthcare continues to evolve, from paper records to integrated systems, and now to artificial intelligence (AI), predictive analytics, and genomics.

“I believe the future will be shaped just as much by leadership and culture as technology, because data on its own changes nothing. It is only useful once it changes a decision, and healthcare remains, above all else, a human profession,” he asserts.

The role of technology is to enable healthcare professionals to deliver better care, not to replace them – a philosophy that underpins everything being built at QEH. The future lies in organizing healthcare around the patient rather than around departments and professional boundaries, with information following the patient across hospitals, primary care, and community services, and in organizing leadership around empowered people rather than command-and-control.

In looking towards the future of the industry, Clark views his role, and leadership in general, as a temporary custodian for an organization.

“Rather than asking what I can achieve during my tenure, I try to ask what I will leave behind. Some of what we are building at QEH will be visible while some will be less so – but it will matter just as much, because they will be shaping how the hospital cares for patients and empowers staff, long after I have moved on,” Clark notes.

As he reflects on his own journey, Clark recognizes how fortunate he has been to work alongside extraordinary people, and how much the tools available to healthcare leaders have changed along the way. No meaningful achievement in healthcare is ever the work of one individual, but the result of teams united by a common purpose and the shared information that lets them act together.

“Technology may transform how we deliver care, and data may transform how we plan it, but compassion, professionalism, teamwork, and trust will always define whether we succeed. That is why every decision at QEH is guided by one simple belief: every patient matters. Every staff member counts,” Clark proudly concludes.

“Those six words have become more than a motto; they have become my philosophy of leadership. If the systems, information, and empowered people we are building today continue to guide this hospital long after my time here has ended, I will consider that my greatest achievement.”

The post Queen Elizabeth Hospital : Every Patient Matters, Every Staff Member Counts appeared first on Healthcare Outlook.

RESHAPING THE HYGIENE CATEGORY

Announcing its proprietary alternative natural fiber innovation program, Kimberly-Clark Corporation (Kimberly-Clark) is building the foundation for a next-generation, high-performance, sustainable materials platform.

With the potential to power the company’s future hygiene products with enhanced performance, quality, and sustainability, Kimberly-Clark’s team of researchers and scientists developed its newest initiative. They achieved this breakthrough by creating a patented technology platform via the transformation of fibers from a rapidly renewable succulent plant into sustainable material.

Craig Slavtcheff, Chief Research and Development Officer at Kimberly-Clark, states: “This represents an exciting moonshot for Kimberly-Clark and the culmination of more than two decades of materials and plant science expertise. We have developed a highly proprietary technology platform rooted in alternative fiber research and believe that these novel natural fibers will form our next great materials platform – an innovation with the potential to reshape the hygiene category. While testing continues, we are optimistic by early results and believe these materials will provide curve-bending performance in our products while strengthening our long-term growth and supply chain resilience and accelerating our journey toward a future less dependent on traditional fiber sources.”

The company is confident that its alternative natural fiber has the potential to be integrated across its myriad hygiene products, boosting its efforts to deliver consumer-inspired, science-driven innovation, strengthening its long-term fiber supply resilience, and, ultimately, advancing responsible stewardship of natural resources for the future.

LONG-TERM FIBER SUPPLY RESILIENCE

Kimberly-Clark’s alternative natural fiber program showcases its consumer-led innovation model, which highlights making strategic investments in disruptive technologies. The goal of this initiative is to deliver the best product at the lowest cost, while upholding responsible stewardship of the resources essential to Kimberly-Clark’s offerings.

The company anticipates that the products developed using this technology will support its strategy of focusing on higher-value, differentiated spaces where it has the right to win.

“Kimberly-Clark is at its best when we harness the power of science to solve real human needs and deliver Better Care for a Better World. Our alternative natural fiber program is an example of our Powering Care strategy in motion and how we are pushing the boundaries of what we can deliver to consumers to meaningfully enhance how they experience products they rely on every day. We are energized by all the ways this promising innovation can reset the standards in our product categories, while delivering the care consumers seek from us and ongoing value to our shareholders,” states Jeff Melucci, Chief Strategy, Business Development, and Administrative Officer at Kimberly-Clark.

Specifically, the company’s research scientists identified a promising solution in hesperaloe – a native, low-water plant that thrives in the arid climate of the Southwest US – after evaluating over 70 different fiber candidates across performance, sustainability, and cost criteria.

Based in Yuma, Arizona, Kimberly-Clark’s innovation program has demonstrated that hesperaloe and its proprietary technologies result in a rapidly renewable natural fiber source that carries the performance and quality standards that consumers have come to expect from the company and its trusted brands. This foundation for a high-performance, sustainable materials platform highlights the company’s commitment to its ‘Better Care for a Better World’.

The post Kimberly-Clark Announces Natural Fiber Innovation appeared first on Healthcare Outlook.

In healthcare settings such as hospitals and nursing homes, effective communication is essential to enable staff to deliver the right care to patients and respond rapidly in emergencies.  

Communication devices need to work reliably and enable staff to move around freely without losing connection. But for IT teams, providing connectivity across a large healthcare facility is not simply about giving every member of staff a phone. Devices that can handle the size and layout of the building, support different uses, and ensure reliability for staff are also required.  

This is where Digital Enhanced Cordless Telecommunications (DECT) can play an important role. Rather than having voice communication compete with other applications on an existing wireless network, healthcare providers can use DECT to provide scalable cordless communication across their facility.  

TAKING VOICE OFF THE WI-FI NETWORK  

Many healthcare organisations now depend on Wi-Fi to support their day-to-day operations. Laptops, tablets, medical equipment, patient systems, and other connected devices often all rely on one wireless network. 

This means when setting up a communications system, IT teams need to think about how much network capacity they have, how far the network reaches, and how reliable it is. But they don’t need to put voice communication on the same wireless network as everything else. 

DECT operates independently of Wi-Fi and Bluetooth, using a dedicated frequency band for cordless voice communication. It allows organisations to keep voice separate from wireless traffic – meaning healthcare staff benefit from a dedicated communication channel with no interference and clearer call quality. 

SCALING COMMUNICATIONS AROUND THE BUILDING  

DECT’s flexibility is also useful as it can be tailored to the size and complexity of a healthcare organisation.  

In a small GP practice, a single or dual cell system may be enough to keep doctors, reception, and other teams connected. In a hospital or larger care facility, a multi-cell network can extend coverage across multiple wards, floors, and buildings.  

When multiple base stations are set up around a building, staff can carry a DECT handset as they move around while maintaining connectivity. Consider a nurse moving between wards during a shift. They need to remain reachable, contact colleagues quickly, and respond to changing patient needs.  

A well-designed DECT deployment will provide consistent voice connectivity across all areas. For IT teams, this scalability is one of DECT’s biggest advantages. The technology can support communication needs in small practices as well as across big multi-building environments.  

KNOWING WHERE THINGS ARE  

Once this connectivity has been established, technology such as beacons and gateways can also be added to enable location and asset-tracking capabilities. 

On a hospital ward, for instance, staff members often need to find patient transfer trolleys, a piece of equipment, or even simply a colleague. Without location technology, the process can mean calling or messaging colleagues or losing time because of physically searching different areas of the building. 

With asset tracking capabilities in place, this becomes much more efficient. Equipment can be located quickly, meaning staff can spend less time searching and more time caring for patients.  

UPHOLDING HYGIENE STANDARDS  

Hygiene is equally important in healthcare environments. When staff are sharing communication devices, they can quickly become a breeding ground for bacteria and viruses if they are not manufactured with hygienic materials. 

To uphold hygiene requirements, organisations can use DECT devices with protective casings certified to the JIS Z 2801 industrial standard. These casings are made to withstand regular cleaning with ethanol-based disinfectants. 

This makes them well-suited for use in intensive care units, neonatal units, and operating theatres, where strict infection control matters. 

KEEPING DEVICES READY  

Of course, a communications system is only useful if staff have devices that are ready to use. Healthcare workers can spend an entire shift moving between different areas of a facility, so handset availability and battery life are important practical considerations. 

Long battery life helps ensure that cordless phones remain available throughout the working day. And when a handset does need charging, staff do not necessarily have to wait for it to become available again. A simple exchange system allows a nurse to swap a depleted handset for a fully charged device. 

Multichargers can support this approach by charging multiple phones simultaneously, helping healthcare organisations maintain a ready supply of handsets for different shifts. It also takes the pressure off staff to find a working device. 

SUPPORTING CONNECTED HEALTHCARE  

The role of communications technology in healthcare is changing. Where fixed desk phones at nursing stations were typically used to reach others, healthcare organisations now need to create an environment in which staff can communicate reliably, locate equipment efficiently, and move around the facility without losing connection.  

DECT can form an important part of that infrastructure. Its ability to provide dedicated voice connectivity across larger areas and multiple buildings, while also integrating with beacons and gateways, means it can support a broader connected healthcare strategy. 

The post DECT in Healthcare: Building a Smarter, More Connected Environment appeared first on Healthcare Outlook.

Yellow Wood Targets Vitamins and Supplements Market

Private equity firm Yellow Wood Partners has agreed to acquire Nestlé’s Holistic Health platform in a USD$1 billion transaction, expanding its presence across the vitamins, minerals and supplements (VMS) market.

The transaction will give Yellow Wood a portfolio of established consumer health brands spanning areas including hydration, gut health, immunity and women’s health.

Holistic Health’s portfolio includes Nature’s Bounty, Nuun, Osteo Bi-Flex and Gard. Nature’s Bounty is the second-largest overall VMS brand in the US and a leading women’s health brand, according to the announcement.

The brand offers a range of wellness products consumed in more than 20 per cent of US households and has been operating for more than 50 years.

“This is another important step in the strategic transformation of our portfolio” said Philipp Navratil, CEO, Nestlé. “

We are focusing our resources where we have the strongest competitive advantage. With Nestlé’s strong innovation and brand-building capabilities, we are well positioned for growth in the premium, science-led VMS space, where brands such as Solgar and Pure Encapsulations continue to perform strongly. At the same time, the category has evolved, and the mainstream VMS business requires a different approach under dedicated ownership.”

Standalone Business to Focus on Brand Growth

Yellow Wood plans to operate Holistic Health as a standalone entity, with the private equity firm identifying opportunities to accelerate innovation and strengthen the individual brands’ positions with consumers and retail partners.

Dana Schmaltz, Partner at Yellow Wood, said: “Holistic Health is an excellent platform of trusted brands with deep retailer relationships providing significant opportunities for continued growth.

“The Holistic Health portfolio provides a group of specialty category leaders in various high growth sectors of the attractive VMS market, including hydration, gut health and immunity. Operating Holistic Health as a standalone entity will provide the opportunity to leverage the power of each brand to accelerate growth, enhance innovation and strengthen their market positions with consumers and retail partners.”

The deal adds another group of consumer brands to Yellow Wood’s existing portfolio, which includes Chapstick, Suave, Q-tips, Caress, Pond’s and Dr. Scholl’s.

Yellow Wood Sees Growth in Consumer Health

Yellow Wood said increasing adoption of VMS products and growing demand for products targeting specific consumer benefits could provide further opportunities for organic growth across the acquired portfolio.

Tad Yanagi, Partner at Yellow Wood, said: “We believe that by implementing the Yellow Wood Consumer Operating DNA model, we can accelerate the growth of all of these brands as we have done with other category defining carveouts such as Q-tips, Chapstick, Suave and Dr. Scholl’s.

“As VMS adoption continues to increase among a wide range of consumers and demand for benefit-specific solutions expands, we see significant runway to drive organic growth across the platform.”

Deal Continues Consumer Brand Acquisition Strategy

The agreement represents Yellow Wood’s sixth significant carveout acquisition from five major global consumer companies. Its previous transactions have involved brands from Bayer, Reckitt, Unilever and Haleon.

The acquisition remains subject to applicable regulatory approvals and is expected to close during the first half of 2027.

The post Yellow Wood Partners to Acquire Nestlé Health Brands for USD$1 Billion appeared first on Healthcare Outlook.

REDUCING WORKFLOW FOR CLINICIANS

Leo Cancer Care – a pioneer in upright radiation therapy – and GE HealthCare – a leading healthcare solutions provider – have announced a commercial collaboration to bring connected imaging and radiation therapy workflows to market. The two organizations will work together to advance GE HealthCare’s imaging solutions and Intelligent Radiation Therapy (iRT) software, alongside Leo Cancer Care’s upright radiation therapy. These solutions will, in turn, create more connected patient and data workflows from simulation through to treatment.

“Bringing imaging, planning, and treatment closer together in radiation therapy has the potential to make a meaningful difference for both patients and care teams. By working with both iRT and Leo Cancer Care’s innovative upright treatment approach, we see an exciting opportunity to explore a more connected, patient-centered model of radiation therapy that could help simplify workflows and reduce the time from imaging to treatment,” states Ben Newton, Global Head of Oncology at GE HealthCare.

The collaboration between the two companies is aimed at addressing the long-standing challenges in radiation oncology, such as multivendor environments, system interoperability challenges, the interval between imaging and the start of treatment, fragmented clinical workflows, the cost and complexity of treatment infrastructure, patient experience, and uneven access to advanced technology.

Specifically, the organization’s involvement is non-exclusive by design, with both entities retaining the flexibility to work across the wider radiation oncology ecosystem. The aim is to develop interoperable solutions that complement existing clinical infrastructure rather than going through the process of replacing it.

A PATIENT-FIRST APPROACH

Redefining radiation therapy through a patient-first approach, Leo Cancer Care specializes in upright patient positioning and uses its technology to improve treatment efficiency, comfort, and accessibility.

Developing a pipeline of products for the cancer pathway, Leo Cancer Care’s flagship system, Marie®, is particle beam agnostic, supporting proton, carbon ion, neutron, and FLASH therapies. Ultimately, the company is driven by the belief that cancer treatment should center around people, and it is actively working to set a new standard in radiation oncology.

Likewise, GE HealthCare – based out of Chicago, Illinois – has made a name for itself by fulfilling healthcare’s greatest potential through groundbreaking medical technology, intelligent devices, and care solutions. The company is motivated by not only building a healthier future but also creating a world where healthcare has no limits.

Stephen Towe, CEO of Leo Cancer Care, notes that “GE HealthCare is one of the most established names in medical imaging anywhere in the world. Its decision to partner with Leo Cancer Care is a clear signal that upright radiation therapy is being recognized at the highest levels of our industry.”

Looking toward the future of this collaboration, the two companies intend to explore the ways in which GE HealthCare’s iRT software capabilities could connect with Leo Cancer Care’s future upright radiation therapy solution. iRT is an artificial intelligence (AI)-supported software solution for radiation therapy, connecting information, workflows, and applications across systems in order to streamline complex workflows. It is designed to support timely progression through the radiation therapy pathway and reduce the workflow burden for clinicians.

The post Leo Cancer Care and GE HealthCare to Bring Healthcare Innovations to Market appeared first on Healthcare Outlook.

A LEGACY OF CARE

With the global healthcare sector always having existed at the intersection of immense challenge and extraordinary possibility, demand continues to outpace available resources – and South Africa (SA) is no exception.

“Every day we are confronted by increasingly complex disease burdens, rapid technological advancements, workforce pressures, financial constraints, and growing public expectations,” introduces Dr Matodzi Mukosi, CEO of Tygerberg Hospital, the largest hospital in the Western Cape.

Yet, despite these realities, SA’s healthcare sector remains a rewarding professional environment due to the impact it has.

“Everything we do is both tangible and profoundly human – every decision, interaction, and innovation has the potential to change the course of someone’s life,” he smiles.

Reflecting on the legacy and true value of Tygerberg Hospital in this challenging landscape, Dr Mukosi emphasises how the hospital is ultimately built on the selfless contributions of its staff and the countless moments where science, humanity, and transformation come together.

“The real value of our institution lives in the nurse who comforts an anxious family, porter who reassures a frightened patient, doctor who stays a little longer after their shift to monitor a critical patient, maintenance technician who restores essential services overnight, student who is learning the true meaning of compassionate care, or specialist sharing decades of knowledge with the next generation.”

Indeed, the true legacy of the hospital relates to the extraordinary achievements made possible by ordinary people choosing to serve something bigger than themselves.

EVOLVING HEALTHCARE ECOSYSTEM

Over the years, SA’s healthcare system has been significantly transformed, with the first democratic South African government initially inheriting a structurally fragmented, inequitable, and primarily hospital-centric system in 1994.

“This system was shaped by the apartheid regime where access to care, funding, and infrastructure were ultimately distributed along racial lines,” outlines Dr Melvin Moodley, COO.

Since then, healthcare reform has focused on integrating previously fragmented services, improving equity, and expanding access to quality healthcare for all – a transformation driven by successive policies and reforms aimed at strengthening governance.

“Whilst we celebrate these successes, we continue to face significant challenges in healthcare. SA continues to operate a dual healthcare system in which public and private healthcare coexist,” states Dr Mukosi.

Private healthcare remains accessible only to those who can afford it, creating a fundamental inequality in access to health services that is driven by financial resources.

Although both sectors draw on similar resources, the private sector serves only a small proportion of the population, whereas the public sector caters for approximately 85 percent, many of whom rely exclusively on state-funded healthcare.

“This inequality runs counter to the principles of fairness and equity, which is why we strongly support the implementation of universal health coverage (UHC), aimed at ensuring equitable access to healthcare irrespective of one’s ability to pay,” laments Dr Mukosi.

The implementation of UHC will require a concerted effort to strengthen the healthcare system across the country.

This has led to growing recognition that strong governance and leadership are fundamental drivers of health system performance. Leaders must excel in strategic planning, financial stewardship, quality improvement, workforce management and development, and the cultivation of partnerships across the continuum of care.

“We need leaders who are not only technically competent, but also demonstrate high levels of emotional intelligence so we can develop sustainable health systems that deliver better outcomes for the people we serve,” Dr Moodley adds.

SERVING COMMUNITIES

As one of SA’s largest academic hospitals, Tygerberg Hospital is one of only two central major healthcare sites in the Western Cape.

“We provide highly specialised tertiary and quaternary services across every major clinical discipline, with more than 65,000 patients admitted annually and more than 400,000 outpatient visits each year,” explains Mr Dirk Heyns, Head of Corporate Services.

Spanning the full life course, from foetal medicine and neonatal intensive care to geriatric care, the hospital offers a comprehensive package of tertiary services. These include advanced trauma care, complex surgery, critical care, infectious disease management, and highly specialised allied health services, including its flagship Cochlear Implant Unit.

As the Western Cape’s population has grown significantly over the past two decades, demand for these highly specialised services has increased accordingly.

“As the only referral centre for many of our patients, Tygerberg Hospital must continue to keep pace with growing demand,” notes Dr Mehreen Hunter, Chief Strategy Officer.

“This requires us to continually review our core service mandate, models of care across the health ecosystem, patient referral networks, technological advancement, workforce management, and collaboration with internal and external partners so we can maximise the impact of the resources available to us,” she explains.

POWERFUL PARTNERSHIPS

As an academic institution, Tygerberg Hospital is closely linked with multiple universities, including Stellenbosch University, the University of the Western Cape, and the Cape Peninsula University of Technology.

Through these academic partnerships, it can deliver world-class teaching, training, and research.

Indeed, Tygerberg Hospital has a reputation for exceptional clinical training and is a sought-after destination for local and international undergraduate and postgraduate students.

“Our relationships with universities have evolved into true partnerships, enabling us to collaborate in fulfilling our mandate of service delivery, teaching, training, and research,” comments Mr Heyns.

Tygerberg Hospital has come to understand that meaningful transformation cannot be achieved in isolation; rather, it is strengthened through enduring partnerships with academic institutions, clinical teams, organised labour, patients, communities, and stakeholders who share responsibility for building a stronger and more responsive health system.

“One of our most critical partnerships is with our Hospital Board, which provides an important link between Tygerberg Hospital and the communities it serves.

“Through its oversight, advocacy, and engagement, the board ensures the perspectives and needs of patients and communities inform decision-making and service improvement initiatives,” notes Mrs Vuyokazi Dubase, Acting Head of Nursing Services.

PART OF A HEALTH ECOSYSTEM

The Western Cape Department of Health and Wellness has distinguished itself over several decades through sustained investment in strengthening health systems.

“One of the most significant shifts I have witnessed over the course of my career has been the move away from hospitals functioning as isolated institutions towards a far more integrated ecosystem approach to healthcare,” says Dr Mukosi.

“Our responsibility for patient care is not limited to what happens within our facility alone. We are health stewards, working to improve healthcare at every stage of the patient journey.”

This approach has been deliberately fostered by the Western Cape Department of Health and Wellness under the leadership of Dr Keith Cloete, Head of Department.

“We are all stewards of healthcare along the care continuum, with a shared responsibility to ensure all people in the province have access to quality healthcare,” explains Dr Hunter.

“Success is therefore no longer measured simply by what happens within our own walls, but by how effectively we strengthen the broader health system and improve the patient journey across multiple levels of care,” she adds.

PEOPLE FIRST

“Although our institution has been responsible for numerous pioneering advances, including several national and international firsts, their true value lies in how we use them to improve access, redesign systems around patient needs, strengthen partnerships, and deliver high-quality care more effectively within resource-constrained environments,” Dr Mukosi reflects.

Over the years, this has reinforced one of the most important lessons in healthcare: that exceptional care is fundamentally about people – not only the patients, but also those who deliver care every day.

“Technical excellence will always remain essential, but patients remember how they were treated just as much as the treatment they received,” Dr Hunter points out.

For this reason, sustainable healthcare depends on creating environments in which staff feel valued, supported, and empowered to deliver their best every day.

“When we invest in our people, we strengthen our ability to care for others; that, ultimately, is the foundation on which resilient and compassionate health systems are built,” Dr Mukosi states.

50 YEARS OF TRANSFORMATION

Having been established in 1976, this year marks the hospital’s 50th anniversary and, like the country itself, the institution has undergone significant transformation over the decades, moving from a hospital shaped by division towards one increasingly defined by inclusion, collaboration, and a shared purpose.

“That journey has not always been straightforward, but it has been essential, and at the heart of this legacy are the countless people who have worked tirelessly and selflessly at this institution for years,” Dr Mukosi acknowledges.

“50 years represents far more than an anniversary. It provides an opportunity to reflect on the millions of lives that have intersected with this institution and the direction we wish to take this hospital going forwards,” he adds.

“Most people remember Tygerberg Hospital as the place where a life was saved, where they held their newborn child for the first time, or where hope was restored during moments of profound uncertainty.”

“We are immensely proud of our clinical and internationally renowned academic achievements, but what makes me most proud is the culture we are building, legacy we are shaping, and incredible people who show up every day with extraordinary commitment,” notes Mrs Dubase.

“Indeed, Tygerberg Hospital’s greatest strength has never been its size, capacity, or media presence, but the people who make the facility a home and a place of hope.”

MAKING THE IMPOSSIBLE POSSIBLE

As an academic hospital, Tygerberg Hospital’s clinicians, researchers, and educators continually challenge existing practices to provide premium services to all patients.

Impactful research is key to this mission, generating evidence that guides clinical decision-making, drives innovation, and facilitates improvements in the way healthcare is delivered.

“Whether through pioneering clinical procedures, advances in medical technology, or new care models, innovation is only valuable if it ultimately improves patient outcomes, increases access to care, and strengthens the health system,” Dr Hunter informs.

Some of Tygerberg Hospital’s most significant innovations have changed the lives of families across SA, making the impossible seem possible.

In 1984, for example, the hospital’s Reproductive Biology Unit was responsible for the breakthrough that led to the birth of the country’s first baby conceived through invitro fertilisation (IVF), opening new possibilities for many couples experiencing infertility.

This was followed by numerous advances in reproductive medicine that helped establish Tygerberg Hospital as a leader in the field.

Then, in 1986, the hospital performed SA’s first multi-channel cochlear implant, establishing a programme that transformed the lives of children and adults living with profound hearing loss.

Tygerberg Hospital’s commitment to innovation continued through the decades, with interventions including the world’s first successful penile transplant in 2014; becoming the first South African government-run hospital to perform robotic surgery using the Da Vinci Surgical System in 2022; successfully performing the country’s first living donor kidney removal using robotic surgery in 2025; and making history by performing SA’s first fully internal limb reconstruction and bone transport procedure in 2025.

“Yet, whilst these milestones are remarkable, they are not how we define success,” Dr Mukosi points out.

“The true measure of innovation is not defined by whether we are the first but by the impact these interventions have on the people we serve – whether patients live longer, recover faster, regain functionality, become parents after years of uncertainty, or return to their families with renewed hope.”

This is the enduring philosophy that continues to shape everything Tygerberg Hospital does.

STRENGTHENED BY HUMILITY

Constructed 50 years ago in what was a very different landscape, it is no surprise Tygerberg Hospital’s existing infrastructure has reached the end of its serviceable lifespan.

Therefore, plans to reimagine the hospital have been developed through the replacement of the current facility with two new hospitals: Tygerberg Central Hospital and Metro-East Regional Hospital.

“This project is about far more than replacing ageing buildings. It is an opportunity to reconsider healthcare delivery and redesign it around modern patient expectations, technological advancement, multidisciplinary collaboration, and future healthcare needs whilst preserving the values that have come to define us over the course of our 50-year journey,” Dr Hunter highlights.

Looking ahead, the hospital’s key priorities for this year are centred around three interconnected areas; people, clients, and the health system.

With regard to its people, the institution intends to continue fostering psychologically safe spaces in which staff feel valued and respected, whilst continuing to invest in leadership, staff well-being, and organisational culture.

Tygerberg Hospital also seeks to improve the patient experience by focusing on the needs of its clients – from entering the facility to receiving excellent care and a safe discharge, it wishes to enhance all aspects of the patient experience.

“We will focus on strengthening the health system, clarifying and bolstering our service platform through closer collaboration across the provincial health ecosystem to ensure patients receive optimal care in the most appropriate setting,” Dr Moodley explains.

An important part of this work is expanding strategic partnerships and twinning initiatives – where institutions or health systems commit to learning from each other over time to strengthen services, leadership, and performance.

Based on Tygerberg Hospital’s belief that no single institution, country, or context has all the answers, it is currently part of multiple twinning programmes at both national and international level.

“Healthcare is strengthened through humility when organisations learn from one another and grow together,” Dr Mukosi reflects.

“All these priorities converge into a single mandate: to use 50 years of learning to create not only a stronger institution but also a sustainably stronger ecosystem for our patients today and for future generations,” he passionately concludes.

The post Tygerberg Hospital : A Legacy of Care appeared first on Healthcare Outlook.

Q&A WITH NORAH MAGERO, CO-FOUNDER AND CEO, DROP ACCESS

Firstly, could you outline the mission, vision, and core values of Drop Access?

Norah Magero, co-Founder and CEO (NM): We develop practical technologies that help underserved and off-grid communities access essential services, from medical refrigeration and vaccine cold chains to food preservation and temperature-controlled logistics.

At Drop Access, our mission is to manufacture and distribute clean energy solutions using flexible payment models, whilst our vision is to provide sustainable clean energy to all underserved communities in Africa.

These goals are guided by our core values of innovation, excellence, eco-friendliness, honesty and fairness, and customer centricity.

What drives us is a simple belief: where a person lives should not determine whether they can access life-saving healthcare or climate-smart technologies.

We are committed to designing solutions that are reliable, affordable, environmentally responsible, and tailored to the realities of the communities we serve.

Drop Access was born out of a deep understanding of the barriers rural populations face, particularly in accessing life-saving vaccines and medicines. Can you explain?

NM: The challenge is not only about whether vaccines and medicines are available; it is also about whether they can be stored safely and delivered to the people who need them.

In many rural and off-grid communities, health facilities struggle with unreliable electricity, weak cold chain infrastructure, long distances, and difficult transport conditions.

As a result, vaccines, insulin, blood products, antibiotics, and other temperature-sensitive medicines often face significant risks before reaching patients.

For me personally, this challenge became very real whilst I was living in a rural town and trying to access the right vaccines for my young daughter. Later, during the COVID-19 pandemic, the importance of resilient cold chain systems became even more apparent.

Before developing our solutions, we spent time listening to nurses, healthcare workers, mothers, health facility managers, and communities. We wanted to understand the daily realities they faced and design solutions around those realities.

That process helped shape Drop Access and our commitment to strengthening last-mile healthcare delivery in underserved areas.

The Drop Access journey began with your portable solar-powered refrigerator, Vaccibox. What makes it ideal for vaccine storage and cold chain logistics?

NM: Vaccibox was specifically designed to address the challenges of medical cold chain management in remote and resource-constrained environments.

It is a portable solar-powered medical refrigerator equipped with integrated lithium batteries and designed to maintain temperatures between two degrees Celsius (°C) and 8°C, which is the recommended storage range for many vaccines.

It can be used both for the storage and transportation of vaccines, blood products, insulin, oxytocin, laboratory samples, and other temperature-sensitive medical products.

One of the features I am particularly proud of is the integration of real-time monitoring technology. Vaccibox provides data on temperature, battery status, charge levels, location, and inventory, helping healthcare providers maintain visibility and accountability throughout the cold chain.

Mobility was also central to the design. In many remote communities, bicycles, motorcycles, and boats are often the most practical means of transportation; Vaccibox can be transported using these modes, helping healthcare workers reach populations that are otherwise difficult to serve.

Ultimately, it was created to make safe and reliable vaccine delivery possible wherever people live, regardless of infrastructure constraints.

What about Koyo, your other solar-powered refrigeration solution for farmers, small to medium-sized enterprises, and households?

NM: Koyo extends Drop Access’ clean cooling work beyond healthcare into food security, household resilience, and productive use of energy.

Whilst Vaccibox focuses on medical cold chain applications, Koyo is designed to provide reliable solar-powered refrigeration for farmers, small to medium-sized enterprises, and households that may not have access to dependable electricity.

Post-harvest losses remain a major challenge across many African communities. Farmers often lose valuable produce because they lack access to cold storage, whilst households and small businesses face similar difficulties preserving food safely. Koyo helps address those challenges by providing clean, reliable cooling powered by solar energy.

We offer Koyo in several different sizes to meet the needs of a wide range of users, from individual households to commercial operators. The broader goal is the same as with all our solutions: improving resilience and creating access to essential services through sustainable technology.

Coolride is Drop Access’ professional cold chain logistics service. How does it ensure safe and reliable transport of temperature-sensitive goods across various industries?

NM: Coolride was developed to address a critical gap that extends beyond refrigeration itself: transportation.

Even when products are stored correctly, they can still be compromised if they are not transported under controlled conditions.

Coolride provides temperature-controlled logistics services for vaccines, medicines, laboratory samples, perishable foods, and agricultural products.

The service combines temperature-controlled vehicles, real-time GPS and temperature monitoring, trained personnel, and standardised operating procedures to maintain product integrity throughout the journey.

Depending on the use case, we offer transportation solutions that operate at 2°C to 8°C, at -20°C, or under ambient conditions. Our fleet includes cold-box motorcycles for last-mile delivery, and vans fitted with refrigerators.

By combining technology, operational discipline, and visibility throughout the supply chain, Coolride helps ensure that temperature-sensitive products arrive safely and reliably at their destination.

How does your commitment to local innovation, manufacturing, and community-driven impact set Drop Access apart?

NM: One of the things that differentiates Drop Access is that we do not start with technology, but with people and the challenges they face.

Every solution we develop is informed by conversations with the communities that will ultimately use it. We spent time speaking with healthcare workers, mothers, health facility managers, and community members to understand their realities before designing Vaccibox and our other products.

Local manufacturing is equally important to us. We believe that building solutions locally helps strengthen technical capacity, create jobs, improve after-sales support, and ensure products are adapted to local conditions. It also helps reduce dependence on imported solutions that may not fully address the realities of African communities.

At our core, we are committed to local innovation, local manufacturing, and community-driven impact. We want African challenges to be solved by African innovators working alongside the communities they serve.

How did becoming a finalist for the Health category of the 2026 edition of the Zayed Sustainability Prize help Drop Access grow its projects, credibility and network?

NM: Being selected as a finalist in the Health category of the 2026 Zayed Sustainability Prize was an important milestone for us.

The Prize is one of the world’s leading sustainability awards, attracting thousands of submissions from around the globe. Being recognised amongst the finalists provided strong validation of both our technology and our mission.

It increased our visibility among partners, investors, policymakers, healthcare stakeholders, and innovation ecosystems. It also gave us access to a valuable global network of sustainability leaders and organisations committed to solving pressing social and environmental challenges.

Another significant development was the enhanced support provided to finalists. The Prize introduced a funding model through which organisational finalists receive USD$100,000 to help advance their work.

For a growing company like ours, that support can help accelerate deployment, strengthen manufacturing capacity, and expand our reach into underserved communities.

Most importantly, the recognition reinforced that locally developed African innovations can play a meaningful role in addressing global healthcare and sustainability challenges.

Finally, what are your key priorities in order to make essential healthcare and climate-smart innovations accessible to the most underserved communities?

NM: Our priority is to continue scaling solutions that make healthcare and climate-smart technologies more accessible, affordable, and reliable for underserved communities.

One important focus area is expanding access to Vaccibox through flexible financing approaches such as lease-to-own and cooling-as-a-service models. We know that affordability remains a barrier for many facilities, and we want to ensure cost does not prevent access to critical cold chain infrastructure.

Another key priority is continuing to strengthen quality, compliance, and certification processes as we scale. Achieving international standards is essential for ensuring our solutions can serve more healthcare systems and reach more communities.

We are also committed to expanding local manufacturing capacity. My long-term vision is to see advanced HealthTech and CleanTech products fully manufactured within Africa, creating jobs, building expertise, and strengthening local value chains.

Finally, we want to continue broadening our impact beyond healthcare alone. Through Vaccibox, Koyo, Coolride, and future innovations, our goal is to build resilient systems that improve healthcare access, strengthen food security, support livelihoods, and help communities adapt to a changing climate.

At the end of the day, our mission remains the same: ensuring people in underserved communities have access to the technologies they need to live healthier, safer, and more resilient lives.

The post Drop Access : Access for All appeared first on Healthcare Outlook.

Issue 15

Pharmaceutical

Thermo Fisher Scientific : Biologics Manufacturing of Tomorrow

Thermo Fisher Scientific’s progress over the last two years has reinforced its position as a trusted biologics manufacturing partner. We catch up with Kym Baker, General Manager, Brisbane Biologics.

By

Healthcare Team

Lily Sawyer

Sep 2, 2026

Read More

Hospital & Medical Center

Los Angeles General Medical Center : Care Without Compromise

Los Angeles General Medical Center continues to redefine what public healthcare can achieve. We speak with CEO, Jorge Orozco, about the hospital’s legacy, future vision, and mission to deliver world-class care for every member of the community.

By

Healthcare Team

Lily Sawyer

Aug 18, 2026

Read More

Healthcare Providers

St. Joseph’s Health System : A New Era of Holistic Healthcare

St. Joseph’s Health System is transforming medical services through a comprehensive approach that integrates a wide range of care and support. President and CEO, Mike Heenan, examines how its strategic investments in facilities address the evolving needs of the community.

By

Healthcare Team

Rachel Carr

Aug 18, 2026

Read More

Healthcare Spotlight

Digital Health Association : Spotlight

Stella Ward, CEO of the Digital Health Association, shares insights into the evolution of digital healthcare in NZ, discussing the association’s mission, the unique strengths of Kiwi HealthTech companies, and the opportunities and challenges they face in global markets.

By

Joseph Perfitt

Rachel Carr

Aug 18, 2026

Read More

Healthcare Insights

Wolters Kluwer : When Right Matters Most

As healthcare continues to adopt artificial intelligence at an unprecedented rate, governance and policy are struggling to keep up. We sit down with Garry Edwards, VP EMEA of Wolters Kluwer, to learn more.

By

Lily Sawyer

Aug 18, 2026

Read More

Expert Eye

Dr Engel Naturals : Where Skin Recovers

Aiming to protect first, perfect later, Dr Engel Naturals is a doctor-led, minimalist skincare company where the goal is to guide the skin back to balance. Dr Mica Engel, Medical Director at Cosmetica London, tells us more about building healthy skin through respect.

By

Lauren Kania

Aug 18, 2026

Read More

Therapy

Rethinking Workforce Wellbeing in the NHS Through the Ancient Practice of Yoga

Alison Lewis, Founder of Heart Mind Spirit, discusses how yoga therapy offers a practical, low-cost approach to reducing absenteeism and supporting both physical and mental health across the NHS.

By

Alison Lewis

Aug 18, 2026

Read More

Sustainability

Pad-Up Creations : Restoring Dignity with Sustainable Sanitary Solutions

As the world-leading producer of washable and reusable sanitary pads, Pad-Up Creations is determined to provide hygiene products with safety, comfort, and sustainability. Olivia Onyemaobi, Founder and CEO, tells us more about the award-winning initiative.

By

Lauren Kania

Aug 18, 2026

Read More

The post Healthcare Outlook Issue 15 appeared first on Healthcare Outlook.

Q&A WITH DR MICA ENGEL, MEDICAL DIRECTOR, COSMETICA LONDON

Firstly, can you outline your background in cosmetic medicine and how your diagnosis with lymphoma reshaped how you came to think about skincare?

Dr Mica Engel, Medical Director (ME): For me, medicine has always been about listening – to symptoms, the body, and often what is not being said.

I qualified as a doctor in Brazil in 2004, working in general practice and emergency medicine before continuing my studies in preventive medicine in Italy. Almost 20 years ago, I moved to London to complete my postgraduate training in aesthetic medicine, where I had the privilege of learning under Dr Mauricio de Maio, whose approach to facial harmonisation shaped the way I still treat faces today.

I later founded Cosmetica London, which has been recognised amongst the city’s top clinics for the last three years. However, the deepest shift in my thinking came not from a training course, but from becoming the patient.

During treatment for lymphoma – chemotherapy and radiotherapy – I learnt quickly that skin is an honest organ that reflects what is happening inside long before we are ready to talk about it.

The lipid matrix that holds the barrier together begins to unravel, the microbiome shifts, and water leaves the skin at a pace you only understand once you have felt it. Products I had confidently recommended to patients for years suddenly stung or simply did nothing.

That experience rewrote my whole philosophy. Skin does not need to be bullied into behaving; it needs intelligent support, calm ingredients, and respect. Dr Engel Naturals (D.E.N.) was born from that conviction.

Cutaneous side-effects affect an estimated 80-90 percent of patients during chemotherapy and radiotherapy, yet fewer than a handful of skincare ranges are formulated to tolerate that reality.

Can you briefly introduce us to D.E.N., including your portfolio of products?

ME: D.E.N. was created to bridge the gap between what happens in the clinic and what happens at home.

We spend so much energy refining treatments, yet many people walk out of a consultation and into a bathroom shelf that works against their skin rather than with it. I wanted a doctor-led range that made skincare simpler, safer, and more effective in real life.

Our collection is built around five essential pillars: cleansing, hydration, antioxidant protection, renewal, and recovery. Amongst our most loved products are the Post-Injectables Protocol, Ceramide Barrier Night Cream, Bioactive Prebiotics Jelly Serum, Microbiome Prebiotics Face Mist, Radiance C Serum, and our Sensitive Skin range.

The brand is available through Cosmetica London and online, where product choice can be guided rather than overwhelming. Our clients are wonderfully diverse – busy professionals, new parents, oncology patients, public figures – but they share one thing: they want healthy, elegant skin that lasts, not trends that expire by next Tuesday.

Can you tell us more about D.E.N.’s philosophy of respecting the skin barrier, reducing inflammation, and supporting long-term resilience?

ME: A great deal of what I see in clinic – redness, breakouts, sensitivity, accelerated ageing – begins with a compromised skin barrier. Modern skin is often over-treated, over-exfoliated, and under-protected. We have somehow normalised irritation as if it were proof that something is working – I strongly disagree.

At D.E.N., every product is designed to do at least one of three things: repair the barrier, support the microbiome, or encourage gentle renewal.

The Ceramide Barrier Night Cream helps restore that lipid matrix overnight; the Microbiome Prebiotics Face Mist nurtures the ecosystem of roughly one million microorganisms that live on every square centimetre of our skin – organisms that, when balanced, actively defend us; the Retinol Alternative Serum delivers renewal without the inflammatory drama of stronger actives.

I am not interested in quick tricks – I want skin that still looks strong, balanced, and luminous in five and 10 years’ time.

The stratum corneum is only around 15 to 20 microns thick – thinner than a sheet of cling film – yet it stands between us and everything the world throws at our skin.

A healthy barrier is built from a precise 1:1:1 ratio of ceramides, cholesterol, and free fatty acids. Disrupt that ratio, and you disrupt the skin’s ability to hold water, resist microbes, and recover from insult.

Whilst other formulations chase potency and trends, D.E.N prioritises compatibility. How is your approach rooted in skin physiology, not marketing cycles?

ME: Potency can be seductive. A high percentage on a label sounds impressive, but skin does not read marketing copy – it responds to biology.

Too many people are trapped in cycles of overuse, irritation, recovery, and then more overuse. The term for what quietly builds underneath all that is inflammaging – chronic, low-grade inflammation that accelerates visible ageing in much the same way it accelerates cardiovascular and metabolic disease elsewhere in the body.

It is often mistaken for progress but is, in fact, the opposite.

My philosophy is compatibility first. We formulate at levels that are clinically effective but still respectful of the skin’s natural function.

When I develop a product, I ask one simple question: would I feel comfortable recommending this to someone post-treatment, during pregnancy, or going through chemotherapy?

If the answer is no, it does not make the cut. Trends change every season; skin physiology remains gloriously stubborn.

Under stress, cortisol directly impairs barrier recovery and can increase transepidermal water loss by up to 40 percent, meaning the same routine that felt fine on a calm week can sting the moment life gets difficult.

How does D.E.N. represent a future for skincare that emphasises a doctor-led, minimalist ideology?

ME: I believe the future of skincare will be smarter, not louder.

Patients are becoming far more discerning. They do not want 10 steps, 20 actives, and a bathroom shelf that looks like a chemistry escape room; they want products that make sense, fit into real life, and deliver results without unnecessary complexity.

D.E.N. is doctor-led because every formula begins with what I have watched, up close, for two decades: stressed skin, sensitive skin, healing skin, ageing skin, and the remarkable ability of skin to recover when supported properly rather than assaulted.

Minimalism, for us, is not doing less for the sake of it, but rather removing the noise and keeping only what truly matters.

Skin is the body’s largest organ – around 1.8 square metres and roughly 15 percent of our body weight – and increasingly, we understand it as a window into systemic health; inflammation, sleep, stress, and even gut health all leave their fingerprints on the face first.

Can you expand upon the ingredients used in your products and how they are formulated with intention?

ME: I love ingredients – but only when they earn their place. We use ceramides and barrier lipids to reinforce the skin’s natural shield; prebiotics and probiotics to nourish the microbiome and calm reactive skin; and antioxidants such as ginkgo biloba and vitamin C to defend against oxidative stress, which remains one of the most consistent daily drivers of premature ageing.

Vitamin C is a perfect example of how D.E.N. thinks differently. The wider market is caught in an arms race of ever-higher percentages of L-ascorbic acid – a molecule that is powerful on paper but notoriously unstable and, at the low pH required for it to work, often intolerable.

It oxidises in the bottle within weeks, stings on application, and is one of the most common reasons patients quietly abandon their vitamin C long before they ever see a result.

Our Radiance C Serum takes a different route. It uses two percent ascorbyl glucoside, a pH-stable vitamin C derivative that the skin’s own enzymes gradually convert into active vitamin C in situ – a steady, low-irritation release rather than a sharp acidic hit.

It is then paired with ferulic acid and vitamin E, a trio chosen for a very specific dermatological reason; together, they stabilise vitamin C and significantly amplify its antioxidant performance against ultraviolet (UV) and environmental damage.

The result is real brightening and genuine antioxidant protection, delivered every morning without the redness, pilling, and pH-driven irritation most vitamin C users have learned to accept.

Notably, in a landmark Duke University study (Lin et al., 2005), the combination of vitamin C, vitamin E, and ferulic acid was shown to double the photoprotection of vitamin C and E alone and remains the reference formula behind almost every serious antioxidant serum on the market today.

For renewal, I favour gentler technologies that encourage healthier skin behaviour without creating unnecessary inflammation. We are equally careful about what we leave out: no fragrance, harsh irritants, or ingredients added simply because they are fashionable.

Every formula at D.E.N. begins with two questions: what does this skin need, and what can we respectfully leave alone?

Up to 80 percent of visible skin ageing is thought to be driven not by the passing of time but by the exposome – UV, pollution, smoke, blue light, stress. The right antioxidant system is less a luxury than a frontline defence.

Are there any recent projects or investments that you would like to showcase?

ME: One project I am especially proud of is our Post-Injectables Protocol, created specifically for the vulnerable window immediately after an aesthetic treatment – the 48 to 72 hours when skin is most inflamed, permeable and, paradoxically, most likely to be doused in products it cannot tolerate. It has become a cornerstone recommendation not only in our own clinic, but increasingly beyond it.

We have also recently introduced TruSculpt at Cosmetica London, expanding our non-invasive body offering with advanced radiofrequency sculpting – a treatment I have especially loved introducing to patients who want meaningful results without downtime.

Additionally, we continue to pair in-clinic regenerative treatments with intelligent homecare. The best outcomes rarely happen in one room alone; they happen in the weeks that follow.

Looking ahead, what are your key priorities for the future?

ME: My priority is thoughtful growth. I would like to expand D.E.N. into a carefully selected network of clinics and practitioners who share our philosophy of subtle, intelligent care.

Growth is exciting, but only when it protects the integrity of the brand. We are also developing new solutions for sensitive, reactive, and barrier-compromised skin – an area that remains quietly underserved despite being a daily concern for perhaps one in three patients who walk through our door.

Education is the other great priority for me. The relationship between inflammation, stress, sleep, and skin health deserves far more serious attention than it receives on social media.

Cortisol, cytokines, and chronobiology are not glamorous words, but they explain more about how skin ages than any single serum ever will. Sometimes, the most effective skincare advice has nothing to do with a bottle.

Finally, what parting words do you have for those looking to begin their long-term, holistic skincare journey?

ME: Skincare is never only about skin. It sits somewhere between medicine, psychology, ritual, and confidence.

A product someone reaches for every morning and every evening becomes part of how they begin and end their day – two small, quiet moments of care at either end of a busy life. That carries responsibility, and I never forget it.

I am also deeply grateful to my patients, my team, and the clinicians who trust D.E.N. with their clients. No brand is built alone; it is built through many hands, many conversations, and a great deal of care.

The post Dr Engel Naturals : Where Skin Recovers appeared first on Healthcare Outlook.

WHEN RIGHT MATTERS MOST

When it comes to artificial intelligence (AI) adoption across the healthcare industry, the pace of innovation is beginning to outstrip the pace of organisational change.

As such, companies are under immense pressure to improve productivity, reduce administrative burden, and address workforce shortages.

“Understandably, there is urgency to adopt AI tools that can help,” opens Garry Edwards, VP EMEA of Wolters Kluwer – a Netherlands-based information, software, and professional services industry leader.

At the same time, organisations need to establish governance frameworks that address AI.

This requires cross-functional coordination amongst clinical leaders, technology teams, compliance officers, and executives – which takes time.

The result is a widening gap between how quickly users are adopting AI tools and how quickly organisations are creating policies, oversight structures, and evaluation standards to govern its use.

This has paved the way for unsanctioned AI tools that may be used in clinical workflows before regulators have fully assessed issues such as transparency, accountability, bias, security, or clinical validation.

“These governance concerns are top-of-mind for both clinicians and patients, especially as AI becomes embedded in care delivery,” Edwards remarks.

Without proper governance, AI can introduce inconsistency into clinical workflows, expose sensitive patient data, create compliance challenges, and erode trust amongst both clinicians and patients.

“In healthcare – where technology increasingly influences care delivery – governance cannot be an afterthought. It needs to evolve alongside the technology itself,” he adds.

AUGMENTING CLINICAL EXPERIENCE

As the healthcare sector continues to face workforce shortages, increasing patient demand, and growing administrative complexity, AI is proving valuable.

The technology is helping clinicians spend less time searching for information, as well as creating and managing documentation and navigating fragmented workflows, which allows them to focus more attention on patient care.

“Some of the most promising use cases involve note creation, information retrieval, clinical and medication decision support, and patient education,” observes Edwards.

Clinicians are also increasingly using AI to help surface relevant information more quickly, summarise large volumes of clinical data, and reduce the cognitive burden associated with complex decision-making.

“The greatest impact comes when AI reduces administrative friction and streamlines routine tasks,” he asserts.

Importantly, the strongest results are occurring when AI is embedded directly within existing clinical workflows rather than adopting entirely new processes.

For example, Wolters Kluwer is expanding its clinical decision support capabilities by integrating UpToDate®, its subscription-based medical resource, into leading ambient AI scribe platforms, including both Abridge and Microsoft Dragon Copilot.

“The most successful implementations augment clinical expertise and judgement rather than attempting to replace them,” Edwards reflects.

INCREASING CONCERN

Despite myriad benefits, the growing use of unauthorised or ‘shadow AI’ tools is becoming an increasing concern across healthcare, posing challenges for organisations seeking to maintain compliance and patient safety.

“Most clinicians are not turning to shadow AI because they want to circumvent policy but because they are trying to solve real workflow challenges,” Edwards reveals.

When workload pressures mount and clinicians don’t have access to approved solutions that meet their needs, they naturally look for tools that promise speed, convenience, and efficiency.

Recent research from Wolters Kluwer around shadow AI found that workflow efficiency is one of the primary reasons why healthcare professionals experiment with unauthorised AI tools.

Other drivers include curiosity, ease of access, and the perception that available organisational tools do not yet offer the desired capabilities, with some respondents citing a lack of approved alternatives.

“With limited visibility into how these tools are being used, unauthorised systems may not meet institutional standards for privacy, security, validation, or clinical oversight,” he tells us.

There are also concerns around patient confidentiality, data residency, regulatory compliance, and the lack of visibility into how information is generated and used within clinical workflows.

“That’s why organisations must move beyond restricting AI use and instead provide trusted, governed alternatives that address clinicians’ needs whilst maintaining appropriate controls,” Edwards insights.

THE NEXT PHASE OF HEALTHCARE AI

Looking ahead, Wolters Kluwer recommends healthcare institutions take certain steps to ensure AI can be adopted responsibly at scale.

“Responsible AI adoption requires organisations to think beyond technology implementation and focus on creating an environment where innovation and governance advance together,” details Edwards.

First, organisations need formal governance structures that define oversight, accountability, validation requirements, and acceptable use policies.

“Then, they should prioritise trust and transparency, ensuring clinicians understand how AI-generated outputs are created and when human review is required,” he continues.

Third, Wolters Kluwer believes adoption efforts should focus on clinically relevant workflows, where AI can deliver measurable value whilst maintaining human oversight.

Healthcare leaders need to view trust as a strategic asset – the organisations that will succeed are those that combine innovation with rigorous evaluation, evidence-based content, clinical expertise, and clear governance.

Indeed, those that fail to establish these foundations may struggle with clinical adoption, regulatory scrutiny, and diminished confidence in AI-driven initiatives.

“The next phase of healthcare AI will not be defined solely by model sophistication. It will be defined by whether organisations can deploy the technology in ways that are trustworthy, transparent, governed appropriately, and meaningfully integrated into clinical practice,” Edwards passionately concludes.

The post Wolters Kluwer : When Right Matters Most appeared first on Healthcare Outlook.

AI Partnership Targets Faster Drug Discovery

Novo Nordisk has selected AWS as its preferred cloud provider and strategic AI partner as the healthcare company looks to modernise its technology infrastructure and reduce drug development timelines.

As part of the agreement, the companies have established an AI co-innovation hub within Novo Nordisk’s existing facility in London.

The hub brings together AWS engineers, AI specialists and applied scientists with Novo Nordisk R&D teams. They will combine AWS AI technologies with Novo Nordisk’s data and scientific insights to help shorten the process from identifying a drug target to administering a first human dose.

Mike Doustdar, president and CEO of Novo Nordisk, said: “Partnering with AWS is about making AI a driver of innovation across Novo Nordisk. By combining our scientific expertise with AWS’ tools and purpose-built services for the life sciences industry, while also creating a dedicated co-innovation hub within our existing facility in London, we are accelerating discovery and developing responsible AI solutions that will create real progress for people living with serious chronic diseases.”

Cloud Technology Connects Research and Clinical Data

The partnership combines Novo Nordisk’s therapeutic knowledge across chronic diseases with AWS’s cloud infrastructure, AI services and life sciences technologies.

Novo Nordisk plans to use Amazon Bio Discovery and Amazon Bedrock to identify drug targets, support the design of new therapies and connect genomic, imaging and clinical data and connecting these datasets could enable findings from early-stage research to help shape clinical trial design.

Novo Nordisk will also use Amazon Bedrock AgentCore to deploy AI agents aimed at improving operational efficiency.

The healthcare company said its existing collaboration with AWS has already reduced clinical documentation time and provided productivity tools to more than 25,000 employees.

AI and Cloud Infrastructure Support Next-Generation Medicines

The expanded agreement is intended to provide secure technology infrastructure for developing new therapies and scaling research findings across different therapeutic areas.

Matt Garman, CEO, AWS, said: “Every part of our work with Novo Nordisk comes back to one thing: getting the right medicine to patients, faster. Novo Nordisk has chosen AWS as their strategic AI partner to fundamentally change how medicines are discovered and developed using services such as Amazon Bio Discovery and Amazon Bedrock. We’re excited to partner with Novo Nordisk so that these technologies, AWS Forward Deployed Engineers, and Novo Nordisk’s industry-leading science teams can help compress drug discovery timelines, securely process complex datasets, and scale findings across therapeutic areas.”

The partnership builds on an existing relationship between the companies and forms part of Novo Nordisk’s wider use of technology to support its research, development and operations.

Novo Nordisk also works with other Amazon businesses supporting the healthcare sector, including Amazon Pharmacy, Amazon Ads and Amazon One Medical, covering areas including the marketing and delivery of therapies to patients.

The post Novo Nordisk and AWS Partner to Accelerate AI-Driven Drug Discovery appeared first on Healthcare Outlook.

SPOTLIGHT ON NEW ZEALAND DIGITAL HEALTH

Over the past 30 years, digital healthcare has evolved considerably to support in-person medical appointments, with notable developments in the 1990s when electronic health records (EHRs) became widely adopted, prompting radical reforms across health systems.

Undergoing a significant transformation, New Zealand (NZ) is actively advancing its cyber medical services through national initiatives, telehealth, secure digital identity, and the integration of artificial intelligence (AI).

Moreover, the country is embracing revolutionary advancements to modernise and transform its health systems, including remote patient monitoring, which will facilitate earlier patient discharge and enhance overall care.

A unified EHR system will streamline and secure the flow of medical information amongst general practitioners (GPs), specialists, and hospitals.

Furthermore, NZ is advancing into the digital age by enhancing its national breast cancer screening programme with innovative technology. The upgrade features a digital platform that allows users to enrol, book, and manage mammogram appointments through secure links or QR codes, making the process more convenient and accessible.

These investments are part of a broader strategy to create a more connected and accessible healthcare system, ultimately benefitting both patients and clinicians.

Digital healthcare in NZ has been rapidly evolving; the integration of IT into healthcare has facilitated improved data management, sharing, and analysis. Indeed, the nation has made significant progress in adopting health informatics, thereby enhancing patient outcomes and streamlining operations.

For example, the COVID-19 pandemic accelerated the adoption of telehealth services, allowing patients to consult healthcare providers remotely. This model has proven especially beneficial for those in rural and underserved areas, improving access to medical advice and treatment.

Many healthcare providers now offer online patient portals where individuals can access their medical records, schedule appointments, and communicate with health professionals. This in turn enhances patient engagement and encourages proactive management of health conditions.

The NZ government, along with various health organisations, has launched initiatives to promote digital health solutions.

Additionally, the use of wearable devices for monitoring health metrics, such as heart rate, physical activity, and sleep patterns, is on the rise. These technologies empower individuals to take charge of their health whilst providing valuable data to healthcare providers.

Ultimately, there is a growing movement in NZ towards creating a collaborative health ecosystem in which the public and private sectors work together to innovate and implement digital healthcare solutions for both patients and providers.

Q&A WITH STELLA WARD, CEO, DIGITAL HEALTH ASSOCIATION

Stella Ward, CEO of the Digital Health Association, shares insights into the evolution of digital healthcare in NZ, discussing the association’s mission, the unique strengths of Kiwi HealthTech companies, and the opportunities and challenges they face in global markets.

Firstly, could you talk us through the origins of the Digital Health Association, its inception, and initial mission and vision?

Stella Ward, CEO (SW): The Digital Health Association (DHA) started in 2002 as New Zealand Health IT (NZHIT). At that point, technology was only beginning to shape healthcare, and the sector itself recognised the need for a coordinated voice to work with government, providers, and policymakers in a fragmented system.

The purpose was practical and strategic from day one: to connect industry with decision-makers and ensure innovation aligned with national health priorities and could actually be adopted. It was about helping businesses not just build technology, but get it into real-world use and scale.

The early mission held three ideas: give the sector a strong collective voice, build collaboration across it, and accelerate the uptake of technology to improve care.

In 2022, we rebranded as DHA to reflect a broader, system-wide view, moving beyond an IT focus to encompass the full span of digital health, including data, interoperability, and patient-centred care.

The underlying vision has remained constant: digital innovation can deliver better health outcomes at scale. Our role is to amplify members’ voices, connect them into the health system, and turn innovation into system-wide impact.

What specific opportunities and challenges do companies in NZ face in the digital healthcare sector when looking to expand into global markets?

SW: NZ HealthTech companies bring real strengths to global markets because we work in a small, integrated health system; they often build solutions that span the entire continuum of care, from primary and community settings through to hospital and aged care.

That breadth is attractive overseas, where health systems want connected, end-to-end tools. There is momentum too, with several companies already taking AI-enabled products offshore, backed by a wider government push to grow high-value exports.

The challenges are mostly structural. Regulation is the biggest barrier: every major market, whether in the US, UK, European Union (EU), or Australia, has its own compliance rules, which are costly and slow to navigate, especially for smaller firms. Health procurement is also slow, risk-averse, and highly local, so sales cycles are long and need sustained investment.

Proving scale is another hurdle. NZ is an excellent testbed, but its size makes it harder to show the large-scale deployments international buyers want as proof.

That is where industry coordination matters. Through our Healthtech International Industry Group (HIIG), companies receive support to identify export pathways, share insights, and connect with partners, including New Zealand Trade and Enterprise (NZTE).

How can companies effectively market their digital healthcare solutions to a wider audience, and what resources or support systems are available to help them transition into international markets?

SW: Marketing digital health solutions overseas comes down to credibility, relevance, and relationships. Health buyers care less about features and more about proven outcomes, so the companies that do well can show measurable impact, such as shorter wait times, fewer errors, or better patient outcomes.

Solutions co-designed with clinicians and consumers land harder because they signal real-world usability. Reference sites and trusted networks are also important; a proven deployment, even in a market the size of NZ, is a powerful proof point when backed by strong clinical evidence and user testimonials.

There is a growing set of supports to help companies scale. Within DHA, HIIG connects exporters, shares market insights, and helps members navigate complex procurement processes.

We also connect members with NZTE, the Ministry of Business, Innovation, and Employment (MBIE), and the Ministry of Foreign Affairs and Trade (MFAT) so they can access trade networks and market intelligence.

Our events, the Digital Health Week Conference, and member channels give companies a platform to showcase results and meet partners and decision-makers.

What emerging technologies in AI and robotics should digital healthcare companies focus on, and what key trends in domestic and global markets should they be aware of to remain competitive?

SW: AI is the dominant theme in digital health right now, with the clearest opportunities in clinical decision support, administrative automation, and patient navigation. We are already seeing practical uses, such as AI-enabled triage, image analysis, and remote monitoring, that ease pressure on frontline services whilst improving access.

Recent moves towards AI-driven digital front doors, especially in mental health, show how these tools can guide people into the system and improve equity of access. Policy now needs to catch up with the economics and the opportunity; AI readiness should be a mandatory design requirement.

Building systems without AI capability embedded from the outset will lock in avoidable remediation costs later, whilst getting this right at the design stage is far cheaper and creates one of the strongest available levers to lift clinical productivity in a workforce already under structural pressure.

Interoperability sits right alongside AI. The global shift to Fast Healthcare Interoperability Resources (FHIR)-based data standards is both a technical necessity and a commercial opportunity.

Companies that design for interoperability from the start are far better placed to integrate with established systems and scale into markets such as Australia, the UK, and the US.

In robotics, global growth in surgical systems, dispensing, and hospital logistics is strong, but it is capital-intensive and heavily regulated. For most NZ companies, the nearer opportunity is in the software layer – the AI tools that support clinical workflows – rather than hardware.

Recently, a new scanner technology company, MARS Bioengineering, has received approval from the Food and Drug Administration (FDA) and is entering the international market.

The bigger trend, here and globally, is the shift from episodic care to continuous, data-driven health management. Wearables, remote monitoring, and personalised medicine are converging towards more proactive, preventative care.

To build sector capability, DHA is launching an AI in Healthcare Community of Practice (CoP) in August and runs a Digital Interoperability CoP to help members work with standards like FHIR and build solutions that scale across borders.

Are there any effective strategies the association utilises to demonstrate value to its members and ensure their satisfaction?

SW: Demonstrating value comes down to relevance, influence, and access. A big part of that is giving members a direct line into decision-making.

Through regular engagement with Health New Zealand’s executive leadership and other senior stakeholders, such as ACC, we ensure members’ views are heard at the top. For smaller companies in particular, that kind of access would be very hard to get on their own.

Advocacy is the next pillar, which is grounded in member input. DHA helps shape policy and position digital health in the wider system, including input to legislation and structured recommendations to government.

Value also shows up in participation. Our Special Interest Groups give members hands-on opportunities to work with peers, providers, and policymakers on shared challenges, moving beyond discussion to real problem-solving.

Channels such as the Issues and Opportunities Register give members a structured way to raise concerns and shape the advocacy agenda, whilst quarterly engagement with Health New Zealand, newsletters, and regional events keep members informed and involved.

We also complete regular member surveys – our latest one went out in June, and this helps us respond to member needs. The strategy is simple: turn membership into real influence, useful connections, and practical chances to shape the direction of digital health in NZ.

How do you see the growth of the digital mental health sector compared to other areas, and how are related services being designed to ensure accessibility for diverse populations, including those in rural or underserved areas?

SW: Digital mental health is one of the fastest-growing parts of the sector, driven by rising demand and the clear advantages of digital delivery over long-standing access barriers such as geography, stigma, wait times, and cost. It has grown quickly because it can meet people where they are.

DHA supports this through our Digital Mental Health Industry Group, which brings together providers and technology partners across e-mental health, addiction, and digital well-being.

The group offers sector leadership and informed systems thinking, including our submission to the Minister of Mental Health on a national Digital Health Roadmap outlining how these services can scale and reach more people.

The design challenge is real. Services have to work for people with different levels of digital literacy and across devices ranging from smartphones to low-bandwidth devices.

Accessibility is cultural as well as technical, so co-designing with communities, particularly Māori and Pacific, is critical to meaningful engagement. Our approach is guided by ‘Te Tiriti o Waitangi’, with a focus on participation, partnership, protection, and improving access and outcomes for underserved groups.

The key now is making sure investment goes to genuinely inclusive solutions that reach rural communities and people who have faced barriers to care, not just those already well-served.

Is the association currently involved in any notable projects, events, or key initiatives that you would like to showcase or bring attention to?

SW: A few things stand out right now. The most significant is Budget 2026, which committed NZD$300 million to the Health Digital Investment Plan over its first three years; NZD$35 million for a new electronic patient record for Hato Hone St John; and NZD$153.6 million to cybersecurity across the health system, including primary care.

DHA welcomed this as a clear signal that digital health is now treated as critical national infrastructure. The focus shifts to delivery, and our members are well-placed to bring design, integration, and operational expertise to turn that investment into results.

We also convene the sector through flagship events: the Digital Health Leadership Forum, Parliamentary Dinner, and HealthTech Week with the Medical Technology Association of New Zealand (MTANZ) and MedTech-iQ; the Tech Users Summit with the Telecommunications Users Association of New Zealand (TUANZ), and the Digital Health Week Conference with Health Informatics New Zealand (HINZ).

These bring industry, government, and clinical leaders together to share insight and strengthen connections.

We have also strengthened sector alignment through our memorandum of understanding (MoU) with HINZ. The partnership means a more coordinated industry voice and makes it easier for government to engage the right expertise.

There is a growing focus on system resilience and trust, especially after the independent review of the ManageMyHealth cyber incident. The government’s commitment to act on the review’s 26 recommendations reinforces the point that digital systems are integral to patient safety and continuity of care, areas where DHA is actively engaged.

Finally, how do you envisage the digital health sector evolving over the next five years regarding advancements in technology, regulation, and patient engagement shaping healthcare delivery?

SW: Over the next five years, we expect the sector to change fast across all three.

Regarding technology, AI will become embedded across the system, moving from point solutions to core infrastructure, with greater use in clinical decision support, predictive analytics, and workflow automation, alongside continued growth in remote monitoring and virtual care.

These tools will increasingly run on interoperable data platforms, with standards like FHIR letting information flow across providers, which is essential for scaling at home and abroad.

On regulation, expect a shift towards structured, risk-based frameworks for digital health and AI. As these tools move closer to clinical decisions, regulators will focus more on safety, transparency, accountability, and cybersecurity.

We are also likely to see more alignment between international regulators, which should help NZ companies enter global markets, provided they build with compliance in mind from the start.

Patient engagement will change too, moving from episodic, provider-led care to continuous, consumer-centred health management.

People will expect digital access as the default, from booking and triage through to monitoring and personalised support. Digital front doors, AI-driven navigation, and integrated care platforms will become standard.

Alongside all of this, equity and inclusive design will matter more, ensuring solutions reach diverse populations, including rural and underserved communities, by designing for varying levels of digital literacy, connectivity, and cultural context from the start.

The next phase is about moving from innovation to scale, embedding these tools in the health system in a way that is secure, interoperable, and delivers measurable outcomes.

Healthcare is heading towards something more connected, intelligent, and patient-driven, with digital at the centre of how care is accessed and delivered.

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BIOLOGICS MANUFACTURING OF TOMORROW

Since we last spoke with Thermo Fisher Scientific (Thermo Fisher) in 2024, its evolution continues to be defined by disciplined growth and technical excellence at its site in Brisbane, Queensland (QLD), underpinned by a very clear purpose – to help its customers bring important biologic medicines to their patients.

The site specialises in clinical and commercial manufacturing and single-use biologics technology and sits within Thermo Fisher’s global biologics manufacturing network alongside other major sites in the US and Europe.

“My role is to ensure we keep delivering for our customers whilst also building the capability, culture, and resilience of the site for the long-term,” introduces Kym Baker, General Manager, Brisbane Biologics.

For Baker, this means balancing day-to-day operational performance with strategic priorities such as workforce development, quality, maturity, digital enablement, safety, customer engagement, and continued future growth.

“Over the past two years, our focus here in Brisbane has been on strengthening the site’s role as a trusted advanced manufacturing partner,” she insights.

As such, the company’s activities in the QLD capital have continued to support Thermo Fisher’s wider scale-up and the organic growth of its advanced manufacturing services for recombinant proteins and monoclonal antibodies.

The site also reinforces the systems, talent, and cross-functional collaboration required to operate in a highly regulated biologics environment, alongside seeking multiple regulatory approvals to support its commercial programmes.

With Brisbane located in a highly collaborative biomedical ecosystem, it benefits from its proximity to research institutes, hospitals, universities, and translational partners.

These local institutions give Thermo Fisher a real opportunity to contribute not only as a manufacturer, but as a partner in Australia’s broader life sciences and sovereign capability agenda.

“A major part of our work has been building stronger ecosystem connections,” Baker confirms.

HEALTHIER, CLEANER, SAFER

On a mission to enable its customers to make the world healthier, cleaner, and safer, Thermo Fisher continues to provide scientific technologies across the life sciences, healthcare, applied sciences, diagnostics, environmental, industrial, and research markets in Australia.

Through the Patheon™ pharma services brand, the company offers contract development and manufacturing services across the drug development journey.

Indeed, the Brisbane site is specifically focused on biologics manufacturing, including clinical and commercial manufacturing, single-use technologies, and scale-up services for recombinant proteins and monoclonal antibodies.

“Our client base includes pharmaceutical and biotechnology (biotech) companies, emerging biotech innovators, research organisations, universities, government agencies, and customers working across research and applied science, clinical development, and commercial manufacturing,” Baker specifies.

More than 50 percent of Thermo Fisher’s Brisbane client base is Asia Pacific (APAC)-focused, though global clients are increasingly choosing Australia to leverage the R&D tax incentives and Clinical Trial Notification scheme, alongside Thermo Fisher’s PPD™ clinical research business, which supports trials across the entire development lifecycle.

“Together, these incentives can offer substantial savings for companies looking to take their products into the clinic at cost-competitive rates within Australia, with the added security of a strong regulatory framework,” she emphasises.

The Brisbane biologics site, therefore, forms part of a wider global network, allowing customers to access both Australian expertise and Thermo Fisher’s international scale.

GROWING DEMAND

Having continued to evolve rapidly over the past few years, Australia’s healthcare and life sciences industry has witnessed a growing demand for advanced therapies, biologics, personalised precision medicines, diagnostics, digital health, and more resilient supply chains post the COVID-19 pandemic.

At the same time, the healthcare system faces ongoing challenges when it comes to workforce shortages, rising demand, cost pressures, digital disruption, and the need to modernise infrastructure and care models.

From a biopharmaceutical manufacturing perspective, the opportunity is clear – Australia has world-class research, strong clinical capability supporting 10 percent of global Phase 1 clinical trials, a trusted regulatory environment, and a growing appetite to translate discovery into commercial and clinical outcomes.

“The challenge now is ensuring that promising scientific discoveries do not stall because of gaps in scale-ups, manufacturing capabilities, capital, or workforce capacity,” Baker urges.

Australia’s sovereign capability has also become more prominent in recent years, with ongoing global disruptions reinforcing the importance of being able to manufacture critical medicines, vaccines, diagnostics, and other health technologies closer to home.

Indeed, the National Reconstruction Fund Corporation has highlighted how sovereign control over vaccine platforms, diagnostic reagents, and medical device manufacturing helps Australia be better prepared for health crises and less dependent on fragile global supply chains.

“For QLD specifically, the opportunity is significant,” she reflects.

Equipped with a highly integrated biomedical sector, the state brings together clinical care, research, manufacturing, and global industry partners with health precincts, connecting hospitals, universities, research institutes, and industry.

“That is exactly the kind of environment where advanced manufacturing can thrive,” Baker adds.

CULTURE AND COLLABORATION

Guided by Thermo Fisher’s ethos that culture and collaboration can provide the ideal infrastructure for advanced manufacturing success, Baker believes they are the ‘secret sauce’ to how the company has operated and conducted business successfully so far.

“Advanced manufacturing is often discussed in terms of equipment, facilities, automation, and technology. Whilst these are critical, they are not enough on their own. The real infrastructure is culture – how people communicate, solve problems, make decisions, escalate risks, learn from mistakes, and work across functions,” she highlights.

Being situated on a hospital campus only adds to this culture, with the company’s staff reminded every day of why they come to work – to make a difference and manufacture lifesaving medicines for its clients’ patients.

“In biologics manufacturing, success depends on quality, consistency, discipline, and trust. A strong culture ensures that every person understands the importance of the work – from the production floor to quality assurance, engineering, supply chain, technical operations, and customer-facing teams.”

This kind of collaboration also reduces friction, as Baker believes that when they are relationship-driven, teams can move faster without compromising on quality.

“They can identify risks earlier, respond to customer needs more effectively, and maintain the level of transparency required in a highly regulated environment,” she points out.

At Thermo Fisher’s Brisbane site, culture is not separate from performance, but the enabler of it – helping the company operate safely, meet customer expectations, support compliance, and continue improving.

CONNECTED TO THE CAUSE

With a leadership structure built around cross-functional accountability, at Thermo Fisher’s biologics manufacturing site, no single function can succeed in isolation.

“Manufacturing, quality, engineering, supply chain, technical operations, environment, health, and safety (EHS), finance, human resources (HR), and customer-facing and commercial teams all need to be aligned,” Baker details.

As General Manager, her role is to create clarity around priorities, remove barriers, and ensure teams are connected to both the site strategy and Thermo Fisher’s broader mission.

“We rely on leaders who are technically strong, commercially aware, client and quality-focused, and people-centred,” she states.

A relationship-driven culture has been essential to the company’s lasting success because it encourages open communication and trust, and has been critical in helping Thermo Fisher to develop future leaders.

“In a complex manufacturing environment, issues need to be raised early and solved collaboratively. That requires psychological safety, mutual respect, and a shared commitment to doing the right thing for both our customers and patients.

“When people feel connected to the purpose of the work and supported by their teams, they are more willing to learn, contribute ideas, and step into greater responsibility,” Baker continues.

She goes on to highlight Thermo Fisher’s ongoing efforts in workforce development, STEM engagement, internships, work-integrated learning, and university collaborations.

“These initiatives are critical to building the skills Australia needs for advanced manufacturing and biopharmaceutical innovation,” Baker prides.

STRONG REPUTATION

Historically, Thermo Fisher’s Brisbane site has made a continuous and widely acknowledged contribution to biologics manufacturing in Australia.

“The site has a strong reputation, including its recognition as the International Society for Pharmaceutical Engineering’s 2014 Facility of the Year award for Process Innovation early in its lifecycle,” she smiles.

More recent accolades include the facility being awarded Best Biologics contract manufacturing organisations (CMO) in Australasia by IMAPAC in 2023 during the Asia Pacific Biologics CMO Excellence Awards.

In this way, the company remains focused on clinical and commercial biologics manufacturing using single-use technology.

Another important theme to highlight, Thermo Fisher’s location alongside the Translational Research Institute (TRI) on the campus of the Princess Alexandra Hospital – QLD’s second-largest hospital – places the company within one of Australia’s leading health and medical research environments.

Funded by the QLD government and TRI, the adjacent ENTRI facility adds flexible current good manufacturing practice (cGMP) capability and will further strengthen the ecosystem’s translational manufacturing output, helping to accelerate the translation of new therapies into clinical trials.

“That proximity reflects the strength of the local biomedical precinct and the importance of connecting research, clinical translation, and manufacturing from research through to translation and commercial manufacturing,” Baker emphasises.

The APAC region continues to be strategically important to Thermo Fisher’s overall scientific growth trajectory due to its scientific growth, expanding healthcare needs, strong clinical research activity, and increasing demand for high-quality biopharmaceutical development and manufacturing services.

“For customers, the priorities are consistent – quality, reliability, speed, regulatory confidence, technical expertise, supply chain resilience, and transparent communication,” she distinguishes.

Indeed, emerging biotechs need partners who can help them scale, whilst larger pharmaceutical companies require dependable networks that can support complex global programmes and research organisations that need access to technologies and services that help move science forwards.

FUTURE PRIORITIES

Due to its combination of local capability and global scale, Thermo Fisher possesses a distinct advantage.

“The Brisbane site provides highly specialised biologics manufacturing capability in Australia, whilst our broader network gives customers access to international expertise, technologies, and pathways across development, manufacturing, clinical research, and commercialisation,” Baker insights.

Having grown significantly over the last two years, the company has increased capacity supply by 40 percent to meet continued client demand ahead.

“Our focus is to remain close to customers, understand their programmes deeply, and partner with them to provide solutions that support both immediate milestones and long-term product strategies,” she confirms.

Looking ahead, Thermo Fisher’s future priorities are centred on quality, customer success, operational excellence, talent development, and sustainable organic growth to meet the growing need for sovereign biomanufacturing.

For the Brisbane site, this means continuing to strengthen its position as a trusted biologics manufacturing partner of choice in the APAC region.

“We want to ensure the site remains ready to support complex customer programmes, from clinical development through to commercial manufacturing, whilst maintaining the highest standards of safety, quality, and compliance,” Baker asserts.

Thermo Fisher is also focused on building capability, which includes investing in its people, leadership, technical depth, digital tools, process improvement, and forging stronger connections with the wider Australian biomedical ecosystem.

More broadly, it will continue to support customers across the life sciences and healthcare value chain.

“Our goal is to help customers move faster and more confidently, whether they are conducting research, developing future medicines or diagnostics, running clinical trials, scaling biologics, or bringing medicines to patients,” she passionately concludes.

THERMO FISHER SCIENTIFIC PARTNER

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New Cambridge R&D Centre to Support Medicines Development

GSK has announced plans for a major new global R&D centre at Cambridge Biomedical Campus, bringing its UK R&D operations together at the site.

The 300,000 sqft centre will be located at Discovery Drive and developed by Prologis. It forms part of a wider £400 million investment by GSK.

The development is planned across three interconnected buildings – 2000, 3000 and 4000 Discovery Drive.

Construction is already under way at 2000 Discovery Drive, while 3000 Discovery Drive has full planning permission. The third building, 4000 Discovery Drive, has received planning committee approval, subject to formal planning permission.

The investment is intended to strengthen GSK’s presence at Cambridge Biomedical Campus, which brings together biomedical research, patient care, academia and industry to support the discovery and development of new medicines.

Investment in Specialist Life Sciences Infrastructure

GSK’s commitment also represents a milestone for Prologis’ Phase 2 expansion at Cambridge Biomedical Campus.

With 1000 Discovery Drive already fully occupied, GSK’s commitment means Phase 2 will be fully committed once the remaining buildings have been delivered.

The phase represents USD$635 million (£500 million) of foreign direct investment by Prologis.

Prologis said its approach of investing ahead of demand in specialist laboratory and research facilities is intended to ensure infrastructure is available when life sciences organisations decide to establish or expand UK operations.

Andrew Blevins, SVP, Life Sciences, Prologis, said: “GSK’s decision is a powerful endorsement of Cambridge Biomedical Campus and the unique ecosystem that has been created here. Prologis invested ahead of demand at Discovery Drive because we believed global life-sciences organisations would continue to choose Cambridge.

“Having the right specialist infrastructure available allows companies to establish world-class facilities more quickly and strengthens the UK’s ability to compete for internationally significant life-sciences investment.”

Healthcare and Life Sciences Investment

Jonathan Reynolds, Secretary of State for Business, Innovation, Science and Trade, said: “The UK is a genuine world leader in the life sciences, an industry providing life-saving new treatments to patients, while creating and supporting jobs in postcodes across the country.

“This announcement from GSK is yet another vote of confidence in the sector and demonstrates the success of the Government’s Industrial Strategy in unlocking vital private investment into the UK, one year on from the launch of the Life Sciences Sector Plan.

“This is great news for the sector and Prologis’ multi-billion pound future investment ambitions at Cambridge Biomedical Campus, demonstrating the success of the life sciences sector in the UK in attracting investment and supporting innovation which will drive discoveries that save and improve lives.”

Paul Bristow, Mayor of Cambridgeshire and Peterborough, said: “Cambridge Biomedical Campus has become one of Europe’s leading centres for life sciences because it brings together pioneering research, outstanding healthcare and ambitious businesses in one place.

GSK’s expanded presence is another vote of confidence in our region and demonstrates the continued appeal of Cambridgeshire as a place where global organisations choose to innovate and grow.”

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