Partnership aims to simplify medical data sharing for patients and providers

The initiative aims to modernise healthcare by reducing repetitive paperwork and enabling American patients to control and share their health data across providers.

Under the partnership, Samsung Galaxy smartphone users can securely access their health records through the Health Records feature in the Samsung Health app. The system allows users to view their medical history, interpret information in plain language and share verified records with participating healthcare providers.

Turning smartphones into the “front door” of healthcare

According to the companies, the collaboration moves healthcare interoperability from policy into real-world use, helping address a long-standing challenge for patients who often need to complete the same forms at every appointment or manage multiple disconnected patient portals.

“This is the moment interoperability becomes real for people,” said Kristen Valdes, CEO and Founder of b.well. “For years, patients were promised access to their health data but still faced friction at every appointment. Now the experience matches the policy, your health information moves with you.”

The platform allows patients to share verified medical information instantly with healthcare providers, removing the need to repeatedly provide medication lists or wait for records to be transferred between healthcare systems.

What can patients do?

• Ask questions about diagnoses or medications
• Receive plain-language explanations
• Share accurate information with clinicians instantly
• Receive visit summaries after appointments
• Prepare for doctor visits with comprehensive summaries of what’s changed since their last appointment, including suggested topics and questions to discuss
• Receive ongoing nudges aligned to their physician’s care plan, helping them stay on track between visits

Conversational AI helps patients understand medical records

Beyond simple access to records, the system uses conversational AI to translate clinical data into plain language explanations based on a patient’s verified medical history.

Patients can use the technology to ask questions about diagnoses or medications, prepare for appointments with summaries of changes in their health history, receive visit summaries after consultations and track care plan recommendations.

The companies say this approach helps patients better understand their health information while also improving communication between patients and clinicians.

Key Capabilities

• Kill the Clipboard: Secure digital sharing of verified medical history
• Conversational AI: Access clinical records and insights via b.well’s conversational AI and health assistant ‘bailey’
• Nationwide Connectivity: Integration across major healthcare systems
• Trusted Identity: Secure patient verification through CLEAR1
• Instant Visit Summaries: Real-time updates after care

Open ecosystem connects consumer health data with clinical systems

Samsung said the initiative reflects a different approach to digital health integration by connecting consumer devices directly into clinical workflows using national interoperability standards.

“This is about making healthcare simple by reducing friction for consumers to easily access, manage, and share their medical records,” said Dr. Hon Pak, Senior Vice President and Head of Digital Health Team, Mobile Experience Business, Samsung Electronics.

“Samsung will combine lifelog data, including health metrics (sleep, exercise, nutrition, and mindfulness) with medical records, and then make it easily sharable to their doctors. Our partnership with b.well shows how mobile technology can connect people, providers, and health records at a national scale.”

Secure identity verification enables safe data exchange

Behind the platform, b.well connects users to their health data through a nationwide network of healthcare systems and data sources. Identity verification and secure data exchange are enabled through the CLEAR platform CLEAR1.

“With CLEAR1’s safe and easy technology now available at Samsung Galaxy users’ fingertips, they can expect a more seamless healthcare experience while simultaneously addressing the growing challenges of identity risk, ultimately improving access to care,” said David Bardan,  SVP, General Manager of Healthcare and GovTech at CLEAR.

The post Samsung and b.well Launch Smartphone-Based Health Records to Support CMS ‘Kill the Clipboard’ Initiative appeared first on Healthcare Outlook.

AT THE HEART OF HIGH-QUALITY CARE

Whether locating an on-call doctor, coordinating a patient transfer, or responding to an emergency alarm, the ability of staff to communicate quickly and reliably directly impacts patient safety.  

Within a system as large as the UK’s healthcare sector, this is a considerable challenge. The NHS alone employs more than 1.3 million people in England, whilst the wider health and social care ecosystem supports several million roles across the country.  

Healthcare providers such as hospitals, clinics, and nursing homes are focused on delivering high-quality patient care, and digital tools are becoming an essential part of making that possible. Technology is helping to streamline workflows, improve coordination between teams, and ensure staff can access information quickly.  

Effective communication systems are central to this, helping staff work together more efficiently and respond more rapidly in emergencies. Any communication solution must be able to meet multiple requirements, however. With healthcare often being a busy and high-pressure environment, devices need to work reliably and comply with strict safety and hygiene standards. 

TECHNOLOGY DESIGNED FOR IMMEDIACY  

One of the biggest challenges for healthcare IT teams in hospitals is that communication needs vary. What works in one building, floor, or unit may not work in another. Mobility will always remain essential, though, as individuals are frequently on the move between wards, patient rooms, and departments during their shifts. 

The use of Digital Enhanced Cordless Telecommunications (DECT) over IP technology is proving to be an effective solution. By combining the reliability of DECT – which operates on a dedicated frequency band separate from Wi-Fi and Bluetooth – with an IP-based system, healthcare providers can deploy secure wireless communications whilst maintaining stable voice connectivity across large buildings.  

For healthcare professionals, a DECT IP cordless handset does far more than make calls. For example, if a patient’s condition suddenly deteriorates, staff can instantly alert colleagues with the press of a dedicated alarm button.  

Additionally, rolling out a beacon solution and placing tags on other handsets means staff can locate other team members within seconds. When these tags are placed on medical equipment, this can also speed up the time to locate the nearest ultrasound scanner or blood pressure monitor. 

These wireless handsets are also very useful for everyday care management. Function keys on handsets can be configured to trigger specific actions, such as activating alarms or updating digital records via the IT system. When one of these keys is pressed, a signal is sent over the provider’s wireless network back to the central server that manages patient records. A member of staff might press a ‘medication given’ key to immediately log when medication has been administered. 

RESPECTING HOSPITAL HYGIENE STANDARDS  

Whilst reliability and mobility are essential, hygiene is another critical consideration.  

Infection control and prevention don’t just apply to operating theatres or surfaces, but also to devices that are handled by several members of staff. These shared communication tools can contribute to the spread of bacteria and viruses if they are not designed with suitable materials.  

To address this, manufacturers such as Snom Technology have created devices equipped with special protective covers certified according to the industrial standard JIS Z 2801, which can withstand frequent cleaning with ethanol-based disinfectants.   

This special casing ensures the phones don’t become a breeding ground for bacteria and remain compliant with the strictest health protocols. These design considerations are especially important in intensive care units, neonatal units, or operating theatres, where even a minor lapse in infection control can have serious consequences.  

In addition, DECT IP phones offer specific features to support cleaning in patient rooms and operating theatres. For example, nurses can send a notification when a room is ready for cleaning with a single button push. This alert is immediately sent to the cleaning team, who in turn can update the status of the room after completing their work – ensuring a quick turnaround and improving coordination between different departments. 

ADAPTING TO COMPLEX HEALTHCARE ENVIRONMENTS  

Another persistent challenge when setting up communication systems is the physical complexity of buildings. Many hospitals operate from ageing buildings, with thick walls and multiple floors that complicate wireless coverage.  

Devices that rely on Wi-Fi networks may struggle with dead zones or signal congestion. But DECT multi-cell solutions are designed to provide consistent coverage – no matter how large or architecturally complicated the building.  

Multiple base stations can be deployed across a single building to ensure coverage is maintained across different wards and departments – and staff remain connected wherever they are.  

Automatic provisioning and centralised management also help reduce the burden on IT teams by simplifying deployment and maintenance of these devices. 

IMPROVING EFFICIENCY AND PATIENT EXPERIENCE  

In an environment where speed is so often of the essence, seamless communication can impact both operational efficiency and the quality of patient care.  

Optimising processes such as locating staff, managing emergency situations, and finding free bed space has a direct influence on staff and patient experience, as well as the sustainability of the healthcare system. 

DECT IP technology represents an intelligent, scalable solution that is aligned with the current challenges facing healthcare providers.  

Its ability to integrate into critical environments, guarantee hygiene, facilitate mobility, and improve internal communication makes it a key support for hospitals and social healthcare centres that are undergoing digital transformation. 

The post Snom Technology : Why Safe and Reliable Communications Must Be a Healthcare Priority appeared first on Healthcare Outlook.

MEETING TOMORROW’S FIRE SERVICE NEEDS TODAY

Since speaking to London Fire Brigade (LFB) in March last year, the fire service operating environment across the city has changed at a pace the Brigade is working hard to tackle. 

Some of the most serious risks LFB is grappling with – including summer wildfires and 200+ e-bike and e-scooter fires in 2025 – have only recently emerged as pressing issues. 

“We have to adapt in response to these risks to ensure we are ready and prepared to protect Londoners,” attests Jonathan Smith, Commissioner. 

In response to this evolving threat profile, the Brigade has made significant changes, including improved training and new equipment.  

Yet, Smith anticipates this high-risk environment will remain for the next five to 10 years, emphasising how LFB must be relentless in how it continues to adapt and improve the provision of fire services across London.   

NAVIGATING AN UNPRECEDENTED ENVIRONMENT 

In the last 18 months, LFB’s firefighters have come up against an unprecedented variety of hazards, including issues in the built environment, impacts of climate change, threats from terrorism and hostile state actors, or even the pace of technological change. 

These factors all point to the fact firefighting has evolved to become a highly complex and multifaceted role. 

This is compounded by the fact LFB operates in a national context with pressures on public finances, causing the Brigade to think carefully about how it can operate as efficiently as possible when responding to risk. 

Promoted to the role of Commissioner in July last year, Smith is hoping to overcome such unparallelled and extensive challenges by first looking inwards. 

“As Commissioner, my focus is on continuing to develop a culture of high professional standards across every part of the organisation, which will underpin how we respond to the challenges we face,” he states.

Indeed, LFB strives to tackle these obstacles head on in a number of ways. 

Firstly, the Brigade is being more intelligent about how it delivers fire services and improving how it deploys its resources towards areas of higher risk. 

On top of this, the organisation is continuing to refine its training offerings to better reflect the scale of risk its staff face. 

“We are also further developing our professional infrastructure to ensure we have modern systems that are effective and support staff who are delivering our service across communities. 

“This has to be the priority as it is the only way we can keep pace with the complex and changing environment our firefighters operate in,” Smith urges.

KEEPING LONDONERS SAFE 

LFB has worked diligently over the last two years to deliver significant, urgent change. 

For instance, in March 2024, the organisation completed the last of the recommendations from Phase 1 of the Grenfell Tower Inquiry (GTI), which transformed how the fire service sector nationwide responds to incidents in high-rise buildings.  

This included changes to firefighter training, improved processes for managing major incidents, and the introduction of innovative technology. 

More broadly, LFB’s progress has also been recognised by His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS), which found the Brigade had improved in 10 out of 11 required areas in a report published in November 2024. 

“As well as identifying that we are outstanding in how we respond to major incidents, HMICFRS also acknowledged improvements across areas like our operational response and how we understand risk, prevent fires, and make best use of our resources,” Smith says. 

“We are committed to being a learning organisation and must maintain our focus on continuing to drive positive improvement.” 

This will include completing recommendations directed towards LFB in Phase 2 of the GTI, which is expected to conclude later this year. 

TRUST AND TRANSPARENCY  

Maintaining the trust of local communities across London is central to LFB’s ability to carry out its role in serving and protecting the public. 

“A huge part of what we do is trying to prevent fires and other incidents from occurring in the first place,” says Smith. 

“The only way to do this is by meeting our communities where they are, understanding their concerns, and providing them with the information they need to help keep themselves safe in an accessible way.”   

In recent years, LFB has made real strides in the way it achieves this. 

For example, it created a central team equipped with specialist community engagement experience that supports the delivery of outreach initiatives across boroughs. 

LFB is likewise supported by its Community Forum, which comprises local volunteers with a diverse range of backgrounds, some of which have lived experience of fires. 

“They provide us with critical scrutiny and support to improve the work we do,” Smith states. 

The Brigade also measures its performance through trust gained from local communities, which it tracks using polling methods. 

“I am pleased to say that public trust in LFB is in a good place. However, we cannot be complacent; we must continue to improve the way in which we engage and deliver our services,” Smith acknowledges.

SMARTER PUBLIC SERVICE  

LFB stands at a pivotal moment as it considers how best to take advantage of technology to make its service more effective and efficient. 

“Our use of artificial intelligence (AI) is part of this, and we have tracked productivity improvements in some areas where it is being used. 

“There is still a huge amount of technological potential we are exploring, and we want to work collaboratively with colleagues across the public sector to understand how we can safely make use of AI to deliver the greatest outcomes,” Smith states. 

However, improvements in technology go far beyond the realms of AI as LFB also considers what kind of kit and equipment it can introduce to best support its firefighters. 

For instance, it recently rolled out a frontline drone capability which provides measurable benefits in situational awareness for incident commanders. 

“That is just the start of what we might be able to use drones for in the future, and we’re continuing to explore what is currently in use by public services both in the UK and internationally.” 

The Brigade is likewise reviewing the personal protective equipment (PPE) it provides to firefighters, as it strives to take advantage of the developments in protection from contaminants – a hazard which firefighters regularly face. 

“The pace of technological change presents huge opportunities, and we must continuously assess what we can adopt to best equip our people to do their jobs, which will ultimately result in improved outcomes for the people of London,” Smith closes.

The post London Fire Brigade : Meeting Tomorrow’s Fire Service Needs Today appeared first on Healthcare Outlook.

DEFINING THE FUTURE, TRANSCENDING THE ORDINARY

Since its inception in 1980, Hardy Diagnostics has transcended the ordinary, growing from a two-room motel suite into a respected, global force in microbiology. 

Initially, Founders Jay Hardy and Rob Shibata, worked tirelessly to develop the business by night while working as microbiologists and medical technologists by day, before eventually dedicating themselves full-time to their exciting new endeavor. 

“We believe in the power of partnership, with our dedicated team and valued customers uniting to make a positive impact, one test at a time,” introduces CEO, Chris Catani. 

Hardy’s story is one of resilience, partnership, and a relentless pursuit of a healthier future for all. 

“As we reflect on our journey, we stand at the forefront of microbiology, with a rich history shaping our commitment to quality, innovation, and social responsibility,” he sets out. 

Over the last ten years, the US healthcare industry has made a strong push toward automation, but so far, adoption has proven a slow and expensive process for hospitals and pharmaceutical manufacturers.  

Following the direction of these trends, Hardy is evolving to establish itself as both a supplier of traditional microbiology solutions as well as automation. 

“Right now, the healthcare industry is a fast-moving, dynamic business with a plethora of opportunities,” Catani excites.   

RISING THROUGH THE RANKS 

After moving from Chicago to Solvang, California, in 1996, Catani was searching for employment when a friend recommended working for Hardy. 

He was swiftly hired as a salesperson, beginning his 30-year association and journey with the company. 

Before relocating, he was a licensed medical technologist, managing a medical laboratory associated with Northwestern University’s hospital. 

 “In high school, I remember always being interested in biology,” he recalls fondly. 

Beginning a sales role was a different landscape at first, but Catani soon learned that being versed in the language of the lab gave him credibility with the customers. 

“Back then, there were only four salespeople – me being one of them – and we have now grown to a current sales force of 25.” 

During his years at Hardy, Catani has furthered his skillset and earned further certifications, such as becoming a registered microbiologist at the American College of Microbiology, specializing in pharmaceutical, medical device, and personal care microbiology. 

“There has been plenty of on-the-job training throughout my career, where I’ve learned about customer care, enterprise resource planning (ERP) systems, websites, sales techniques, project management, accounting, income statements, balance sheets, and cash flow. 

“Overall, I don’t attribute my success to being the smartest person in the room; I was always a very hard worker who got satisfaction through getting things done,” Catani passions. 

CULTIVATED EXPANSION 

Today, Hardy manufactures over 2,700 different products for use in the microbiology laboratory. 

Alongside this, the company has grown to accommodate 420 employees, with two manufacturing sites – one in Santa Maria, California, and another in Springboro, Ohio, as well as eight further distribution warehouses.  

“Our main manufactured product is prepared culture media for the cultivation of microorganisms,” Catani explains. 

“We manufacture around 2,000 different prepared culture media and reagents for manual microbiology, as well as being a distributor for approximately 30 other microbiology supply companies to fill gaps in our product offering portfolio,” he illustrates. 

Some of the automated platforms Hardy offers include automated blood staining instruments, matrix-assisted laser desorption/ionization (MALDI) for rapid bacterial and fungal identification, rapid antimicrobial susceptibility testing (AST) platforms, and viable air samplers.  

“We are committed to producing and distributing the finest products for the detection of microorganisms as we partner with our laboratory customers to diagnose and prevent disease.” 

In terms of distributing its products, Hardy has access to a network of 10 distribution warehouses across the US – a distribution network that took 15 years to build. 

As such, the company’s growing logistics network now includes facilities in Arizona, Washington, California, Utah, Texas, Iowa, Florida, North Carolina, Ohio, and New York.   

“This provides 90 percent of the country with next-day ground service of our products, lowering shipping costs for the end user, and increasing speed of delivery,” Catani continues. 

“It is a logistical challenge as our products are temperature sensitive, fragile, Food and Drug Administration (FDA)-regulated, and with a short shelf life, but somehow, we get the products where they are needed at the right time,” he prides. 

POWER IN THE PEOPLE 

For Hardy, integrity always comes first when consulting with laboratory customers and distribution partners. 

“We strive to grow business by providing superior service in the industry, and building lasting, fruitful partnerships,” expresses Catani. 

“With an organization of Hardy’s size and complexity, you must also internally empower your managers to make decisions that help propel the business forward,” he adds. 

As such, the company’s leadership comprises a team of individual experts, each bringing a unique set of skills and deep expertise in their respective fields. 

“Our executive leadership team has approximately 200 years of combined experience in our market.” 

In this way, Hardy knows the value of its trusted team members and seeks to both reward and empower them. 

The company is 100 percent employee-owned by the people who work at the business, and shares are distributed annually to each employee. 

Additionally, if the company does well, employees’ share value increases, thus proving a substantial nest egg for retirement.  

“We also offer quarterly profit sharing and a wonderful benefits package including medical assistance, vision care, a company gym, and numerous opportunities for recreation and exercise.” 

“At Hardy, we’re dedicated to fostering an outstanding work environment that extends globally to diagnose and prevent disease, making a meaningful impact worldwide,” Catani acclaims. 

EXECUTING THE VISION 

Looking to the future, Hardy has set some ambitious sales targets for 2026 and is investing millions in expanding its manufacturing footprint in California by building more cleanrooms for culture media manufacturing and other projects requiring cleanrooms. 

“This exciting expansion is needed in our California manufacturing campus as we have grown out of our existing manufacturing space,” Catani confirms. 

In 2025, the company ended the year with $108,000,000 in sales revenue, and in 2026, the new goal is to eclipse this by reaching $116,000,000 in sales. 

“That is a lot of petri plates to sell, and we plan on capturing more sales revenue by increasing our market penetration, adding more sales specialists, and leveraging our distribution partners such as VWR, ThermoFisher, Medline, Thomas Scientific, and Cardinal Health,” he elaborates. 

Elsewhere, Hardy also plans to introduce new products across its three main markets: clinical, pharmaceutical, and food microbiology. 

“It is truly an honor for me to lead Hardy and fill the shoes left by our Founder, Jay Hardy. My job is to set the vision and make sure we stay on track throughout the next stages of our strategic plan,” he finishes boldly.

HARDY DIAGNOSTICS PARTNER

The post Hardy Diagnostics : Defining the Future, Transcending the Ordinary appeared first on Healthcare Outlook.

COMMITTED TO HOPE, UNDERSTANDING, AND TREATMENT

Jeff Pettey, MD, MBA says his path to a career in medicine started with an unexpected discovery. 

“At the age of 19, I was living in Southern Russia, a place I’d only heard about through the lens of Cold War narratives,” he says. 

“What I discovered was the people I’d been taught to see as different from me weren’t different at all. They had the same hopes, insecurities, and capacity for joy and love that I experienced in my own life.”   

The experience of shared humanity proved formative for Pettey, now CEO of the John A. Moran Eye Center (Moran Eye Center) and Chair of the Department of Ophthalmology and Visual Sciences at the University of Utah. While studying Russian literature, he found himself increasingly drawn to medicine. The field combined two things inspiring him: scientific discovery and people.  

In medicine, Pettey gained an opportunity to care for his patients and empower others in the field through teaching and mentoring. Throughout his career, he has recognized opportunities to make a difference and stepped through doors to see where they lead. 

“Medicine is the perfect synthesis – a way to understand how the world works at a biological level while remaining deeply connected to the human experience,” he says. 

This ethos is crucial as healthcare is at a pivotal moment. With unprecedented advances in technology, data, and connectivity, the potential exists to deliver high-quality care more broadly than ever before. 

However, significant challenges remain as systems haven’t kept pace. The US, specifically, still faces fragmented access, complex insurance systems, and a heavy administrative burden for physicians. 

“If we don’t tackle these structural issues, disparities in health outcomes will only increase, but what gives me hope is that we know the problems and can redesign the system to be better for both patients and caregivers,” details Pettey. 

One of the biggest opportunities he sees is removing non-care-related burdens from physicians’ daily work. When doctors can focus on what they were trained to do, they become more engaged, fulfilled, and effective. 

“Thoughtful leadership that emphasizes purpose, trust, and empowerment instead of pressure or financial incentives can fundamentally change how care is delivered. We have the chance to build something better, and that’s what drives me every day,” he says.

SIGHT-SAVING SERVICES 

The Moran Eye Center is a premier US academic vision center and the largest ophthalmology clinical care, education, and research facility in the Mountain West. 

It is guided by a clear goal: that no person with a blinding condition, eye disease, or visual impairment should be without hope, understanding, or treatment. Its work falls into four pillars, namely clinical care, research, education, and outreach. 

“Our vision statement guides everything we do, including how we care for our patients, design research programs, train future ophthalmologists, and extend sight-saving services to communities in need,” says Pettey. 

Specifically, the center operates 11 satellite locations, employs more than 500 faculty and staff, and in the last fiscal year provided 188,582 patient visits and performed 10,786 surgeries. Additionally, it supports 20 research laboratories and centers, with its robust research enterprises boasting $9.8 million in research grants, 90 clinical trials, and over 175 scientific publications in 2025. 

What distinguishes the Moran Eye Center is the integration of clinical care excellence and research, supported by internationally recognized physicians and a unique research infrastructure that enables innovation on a rare scale. 

These unique resources include its four key centers driving discoveries – the Sharon Eccles Steele Center for Translational Medicine (SCTM), Intermountain Ocular Research Center (IORC), Utah Retinal Reading Center (UREAD), and Alan S. Crandall Center for Glaucoma Innovation (CCGI). 

“Beyond these four centers, the Moran Eye Center itself is an ideal environment for discovery: two towers connected by bridges house both clinical care and research labs in one building,” explains Pettey. 

INNOVATION AT SCALE 

Three initiatives exemplify the Moran Eye Center’s commitment to translating innovation into meaningful improvements in patients’ lives.   

The first such effort is underway at the SCTM, which has developed a gene therapy for the most prevalent form of age-related macular degeneration (AMD). The disease is a leading cause of blindness for adults 60 and over worldwide. 

The therapy is now in clinical trials. If successful, it stands to change the treatment landscape for millions of people worldwide at risk of blindness from AMD.  

A second initiative to change how another major blinding disease is diagnosed, monitored, and treated is underway at the CCGI, led by Iqbal Ike K. Ahmed, MD, FRCSC. 

“This work is critically important since people often permanently lose vision to glaucoma before it is even diagnosed,” says Pettey. 

The third effort is what Pettey calls the Polaris project, or the center’s commitment to ensuring everyone, regardless of where they live or their ability to pay, can experience life at its fullest through the highest possible level of eye health. 

The initiative was inspired by the work of Moran Eye Center outreach teams conducting pediatric vision screenings for students in schools on the Navajo Nation. During the screenings, teams discovered children had high rates of vision issues but no access to eyeglasses. This had impacted crucial years for childhood learning and development. 

“Polaris aims to change that by making a shift from existing care models into a population-based approach focusing on quality, value, and access,” says Pettey. 

The center is deploying pediatric vision screening devices throughout Utah, alongside building a tele-ophthalmology network. It is also integrating artificial intelligence (AI)-assisted diagnosis and risk stratification to identify who needs care and provide it faster. 

“The only way to meaningfully improve eye health at scale is through integrated public health networks supported by new technologies. Polaris enables us to extend our clinical excellence beyond our clinics while upholding the highest standards of care,” says Pettey. 

This reflects the Moran Eye Center’s broader responsibility not just to treat disease when people make it to their door, but to systematically improve eye health outcomes for entire populations.

SHAPING THE FUTURE OF VISION AND CARE 

The Moran Eye Center has long been committed to helping underserved communities and extending access to high-quality eye care. 

In 2012, Pettey co-founded the Operation Sight program, which provides free, sight-restoring cataract surgery to uninsured and underinsured Utahns. Today, the Moran Eye Center’s Global Outreach Division serves underserved patients in Utah and works to teach and train new physicians to expand access to care in more than 20 low-resource countries. 

In Utah, Moran Eye Center volunteer physicians and medical personnel make regular visits to provide care on the Navajo Nation. At community clinics in Salt Lake City and Park City, they provide care and charitable, no-cost surgeries for the unhoused and new Americans through Project Homeless Connect and the Hope in Sight Clinic. 

In low-resource countries, volunteers conduct eye care missions in places such as Tanzania to train ophthalmologists and nurses. At the Moran Eye Center, international observers can spend six months training. The center also provides a free, online ophthalmology education resource (morancore.utah.edu).

As the center looks ahead to a continued future of research excellence, world-class care, and community service, the stakes have never been higher. 

“We are in a period of extraordinary change for eye care, and the Moran Eye Center is uniquely positioned to shape the future of vision research and care,” says Pettey. 

With global visual impairments projected to reach 1.8 billion by 2050, researchers need to develop new ways to fight increasing rates of sight loss, and the Moran Eye Center is rising to this international challenge. 

The center is expanding access to care, accelerating research that changes the course of eye diseases, and reimagining what it means to deliver hope and healing on a global scale. Specifically, it is working to enhance early disease detection and diagnosis; personalized treatment plans; remote screening and teleophthalmology; continuous monitoring and home-based care; drug development and clinical trials; accessibility and affordability; and education and training. 

Pettey is confident he has the right team for the job. 

“Our greatest strength is our people – faculty, staff, trainees, donors, and partners. Together, we are shaping a better future with hope, understanding, and treatment for all,” he concludes.

The post John A. Moran Eye Center : Committed to Hope, Understanding, and Treatment appeared first on Healthcare Outlook.

PATHWAYS TO PATIENT-CENTERED PROGRESS

New Brunswick, often referred to as the ‘Picture Province’ due to its stunning coastline and aesthetically pleasing landscapes, stands out not only for its natural beauty but also for its unique status as Canada’s only officially bilingual province. 

With a population of approximately 868,000, Horizon Health Network (Horizon), one of the province’s two regional health authorities, manages two-thirds of New Brunswick’s healthcare services. 

 With a collaborative team approach to offering services in English and French, Horizon delivers sustainable, safe, and quality healthcare services to residents of New Brunswick, as well as nearby provinces such as Prince Edward Island and the northern part of Nova Scotia. 

“As the second-largest regional health authority in Atlantic Canada, Horizon employs over 15,000 staff and around 1,500 physicians, providing diverse services to about half a million people,” opens Margaret Melanson, President and CEO. 

“We also offer tertiary care services, including cardiac surgery for the entire province.” 

Horizon operates 12 hospitals, including the province’s two largest, along with 95 small health centers, public health offices, and mental health and addiction facilities spread across larger cities and small communities. 

“We provide a full range of care, including primary and community health services, mental health and addiction support, and public health for mothers, newborns, and the general public regarding infectious diseases,” Melanson explains. 

“Our hospitals offer both acute and specialized services, such as cancer care, emergency services, and chronic disease management, with larger facilities handling more specialized cases.” 

A COMMITMENT TO QUALITY  

Horizon ensures the highest quality, patient-centered care tailored to the diverse health needs of its residents, which Melanson is extremely dedicated to.  

“In 2014, during my time as Vice President, I launched an initiative to promote patient-centered care throughout our organization. This approach is now integrated into everything we do. 

“We established the Horizon Patient and Family Advisory Council that participates with many of our project teams, which helps us design our care around patients’ values, preferences, and individual circumstances.”  

The organization has adopted various technologies to improve patient care, quality, and team education.  

“Our complex quality and safety strategy establishes teams within clinical and non-clinical service areas that report to vice presidents, highlighting the significance of quality and safety.  

“I chair Horizon’s Quality and Safety Committee, overseeing all initiatives and addressing incidents,” Melanson expands.  

Medication safety is essential across all services, and Horizon prioritizes transparency and accountability in every interaction. Its commitment to SeamlessMD – a digital patient engagement platform that gives patients access to a variety of helpful resources from their mobile device, improving their treatment experience.  

“Patients scheduled for cardiac surgery receive tailored information on their mobile devices in the days leading up to the procedure through the SeamlessMD platform. This includes guidance on stopping anticoagulants and what to expect on surgery day,” she outlines.  

“They can also share this information with family and reach out with questions, reducing the need for unnecessary calls or emergency visits. This is an example of the patient-centered technology we are eager to leverage and implement widely. It is very reassuring for patients to know exactly what will happen in advance and what to expect postoperatively.” 

REVOLUTIONIZING THROUGH INNOVATION 

By transitioning to a digital care model, Horizon is enhancing care and improving the overall patient experience. 

“We are currently implementing six artificial intelligence (AI) initiatives this fiscal year, including accelerating stroke diagnosis through automated medical imaging and reducing administrative burdens on our physicians by providing hundreds of licenses for an AI scribe program,” Melanson discloses.  

During a physician visit, the patient discusses their symptoms while the doctor inquires about the duration of those symptoms, prior treatments, medications, and tests. 

A computer system listens to this exchange, capturing key information such as demographics, symptoms, and potential diagnoses.  

Much of this information is pre-documented, allowing the doctor to quickly review and edit clinical notes, thereby enhancing efficiency and enabling more face-to-face time with the patient. 

Additionally, AI technologies are being used for early cancer detection through passive screening of routine scans. 

“We’ve introduced passive screening for lung cancer; anyone who’s getting a chest X-ray will automatically undergo a scan for precancerous cells or other concerns – allowing for early detection of potential issues,” Melanson optimistically tells us. 

“With a strategic approach, we aim to ensure our investments have the desired impact. We are collaborating closely with technology partners such as Google and Microsoft, as well as other major organizations, to explore potential innovations and incorporate their recommendations.” 

TRANSFORMING CANCER CARE 

Horizon is placing a strong emphasis on research and its expected impact on innovation, particularly in areas such as injectable chemotherapy.  

“In November, we launched our new institute dedicated to research, innovation, and better health,” Melanson sets out. 

“This initiative highlights our commitment to accelerating research that directly improves health outcomes and helps us provide advanced medical knowledge and treatment options for New Brunswick residents.” 

The institute has already established major partnerships that will directly benefit patients, including a strategic partnership with the University of New Brunswick. 

Furthermore, a partnership with biopharmaceutical company AbbVie is showing great promise by collaborating on treating inflammatory bowel disease, ovarian cancer and post-stroke spasticity. 

“The institute is focused on improving patient care. For instance, healthcare company Roche Canada has introduced a new injectable medication for a specific type of lung cancer, replacing the previous chemotherapy infusions that required lengthy visits to treatment centers,” she specifies. 

“To expedite access to this, we partnered with the New Brunswick Extra-Mural Program through which nurses visit patients’ homes to administer medication, ensuring they receive advanced care while minimizing travel.” 

This approach alleviates the challenges of attending chemotherapy treatments, such as arranging childcare and managing work commitments. 

“We are utilizing the institute for more than academic purposes. While affiliated with our universities and involved in numerous applied research studies, our main goal is to turn innovation into practical improvements in patient care. 

“We are examining the evidence to determine how we can leverage our findings and advance our initiatives and other ongoing projects,” Melanson says.

EMPOWERING EDUCATION 

To enhance healthcare education, Horizon is using social media channels as a means of engaging the public. 

“Our partnership with YouTube is a great example of bringing evidence-based health content directly to our patients, helping us to become a trusted resource. It provides a credible and reliable source for healthcare-related education in a world where there’s both a lot of good and bad out there on the internet,” Melanson establishes. 

“We started with general health topics, then expanded to mental health, teen mental health, and first aid content, creating over 246 videos and totaling around 11 million views – our channel has nearly 11,000 subscribers!” 

This is the modern approach for Horizon to reach people outside traditional healthcare settings, ensuring education and support occur before people get sick. 

“This initiative promotes well-being by offering education and tools for better health. The way we deliver information is rapidly evolving; newspapers are no longer the main source, while platforms like YouTube are gaining trust. 

“We’re excited about how this partnership went and are open to exploring similar opportunities as we move forward, given the success and positive response from patients and their families.” 

BETTER PATIENT OUTCOMES 

One of Horizon’s major projects is expanding collaborative care clinics – also known as family health teams – in its communities. 

“In addition to our existing primary care locations, we have introduced seven new clinics and are planning to add more within the next 12 to 15 months. Having timely access to primary care is exceptionally important for our citizens, making this an extremely significant and high-priority project,” impassions Melanson. 

“It’s exciting to create new spaces and teams that leverage our physician resources and nurse practitioners. By surrounding people with allied health teams, physiotherapists, dieticians, and social workers, we can provide care close to home.”  

A significant transformation project underway for Horizon is to ensure that when individuals move to a community, their children can attend a local school, and the community health clinic is available to the entire family. 

“We’re also working at relocating services currently in a hospital that would work better at another location. Traditionally, blood collection services and ambulatory clinics have been located in hospitals due to space constraints,” Melanson notes. 

“Focusing on provider needs can be convenient for clinicians; however, patients benefit more from community-based care. Hospitals often represent illness, but we aim to promote wellness. We’re looking at leasing space for various services off-site to improve accessibility and parking.” 

Horizon is transforming surgical care by significantly reducing wait times. Since 2023, the organization has reduced them by approximately 35 percent which means that today, almost 92 percent of patients receive surgery within one year or sooner. 

“Urgent surgeries are now more efficient, often performed on an ambulatory basis or requiring only an overnight stay. Many hip and knee replacement patients go home the next day, showcasing advancements in patient care technology,” Melanson states.

PRESCRIBING A NEW COURSE 

Horizon recently launched its new five-year strategic plan in the spring of 2025, centered on four main pillars. 

Firstly, advancing community care by ensuring that mental health services are more readily available in communities. This includes building on existing recruitment efforts, maintaining momentum, and continuing to capitalize on staff retention initiatives. 

Additionally, Horizon has introduced a new culture commitment through the Our Promise initiative, which aims to foster a safe workplace that recognizes the value of its people and offers educational opportunities. 

“We have several initiatives aimed at achieving excellence in hospital care, involving ongoing transformation, introducing new technologies, and a robust research and innovation portfolio. 

“We are very focused on our initiatives across all four priority areas, and we’re moving quickly into the future.” 

New Brunswick has a significant senior population and is facing patient flow challenges. 

“The dedication of our staff and the work of our leaders is evident in the high retention rates we continue to achieve.  

“While we have numerous patient flow challenges, people are happy and keen to collaborate. That’s a testament to what we have achieved as leaders within our organization,” Melanson concludes earnestly. 

The post Horizon Health Network : Pathways to Patient-Centered Progress appeared first on Healthcare Outlook.

PROJECT HARMONY

“Work is currently underway to implement a shared integrated health information system, an essential component of our digital transformation.” 

Project Harmony reflects how Joseph Brant Hospital (JBH) is blending its proud history of compassionate care with the power of modern technology. 

Located along the picturesque banks of Lake Ontario, JBH is a full-service academic community teaching hospital in Burlington, Canada that also serves the surrounding communities of Halton Region, Hamilton, Waterdown, Flamborough, and Stoney Creek – a referral population of around 250,000. 

The modern, state-of-the-art facility proudly provides comprehensive care across a wide range of clinical programs and services, including emergency and critical care, mental health, oncology, diagnostic imaging, maternal, and childcare. 

To digitize and modernize care across the entire hospital, JBH is working on Project Harmony in partnership with St. Joseph’s Healthcare Hamilton (St. Joe’s), a premier academic and research healthcare organization and leader in innovative technology implementation, to adopt their award-winning version of Epic, called Dovetale. 

It represents a huge step forward in JBH’s digital journey, according to Eric Vandewall, President and CEO of JBH. 

“This is a large-scale transformation that will connect our patients to the care they need, when they need it, and where they need it,” he adds. 

“Work is underway, and we’re planning to go live with the new system in November this year.”

SEAMLESS CARE 

The partnership between JBH and St. Joe’s on a shared Epic platform will enable more seamless care for patients. 

The implementation of Dovetale will provide patients with access to more of their health information through an online patient portal called MyDovetale. 

“We mostly rely on paper patient records right now, so with Dovetale, we’re going to transition to a modern digital health information system,” notes Vandewall. 

“Patients and their families are at the center of our care, yet when we’re working with a paper chart, they can’t always be a true partner in the process because they can’t readily see or access the same information as the care team,” he says. 

“With this new system, patients will have access to parts of this information to support their decision-making.”  

The partnership will also allow healthcare providers from each organization to better connect and collaborate with each other, as they will be able to easily access patients’ medical histories and ensure they are receiving the most appropriate care. 

“For our healthcare providers, I think this will be truly transformational to their work because they will have more seamless access to patient records. This will result in more coordinated care, a far better provider experience, and clarity in terms of having one source of truth,” says Vandewall. 

“Dovetale’s auto-cancel feature, for example, will reduce the likelihood of physicians ordering duplicate tests. It also has an electronic symptom management tool that will help oncologists track their patients’ symptoms over time without clinic visits. 

“A lot of these built-in benefits will ultimately support providers in their care journey and result in better care and an improved experience for patients and their family members,” he adds. 

PATIENT SAFETY 

The new system will also strengthen JBH’s ability to create healthier communities. 

According to Vandewall, Project Harmony is the largest quality improvement project that the hospital has ever undertaken. 

“When a health information system such as Epic is introduced, we see measurements that predict safety and improvement, and we’re actively looking at those,” he says. 

An important indicator of patient safety and the quality of care in Canadian hospitals such as JBH is the hospital standardized mortality ratio (HSMR). 

The HSMR adjusts for factors that affect in-hospital mortality rates – such as age, sex, diagnosis, length of stay, comorbidities, and admission status – then compares the actual number of deaths in a hospital with the average Canadian experience.  

The ratio provides a starting point to assess mortality rates and identify areas for improvement.  

“An HSMR of 100 indicates the hospital’s mortality rate is no different to the national average in terms of the predicted number of deaths that would occur,” Vandewall explains. 

“If it’s higher than 100, that suggests there are opportunities for the organization to improve in terms of patient safety, while an HSMR of less than 100 indicates that fewer deaths have occurred than expected.” 

JBH has been monitoring its ratio for the past 10 years and has seen steady improvements, recording an HSMR of 72 in the last fiscal year. 

“This is huge progress, and although we are already trending strongly, the introduction of Dovetale may open up opportunities for continued improvements in patient safety,” Vandewall says. 

“Another good example is the introduction of computerized prescriber order entry, which will reduce errors and enhance efficiency by allowing prescribers to submit orders electronically. This will mean faster receipt of patient care orders to multiple health care practitioners,” he adds.  

“When Cambridge University in the UK introduced their Epic system, it also saw around 850 significant adverse reactions prevented each year thanks to electronic allergy-related prescribing alerts and a 42 percent reduction in sepsis mortality with electronic sepsis alerts built in, so we are super excited about the impact of Epic in terms of improvements to patient safety.” 

ALIGNING BEST PRACTICES 

The partnership between JBH and St. Joe’s is transformative because it goes beyond just helping JBH adopt Dovetale. 

“This is a real opportunity we have with St. Joe’s in terms of aligning best practices and working together to improve the provider experience,” Vandewall says. 

“It’s showcasing a new way for us to work together as two hospitals in Ontario. Their expertise and experience with Epic makes our implementation possible.” 

JBH is among a small but growing number of hospitals in Canada adopting Epic using what it calls a Joint Connect Model. Once Dovetale is implemented at JBH, the two hospitals will continue to refine the shared system together and build enhancements as their needs evolve.   

“Our partnership is especially meaningful because it’s a way for small to medium-sized hospitals to implement a digital health information system like Dovetale without having to shoulder the cost or infrastructure burden alone,” Vandewall emphasizes.  

“We’ve heard from the Ontario government, and they’ve expressed their support for our approach because it offers a scalable and sustainable way to modernize health information systems across the province. 

“We’re building a shared system, shaping a stronger patient and provider experience, and creating a model that others across Ontario can follow,” he tells us. 

TIGHT-KNIT CULTURE 

One of JBH’s greatest strengths is its culture. When people at the hospital describe the organization as tight-knit, it’s not just a sentiment – it’s truly a lived experience. 

“We know through research that the patient experience is directly tied to the provider and staff experience. If you have a vibrant, supportive culture and healthy workplace, that translates directly over to the patient experience,” Vandewall says. 

“Our staff come to work every day with purpose, and our physicians and clinicians are devoted to exceptional care. Patients and their families trust us during some of their most important moments.” 

When JBH launched Project Harmony, it was important to not lose sight of this identity. 

While tools and technologies are changing, the hospital’s commitment to compassionate, high-quality care remains steadfast. 

The project brings together JBH’s people-first culture and the innovative digital maturity of St. Joe’s. 

“It’s not about becoming something entirely new – it’s about elevating who we already are and working alongside one of our partners to lift each other up and continuously improve,” says Vandewall. 

“The collaboration with St. Joe’s allows us to integrate the best of both worlds – our deep community roots and people-first culture with their proven success, experience, and leadership in digital transformation.” 

JBH and St. Joe’s will share a system that reflects not only the best practices of two respected organizations, but also the spirit of partnership, trust, and mutual respect that’s defined the project right from the very beginning.   

“We’re moving into this next chapter in a way that honors where we’ve come from and confidently embracing where we’re going, and our culture is at the root of that success,” Vandewall asserts.  

STANDARDIZED WORKFLOWS 

Work on Project Harmony is progressing well ahead of the Dovetale system going live in November, with JBH currently in the building stage and standardizing workflows with St. Joe’s. 

“We may have a workflow or best practice that St. Joe’s hasn’t adopted yet – and vice versa – so we’re asking, “Would this be of interest to our partner?”,” Vandewall says. 

“Now that the project build is underway, we’re seeing this commonality of standard practices and workflows coming together. It’s a huge change, though, and I wouldn’t want that to be underestimated.” 

Indeed, the digital platform will transform people’s work in a way that they haven’t been exposed to in the past at JBH. 

“Some of our physicians have hospital privileges at St. Joe’s and have worked on the Dovetale system, and they can’t wait for it to become a reality here at JBH,” shares Vandewall. 

“Having said that, there is a change process, so we’re spending a lot of time on change management and engaging our physicians and staff to mitigate the impacts as much as possible.  

“What we put into it is what we get out of it, so our people are fully embracing what’s before them because they know the system is going to be with us for decades to come. Investing now will only serve everybody, including our patients, better as we go forward,” he concludes.

The post Joseph Brant Hospital : Project Harmony appeared first on Healthcare Outlook.

Issue 12

Healthcare Insights

SpaceX Crew-11 : An Unprecedented Medical Evacuation

After the first-ever medical evacuation of the International Space Station, NASA’s SpaceX Crew-11 mission safely splashed down in the Pacific Ocean off the coast of San Diego.

By

Jack Salter

Read More

Eye Care

FYidoctors : New Vision for Canadian Eye Care

Proudly standing as Canada's largest eye-care provider, FYidoctors remains doctor-led, professionally managed, and patient focused. We speak to CEO, Alan Ulsifer, and hear more about the company’s transformative approach to eye health.

By

Callum Ovenstone

Ed Budds

Read More

Hospital & Medical Center

Huntington Hospital : A Heritage of Healing and Pioneering Care

Huntington Hospital has evolved from its humble beginnings over a century ago to become a beacon of advanced healthcare. President, Nick Fitterman, discusses the hospital’s specialized services while embracing education through its partnership with Northwell Health.

By

Callum Ovenstone

Rachel Carr

Read More

Hospital & Medical Center

Institute of Mental Health : Loving Hearts, Beautiful Minds

The Institute of Mental Health is creating an ecosystem of support in Singapore centred around a holistic approach. A/Prof Daniel Fung, CEO, outlines the nation’s changing attitude towards mental illness and the institution’s vision to facilitate accessible care.

By

Harry Thurlow

Lucy Pilgrim

Oct 14, 2025

Read More

Hospital & Medical Center

Uganda Heart Institute : Committed to Combatting Cardiac Conditions

The Uganda Heart Institute leads the fight against cardiovascular diseases through innovative research, comprehensive patient care, and training the next generation of healthcare professionals. Executive Director, Dr John Omagino, tells us more.

By

Harry Thurlow

Jack Salter

Jun 27, 2025

Read More

Research

South African Medical Research Council : Custodian of Health Research

The South African Medical Research Council is dedicated to improving the health of South Africans through research, innovation, capacity development, and technology transfer. Ntobeko Ntusi, President and CEO, tells us more.

By

Harry Thurlow

Jack Salter

Oct 21, 2025

Read More

Hospital & Medical Center

Letsholathebe II Memorial Hospital : Facilitating Healthcare Evolution

Letsholathebe II Memorial Hospital was established in 2008 by the Government of Botswana and has been providing exceptional healthcare to local communities ever since. Hospital Superintendent, Dr Lebogang Mokotedi, gives us the full story.

By

Lily Sawyer

Jun 26, 2025

Read More

MedTech

Viiv Healthcare : How AI Can Transform African Healthcare

Dr Serufusa Sekidde, Chief of Staff to the CEO at Viiv Healthcare, speaks to the growing importance of artificial intelligence in healthcare, especially its role in the future of the industry in Africa.

By

Serufusa Sekidde

Dec 1, 2025

Read More

Healthcare Insights

The Swedish Prescription

Sweden is the first country in the world prescribed to patients by doctors – welcome to a destination of a different nature.

By

Jack Salter

Feb 17, 2026

Read More

Therapy

Phacilitate : Connecting the CGT Community

Kim Barnes, President of Phacilitate, speaks to us following Advanced Therapies Week, one of the most established and influential CGT conferences in the US, and outlines how the event will play a critical role in shaping the next decade of advanced therapies.

By

Jack Salter

Feb 17, 2026

Read More

The post Healthcare Outlook Issue 12 appeared first on Healthcare Outlook.

AN UNPRECEDENTED MEDICAL EVACUATION

On 15th January 2026, the SpaceX Crew-11 mission returned home after more than five months aboard the International Space Station (ISS) – a hub of scientific discovery, international partnership, and technological innovation.

During the 167-day mission, four crew members – Zena Cardman, Mike Fincke, Kimiya Yui, and Oleg Platonov – travelled almost 71 million miles, orbited Earth more than 2,670 times, and completed hundreds of science experiments and technology demonstrations to advance human exploration.

The astronauts arrived on the ISS on 1st August last year expecting to complete a standard six-and-a-half month stay, due to come home in mid-February.

However, following the last-minute cancellation of a scheduled spacewalk for Cardman and Fincke, the mission came to an end a month earlier than planned because of a serious medical concern affecting one of the crew members.

For privacy reasons, NASA did not disclose which of the SpaceX Crew-11 mission’s four astronauts was experiencing the medical issue or describe the nature of it.

This was the first time astronauts have been evacuated from the ISS due to a medical issue since the space station was put into Earth’s orbit in 1998.

Indeed, the incident is unprecedented in the history of the ISS, which has been permanently crewed for more than a quarter of a century. Incidentally, SpaceX Crew-11 celebrated the milestone 25th anniversary of continuous human presence aboard the orbiting laboratory in November.

The crew members safely splashed down in the Pacific Ocean off the coast of San Diego, California and disembarked the SpaceX Dragon Endeavour spacecraft after an almost 11-hour journey, before undergoing standard post-flight reconditioning and evaluations in Houston, Texas.

MEDICAL TRAINING AND EQUIPMENT

All NASA astronauts undergo basic medical training, such as how to stitch a wound, give an injection, or extract a tooth, and have regular health checks and contact with a team of doctors closely monitoring them on the ground.

The space agency additionally maintains a robust pharmacy with a substantial supply of medicines and a suite of medical equipment onboard the ISS to treat various conditions and injuries, including a defibrillator for any heart issues and portable ultrasound devices.

Communication systems on the ISS also let doctors talk privately to astronauts in space, assess their condition, and advise treatment, much like a secure video or phone consultation with a GP.

However, if a medical emergency requires a return to Earth, as in the case of SpaceX Crew-11, the astronauts come back in the spacecraft they launched aboard to receive urgent medical care.

The ISS does not have a doctor on board, but space experts say they will need to travel on missions in future as more and more humans venture into space, including for tourism and the possible occupation of the Moon or even Mars.

A RARE OCCURRENCE

Thankfully, serious medical emergencies are a rare occurrence in space, but it’s not unheard of for crew members to become unwell.

The most common problems include motion sickness, headaches and pains, dental emergencies, and even kidney stones.

Space missions have ended early due to health issues just twice before, first in 1985 when Soviet cosmonaut Vladimir Vasyutin and his colleagues retuned from a mission to the Salyut 7 space station four months ahead of schedule because of a urological issue.

Then, in 1987, another Soviet cosmonaut, Aleksandr Laveykin, left the Mir space station early due to a heart arrhythmia.

The ISS evacuation was a test of NASA’s procedures for dealing with medical issues, and by all accounts, it passed.

The post SpaceX Crew-11 : An Unprecedented Medical Evacuation appeared first on Healthcare Outlook.

THE SWEDISH PRESCRIPTION

Across the world, doctors are increasingly prescribing time in nature or cultural activities to support both mental and physical health.

Sweden has taken this one step further, becoming the first country to be offered on prescription.

More than just a scenic escape, Sweden is ranked as a global frontrunner in quality of life and routinely named as one of the world’s happiest nations.

As such, the Scandinavian country has been shown to support measurable health outcomes and a lifestyle centred on balance and belonging.

With easy access to both nature and culture, Sweden’s unique way of life makes it an ideal pace to reset the mind and body.

The Swedish Prescription is a global communications initiative by Visit Sweden, the official marketing company tasked by the Swedish government with promoting the country as a travel destination.

Visit Sweden has teamed up with medical professionals ready to prescribe a stay in Sweden when appropriate so patients can benefit from the country’s restorative experiences.

Together with Yvonne Forsell, a senior professor at Karolinska Institutet in Sweden, the company has identified a set of activities visiting patients can benefit from across three areas – nature, lifestyle, and culture.

NURTURE IN NATURE

It’s well known that spending time in nature has numerous health benefits, and Sweden offers space to breathe, eases stress, and boosts energy.

Nature is always close by as there are some 100,000 lakes and over 5,000 nature reserves in the country, meaning visitors are never far away from a blue space or green area – even in the cities.

There are several activities that can boost health in Swedish nature, including forest bathing, foraging, cycling, sky watching, and sleeping.

The former is a sensory escape into nature as Sweden’s vast forests offer a tranquil retreat that can reduce stress, lower blood pressure, and improve focus.

Far from the everyday hustle and stress, forest bathers are immersed in the calm of the Swedish woods – engaging all the senses for a truly rejuvenating experience.

There’s something instinctively calming about being surrounded by trees; the rustling leaves, chirping birds, and earthy scent of moss all tap into a sense of peace and presence.

The foraging culture in Sweden is equally strong and, come late summer, nature lovers spend days in the forests collecting berries, mushrooms, and plants.

Sweden is also an ideal destination for cycling, which is one of the best ways to discover this beautiful country and explore its long stretches of varied coastline, bustling cities, and lush countryside.

Physical activity whilst travelling promotes well-being, and regular cycling is associated with a reduced risk of cardiovascular disease and type 2 diabetes.

Sky watching, meanwhile, is linked to reduced stress and increased emotional well-being. In addition to excellent stargazing, enjoy two seasonal natural phenomena – the Midnight Sun and Northern Lights.

The Midnight Sun – incidentally the name of Swedish singer Zara Larsson’s fifth studio album released in September 2025 – occurs in summer above the Arctic Circle when the sun stays above the horizon for several weeks.

This means it remains visible even in the middle of the night, creating extended daylight hours that can feel both unusual and fascinating for first-time visitors.

In winter, the Northern Lights put on one of nature’s most spectacular shows, and Northern Sweden is one of the best places to experience them.

From September to March, the skies above Swedish Lapland come alive in shimmering shades of green, pink, and violet.

At night, Sweden also provides all the right conditions for restorative sleep and ‘Swede dreams’ thanks to its natural darkness, cool temperatures, clean air, and peaceful, varied nature.

SWEDISH WAY OF LIFE

Sweden consistently ranks amongst the world’s best countries for quality of life, sustainability, safety, happiness, and more.

So, what’s the secret? Whilst there’s no single answer, the Swedish lifestyle is often highlighted due to its strong emphasis on work-life balance.

There are three simple ways to embrace the Swedish way of life, the first of which is ‘fika’ – a cherished tradition and cornerstone of daily life.

‘Fika’ usually involves freshly brewed coffee served with something sweet, with cinnamon buns being the most popular choice.

Whilst ‘fika’ may seem like just a coffee and cake break, it holds much deeper cultural significance in Sweden and is a moment to pause, connect, and recharge.

Then there’s ‘lagom’, meaning ‘just the right amount’, a uniquely Swedish concept that embraces balance, moderation, and contentment.

For Swedes, ‘lagom’ isn’t about doing less – it’s about finding harmony in everyday life, doing things mindfully, and avoiding excess.

Sauna bathing is another rejuvenating Swedish ritual that has a long tradition in Scandinavia and is often combined with a refreshing dip in one of the many scenic cold bath houses along the coast.

Swedish sauna culture is relaxed and unpretentious, providing a space for quiet reflection. It also offers several health benefits, including better sleep quality and a significantly lower risk of dementia.

CULTURAL EXPERIENCES

Cultural engagement can reduce depression, anxiety, and loneliness.

Rooted in tradition yet bursting with creativity, Swedish culture has long been recognised as a source of well-being and has been available on prescription in parts of the country for over 20 years.

Museums invite guests on a journey through time where they can step into the life of a Viking, wander through fairytale-like royal castles, or take a nostalgic trip through Swedish rail history.

Sweden is also a global player in the music world and one of the most metal-dense countries per capita with over 5,000 metal bands.

Metal music has been shown to enhance positive emotions and help regulate anger, however attending live events of any genre is linked to greater life satisfaction.

Along with musicians, many inspiring women have helped shape Swedish culture, including pioneering pilgrims, courageous activists, creative minds, and cultural icons, and the country is dotted with places that pay tribute to them.

A cultural experience in Sweden will not only leave lasting memories but also nourish the mind and soul.

The post The Swedish Prescription appeared first on Healthcare Outlook.

Q&A WITH KIM BARNES, PRESIDENT, PHACILITATE

Firstly, could you introduce us to Phacilitate’s Advanced Therapies Week?

Kim Barnes, President (KB): Advanced Therapies Week (ATW) is Phacilitate’s flagship global gathering for the advanced therapies community.

Each year, it brings together senior leaders from across BioTech, pharma, investment, manufacturing, and solution providers to have forward-looking conversations about where the field is heading and how the industry moves forward together.

The show is deliberately focused across the whole value chain of advanced therapies, from preclinical through to on-market therapies and everything in between. That means looking at investment, clinical development, manufacturing, supply chain, reimbursement, and patient access.

But ATW is not just about content – it’s also about people. It’s where the community comes together, relationships are built, and collaborations begin, all with the shared goal of accelerating innovation and improving patient lives.

What makes ATW one of the most established and influential cell and gene therapy conferences in the US?

KB: ATW has been part of the advanced therapies story for over two decades, and the event has grown alongside the industry itself, evolving in step with the expansion of CGT into mainstream healthcare innovation.

In the early years, we were 200-300 people in the basement of a Washington, D.C. hotel, and that was the size of the industry.

This year, we welcomed over 2,000 attendees and more than 600 CGT developers – including people who were with us in that hotel 22 years ago. That’s been part of our DNA at Phacilitate.

That continuity has helped us build long-standing relationships and a trusted platform where meaningful conversations happen. Over time, we’ve seen many of those conversations turn into collaborations that shape how the sector evolves.

How does ATW bring the global CGT community together to make progress possible?

KB: Bringing the global CGT community together is central to everything we do at Phacilitate. We have partnerships across the world in North America, Europe, Asia Pacific, and emerging regions, and this network allows us to connect different ecosystems into one shared conversation.

Alongside structured one-to-one meetings, we also create more relaxed, informal networking environments where relationships can develop naturally.

Our goal is to connect the advanced therapies industry to help them save patient lives, so it’s all about creating the environments where that can happen.

When people feel comfortable and open, that’s where the most meaningful connections and ideas tend to follow.

Can you tell us about the event’s recent move to San Diego?

KB: The move to San Diego marks an important milestone for ATW and reflects how the event continues to evolve with the industry.

Until recently, we’ve always been on the East Coast – firstly in Baltimore and Washington, D.C. and then following the sunshine south to Miami, where a strong investment community was emerging in the region.

One of the reasons for our relocation was to open up to new audiences. San Diego is easier to get to from Asia, where a lot of innovation in stem cells and CAR-T therapy is happening.

We also wanted to anchor the event in a really strong BioTech hub, and San Diego offers exactly that, with its university and the wider California and West Coast life sciences ecosystem creating a powerful centre of innovation.

How will ATW play a critical role in helping to shape the next decade of advanced therapies?

KB: ATW is deliberately future-focused, with discussions framed around long-term impact rather than short-term trends.

We have lots of interactive discussions talking about what’s shaping the advanced therapies industry at the moment and how that’s going to continue shaping it for the next 10 years.

For example, the investment summit on the first day brought together the most forward-thinking investors, BioTech leaders, and strategic partners to dissect what defines a “fundable” company in 2026, explore the landscape of alternative financing models, and consider what’s next for BioTech investment.

But it’s not just about the programme – on the other side, you’ve got the community aspect. The connections made at the show are forging partnerships that will dictate how the next 10 years shape out for the advanced therapies industry.

What emerging technologies were showcased in the Innovation Zone at ATW 2026?

KB: The Innovation Zone really brings together a mix of new technologies that show where advanced therapies are heading, with a big focus on how the industry is evolving in very practical ways – how therapies are made, scaled, and ultimately reach patients.

There’s a lot of innovation happening around manufacturing and infrastructure. Companies like Bausch+Ströbel are working on modular, automated production environments designed specifically for the complexity of CGTs.

It’s about building manufacturing models that are flexible, scalable, and fit for the realities of advanced therapies, rather than trying to adapt traditional pharma systems to something completely different.

There’s also a strong focus on platform technologies that support therapies across their full journey. ProBio is a good example of this shift toward more integrated development and manufacturing models, where therapies can move more smoothly from early development through to clinical and commercial stages.

That kind of joined-up infrastructure is becoming increasingly important as therapies move faster and pipelines become more complex.

More broadly, the Innovation Zone reflects a wider wave of new technologies across areas like vector development, automated cell processing, and biomanufacturing systems – all focused on making advanced therapies more efficient, reliable, and accessible.

It’s really about giving the community a glimpse of what’s next and the technologies that will help shape the future of the field.

What other CGT innovations do healthcare executives and investors need to know about in 2026?

KB: Several key innovation themes are continuing to gain momentum across the sector, particularly as advanced therapies move from highly specialised applications toward broader clinical use.

One of the most significant shifts is around delivery models and how therapies reach patients. In vivo versus ex vivo has been a huge debate for a long time.

At the same time, manufacturing innovation is becoming increasingly critical as therapies move into larger patient populations. Scalability, efficiency, and cost reduction are no longer future ambitions – they are operational necessities.

This includes growing attention on allogeneic or off-the-shelf therapies, alongside advances in scalable manufacturing and process automation. Digital transformation is also playing a defining role.

And, of course, artificial intelligence (AI), which is being integrated into manufacturing and clinical processes. That’s definitely a trend to keep an eye on.

Together, these developments are helping move advanced therapies closer to broader, more sustainable adoption across healthcare systems.

Where is CGT investment flowing in 2026, and what does this mean for healthcare?

KB: Investment in advanced therapies is becoming more concentrated and selective, with clear divergence emerging across the market.

Investors are investing later, with more capital flowing to Series B and up. That suggests investors want to see you in Phase 2, in late-stage clinical development, rather than putting money in at preclinical Series A. It’s all about confidence-building with investors.

At the same time, the investor landscape itself is changing, with private equity playing a more prominent role alongside traditional venture capital.

While this creates pressure for early-stage companies, it also signals the growing maturity of advanced therapies as a serious, long-term area of healthcare investment.

What bottlenecks are currently holding CGT back, and where are solutions starting to emerge?

KB: Manufacturing and supply chain complexity remain some of the most significant barriers to scaling advanced therapies.

There are constant conversations about how to get therapies delivered globally at scale – from where manufacturing facilities should be based to whether production should happen at the bedside for autologous therapies. These are very real, practical challenges the industry continues to work through as the field grows.

Beyond infrastructure and logistics, funding dynamics also continue to shape what reaches patients. Investment can also be a bottleneck because without money, people can’t create therapies.

If we’re not getting investment in Series A and we’re seeing a trend of later-stage investment, newer companies might struggle to bring therapies through the pipeline.

At the same time, progress is being made. Advances in automation, smarter manufacturing technologies, and stronger end-to-end capabilities across the value chain are starting to ease some of these pressures.

The challenge now is aligning innovation, infrastructure, and investment so scientific progress can translate into real-world patient access.

Finally, how did ATW 2026 compare to the previous edition in 2025, and are you excited about the future of the event?

KB: ATW 2026 represents a clear step change in the evolution of the event, particularly following the transition to San Diego.

We had more therapy developers registered than ever and more companies coming into the Innovation Zone to launch new technology at the show, with new people bringing different types of discussion and perspectives.

There’s a real sense of momentum around the future direction of Phacilitate and our global strategy. We’re launching the inaugural Advanced Therapies World in Saudi Arabia this November, creating a new platform to connect international expertise with the fast-growing Middle East and North Africa (MENA) life sciences ecosystem.

At the same time, we’ll keep building our relationships with therapy developers and strengthening our foothold in San Diego and across the West Coast.

Looking ahead, the focus remains firmly on global collaboration and long-term impact. Ultimately, it’s about coming together to support the global patient market for CGT.

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ZUELLIG PHARMA ACQUIRES LEADING BRANDS FROM BAYER AG

Zuellig Pharma (Zuellig) – a leader in integrated healthcare solutions across Asia – has strengthened its consumer healthcare offering by acquiring two core brands from Bayer AG’s consumer healthcare division in Thailand, Singapore, Indonesia, Malaysia, and Brunei. 

Zuellig has acquired full rights to the consumer healthcare brands Zam-Buk® and Vapex®. The former is known for its antiseptic ointment used to treat serious itches, particularly those caused by allergies and insect bites. First launched in 1902, it has become a staple in over-the-counter medical products.  

Vapex® equally stands as a household name in the nasal inhaler space, relieving nasal congestion since 1917 across Thailand and beyond.  

Zuellig’s acquisition of the two brands marks an important step in its expansion strategy, as the company aims to reinforce its scale across the Asian consumer health market.  

Established over a century ago, Zuellig has become a major player in the commercial healthcare space, operating across 18 markets with over 12,000 staff members. The company boasts an impressive operational footprint, serving over 200,000 medical facilities and 450+ clients with world-class healthcare solutions.  

This recent agreement follows the company’s acquisition of Filipino business Propan TLC – a major children’s multivitamin brand – in January last year, underpinning Zuellig’s goal to become a trusted provider of everyday necessities across the region.  

John Graham, CEO of Zuellig, has stated that combining the established legacy of Zam-Buk® and Vapex® with the organisation’s forward-looking regional commercial capabilities and local market expertise marks a significant growth milestone.  

Zuellig intends to increase its distribution and access across all relevant channels in Asia, ensuring the two brands will continue to be household names and readily available to consumers.  

The acquisition builds on Zuellig’s outstanding reputation for industry-leading distribution, commercialisation, and clinical trial support services, which are reinforced by the company’s innovative culture and vision of making healthcare more accessible.

The post Zuellig Pharma Acquires Leading Brands from Bayer AG appeared first on Healthcare Outlook.

NEW VISION FOR CANADIAN EYE CARE

The global eye care industry is a booming, multi-billion-dollar worldwide market encompassing eye health products and state-of-the-art medical devices, driven by aging populations, rising digital eye strain, and increasing eye health awareness.

A plethora of exciting developments continue to accelerate across the industry including technology integration, digital health, market consolidation, and a growing focus on preventative care.

Artificial intelligence (AI) is also rapidly transforming the healthcare industry, and eye care and health is no exception.

As such, optometry, a complex field deeply rooted in intricate precision and patient care, stands at the very precipice of this technological evolution.

At the forefront of this growing sector is FYidoctors, Canada’s largest eye care provider, operating under the broader FYihealth group banner.

Founded in 2008 by a small group of independent, like-minded optometrists across Canada, the company has been leading the way ever since.

“We were determined to provide excellent, personalized care first when many in our industry were putting profits over patients, and our values have helped us grow to have clinics spread across the nation from coast to coast. Through it all, we’ve kept our patients first,” notes Dr. Alan Ulsifer, Founder and CEO.

Ulsifer believes the realm of eye care is a truly unique and fascinating industry that holds exceptional possibilities and boundless potential.

“We can learn so much about the whole body from the eyes, so the impact optometrists can have for the broader field of healthcare is extremely exciting to be involved in,” he enthuses.

FYidoctors delivers an unparalleled patient experience built on trust, quality, convenience, and care. Through vertical integration, leading technology, and its doctor-led model, the company offers personalized, end-to-end vision care, from exam to eyewear.

Proudly made in Canada, the organization is rooted in the belief that better sight leads to better lives.

TRUSTED CARE

Since 2008, FYidoctors has directed a laser-sharp focus on providing the people of Canada with cutting-edge eye care based on the mantra that good eye health equates to whole-body health.

What began as a small group of independent optometrists in 2008 has evolved into one of North America’s fastest-growing doctor-owned healthcare organizations, now encompassing in excess of 370 locations across multiple brands in Canada and the US, along with over 4,000 dedicated team members, including more than 730 optometrists.

FYidoctors’ vision is to create a future where every patient has access to exceptional eye care, where clinicians can thrive within a collaborative ecosystem, and where innovation continually redefines what’s possible in eye health and wellness.

“Together, we form a collective of doctors who prioritize the highest possible standard of care – nothing is more important to us than the health and happiness of our patients,” Ulsifer emphasizes.

With each clinic being doctor-led, patients receive genuine, personalized care from optometrists and team members who are truly invested in their well-being.

“In Delta, British Columbia, we own Canada’s largest and most technologically advanced ophthalmic lab, which produces more than one million pairs of customized lenses for patients every year,” he sets out.

From its doctor-led advisory committee and R&D initiatives to its patented Patient Pathway, FYidoctors keeps patients at the center of everything it does.

“As optometrists, we never stop learning. That’s why we continually invest in lens technology and cutting-edge diagnostic tools in our clinics.

“From our Optomap ultra-wide-field retinal imaging to our technologically advanced exactFit Freeform lenses, we use innovation and technology to give our patients the eye care they deserve.”

Now offering custom-crafted exactFit lenses, FYidoctors is proud to be one of the first labs in North America to use Freeform technology.

Every pair of glasses made is tailored not just to a patient’s prescription, but how they like to wear them, and perfectly tuned and quality-controlled to ensure all details are precise.

“With a focus on continuous innovation, from advancements in AI and automation to laser technology, we relentlessly update and innovate to manufacture the best lenses available,” Ulsifer divulges.

All clinics are equipped with advanced diagnostic technology, including optical coherence tomography (OCT) and wide-field retinal imaging, ensuring comprehensive examination capability in every exam.

FYidoctors is one of the only Canadian eye care networks using a common electronic medical record (EMR) platform across all clinics, enabling consistent patient care and data-driven insights.

Other recent innovations include AI processes and diagnostic improvement plans in eight areas, predictive analytics to optimize scheduling and recalls, and AI-powered marketing and call center platforms for personalized engagement.

ENHANCING LIFE MONTH

Every October, FYidoctors celebrates Enhancing Life Month.

What started as a grassroots initiative to fundraise for a good cause on World Sight Day years ago has turned into an annual tradition across the organization, fundraising hundreds of thousands of dollars for a wide variety of causes and initiatives.

Each clinic chooses its own charity that they care about and organizes different fundraising initiatives all month long.

The organization has raised over CAD$450,000 for registered Canadian charities this past year alone.

“As a pillar of the community, we successfully partner with charitable organizations that benefit from our wide reach. Through these efforts, we fulfill our dream of enhancing lives beyond our clinics’ doors,” Ulsifer prides.

“Each of our individual clinics is home to a unique team of individuals with distinct interests and philanthropic priorities. For this reason, every FYidoctors location chooses a specific organization to support.”

The company celebrates the personal stories attached to why each charity is chosen and the impactful reasons behind its people’s investment in individual foundations, which cover a multitude of worthy causes ranging from youth health and animal welfare to community food banks and suicide prevention, all with a core belief in improving lives.

“Recently, we’ve opened up fundraising efforts to run throughout the entire year as we’ve had many within the organization who are passionate about giving back to our communities and supporting causes they care about,” he explains.

BETTER SIGHT. BETTER GRADES

FYidoctors’ accessible eye care program, ‘Better Sight. Better Grades’, ensures every kindergarten-aged child receives a complimentary pair of glasses if needed, regardless of their family’s financial situation.

“We believe every child has a right to unobstructed sight,” says Ulsifer.

“If a child is prescribed eyewear, we provide their first pair at no charge, adjust them, and help them adapt.”

This initiative is critical. One in four school-aged children has vision problems that can severely impact their learning, yet these issues are often difficult for children to communicate or for parents to detect.

Since learning is predominantly visual, from reading whiteboards to observing teachers and working on screens, undiagnosed vision problems can lead to frustration and academic struggles from an early age.

“By making eye care accessible, we can address vision problems before children encounter learning difficulties,” Ulsifer explains.

“This not only helps them reach their full potential but also allows for early detection and treatment
of conditions like myopia.”

The program has served families across the country and empowers teachers to help students access
the quality eye care they need.

LOOKING AHEAD

One of the most prominent priorities for FYidoctors moving forward is to continue its mission to improve access to eye care for all.

By leveraging the latest cutting-edge technology into its practices, the company also strives to remain at the forefront of optometry as the sector evolves and enters a new era of innovation.

For example, the integration of AI into the field of optometry promises to transform the eye care sector in new ways.

By enhancing diagnostic accuracy, personalizing treatments, and streamlining operations, AI has the transformative potential as not merely a tool but a partner in delivering exceptional care.

“The challenge now lies in embracing this technology thoughtfully, ensuring it complements rather than replaces the human elements that define the profession,” Ulsifer muses.

Ultimately, AI’s potential in optometry is not just about efficiency or precision – it’s about redefining what’s possible.

By leveraging these tools, practitioners in organizations such as FYidoctors can elevate their practice, prioritize patient relationships, and continue to lead the way in innovative, compassionate care.

“By embracing innovation and dedicating ourselves to offering optimised eye care, we have worked tirelessly to clearly define what it will take to deliver the sense of pride we all want to feel every day coming to work.

“As a result, we look forward to continue enhancing the lives of the patients and customers that we serve, the people we work with each and every day, ourselves, and the communities in which we work and live,” he concludes with a smile.

The post FYidoctors : New Vision for Canadian Eye Care appeared first on Healthcare Outlook.

A HERITAGE OF HEALING AND PIONEERING CARE

In 1916, the town of Huntington, New York was undergoing a significant transformation from a small farming community to a burgeoning urban area.

As the population expanded and economic growth advanced, new residents arrived seeking opportunities, which prompted the construction of a new hospital to provide essential healthcare services.

In response to the demand, Huntington Hospital was founded by Cornelia Prime, who recognized the community’s urgent need for medical care and generously donated the land and resources necessary to begin building.

As a visionary philanthropist who played a crucial role in addressing community needs, she contributed not only financial support but also a strong commitment to improving local healthcare infrastructure.

At a time when women had limited rights, Prime’s leadership solidified her status as a trailblazer in Huntington.

Today, Prime’s legacy is recognized in the town with streets renamed in her honor and various community events celebrating her impact on the town, ensuring her remarkable support is never forgotten.

“Over the last 110 years, Huntington Hospital has established itself as a trusted partner in the community it serves, and we have done so by providing high-quality care and focusing on the needs of the community,” introduces Dr. Nick Fitterman, President.

“Becoming part of Northwell Health (Northwell), a large integrated health system, afforded us even more opportunity to grow and advance care,” he continues.

Northwell’s Center for Learning and Innovation (CLI) and Institute for Nursing (IFN) provide Huntington Hospital employees with unlimited access to ongoing education.

By sharing best practices throughout the system, the hospital can both contribute to and benefit from the collective knowledge of thousands of team members.

“We have a culture of always wanting to do better tomorrow than we did today. Never becoming complacent from past or current successes keeps all our partners eager to learn, innovate, and evolve,” Dr. Nick highlights.

TAILORED EXCELLENCE

While a typical community hospital will attempt to provide a wide range of services for everyone, Huntington Hospital has the advantage of being part of an integrated system with specialty, tertiary, and quaternary hospitals.

These facilities are all accessible within minutes via robust transfer services, including ambulances, helicopters, and planes.

This allows the hospital to focus on the most prevalent needs of its community and develop programs of excellence, such as those for cardiovascular disease.

“We were one of the first cath labs in New York State without on-site open-heart back-up.

Over 30 years later, we still have a very active lab that was recently refreshed with two rooms capable of doing all the advanced procedures one expects in such a lab. Therefore, we can treat any acute or chronic heart disease that does not require open-heart surgery,” informs Dr. Fitterman.

“Moreover, we included the CoroFlow Cardiovascular System in both labs to complement our women’s health program as it can diagnose microvascular angina, which predominantly impacts women, and no such lab existed in our area.”

The hospital also refreshed its very active electrophysiology (EP) lab and is planning to revise a second one.

This addresses the changing landscape of arrhythmia treatments – notably atrial fibrillation and the increasing role of ablation as a primary therapeutic option.

“Huntington Hospital also supports an aging community that needs the expansion of two additional programs – cancer treatment and orthopedics, including spine care,” Dr. Fitterman outlines.

“We have a disease-specific Advanced Certification in Spine Surgery from the Joint Commission and a clinically and academically active orthopedic residency program, which published over 40 articles in peer-reviewed journals last year.”

This type of academic currency helps the hospital attract a higher caliber of learners and attendings, further elevating the care provided.

Along with its orthopedic residency program, Huntington Hospital has podiatric surgery and pharmacy residency programs, exemplifying the hospital’s commitment to medical education.

“We will be developing our own internal medicine program in 2027 to help meet the need for more primary care in the area we serve and to create a pipeline of talent for future recruitment,” Dr. Fitterman adds.

The hospital also has high-quality programs meeting the needs of the most common cancers in the region – lung, breast, prostate, and colorectal.

“We participate in clinical studies, cancer genetics, and collaborate with the world-renowned Cold Spring Harbor Laboratory. This year, we have introduced the most advanced linear accelerator for cancer treatments called the Varian Ethos™.”

ELEVATING WOMEN’S HEALTH

Women’s health is often neglected in healthcare, and Huntington Hospital has addressed this by establishing a women’s health center nearby its main campus.

Women can receive comprehensive care for all their primary and subspecialty needs at the center, which complements the hospital’s mother-and-baby unit with beautiful suites for couples and their newborns.

“We are a center of excellence for minimally invasive gynecologic surgery, and our expert surgeons train others in these techniques,” Dr. Fitterman imparts.

Furthermore, Huntington Hospital is expanding its labor and delivery suite to accommodate an increasing number of deliveries.

“We will continue to grow our laborist and neonatal intensive care programs. We are a site that trains and educates future obstetricians and gynecologists, thereby creating a pipeline of talent.

“Being part of the Katz Institute for Women’s Health aligns us with other systemwide collaborations to advance the care of women,” he elaborates.

Every unit and department has an alignment board visibly posted as a reminder of Huntington Hospital’s mission, vision, and values (MVVs) and strategic objectives.

The purpose is to ensure that all 2,100 team members and partners understand how every task they perform aligns with the greater mission.

“MVVs help instill a sense of purpose – this is vital in all professions but especially healthcare, which is personal, people-dependent, and a privilege to be part of.

“Our mission statement – ‘The right care, every touch, every time’ – is a credo we all model and live by. That is what helps drive accolades, such as the 5-star rating by the Centers for Medicare and Medicaid Services, more than any dashboard metrics,” Dr. Fitterman earnestly expresses.

ENHANCING CARE THROUGH STRATEGIC SPECIALIZATION

There has been significant activity at Huntington Hospital recently with the refurbishment of an interventional radiology (IR) suite.

This is part of a broader strategy to address cancer by relocating diagnostic and therapeutic procedures traditionally performed in operating rooms to IR suites and support the expansion of its growing vascular surgery program.

The hospital has also opened a state-of-the-art wound care center, which includes two hyperbaric oxygen chambers, and plans to introduce a thrombectomy program to become a thrombectomy stroke center.

“As a designated primary stroke center, we are seeing more patients with acute ischemic stroke becoming candidates for thrombectomy; we feel our community needs this service closer to home,” emphasizes Dr. Fitterman.

Equally, there are plans to advance Huntington Hospital’s Level 3 trauma designation to Level 2, which it will formally achieve by adding just a few additional on-call services.

The needs of the community drive the decision to specialize in specific programs over others. If there is a need the hospital cannot meet for any reason, such as not having enough high-quality surgeons or specialists for a particular disease, then it partners with sister hospitals across Northwell.

“We would rather transfer to a program of excellence, if we don’t have one, than build a program of mediocrity,” Dr. Fitterman declares.

EMPOWERING THE FUTURE

Huntington Hospital is proudly committed to investing in the growth and development of current and future leaders as well as frontline staff.

“In addition to CLI and IFN, we collaborate with top-notch programs at Harvard University, Cornell University, and The Health Management Academy,” Dr. Fitterman reports.

“These complement the robust physician administrative leadership programs at Northwell. These are essentially mini-MBA programs and are as impactful as any I’ve encountered elsewhere.”

This emphasis on comprehensive training and leadership reflects Northwell’s commitment to innovation in patient care.

For instance, the hospital added navigational bronchoscopy, which has expedited the diagnosis and treatment of lung cancer.

It allows for much quicker and safer sampling of pulmonary nodules suspected of being cancer, therefore providing better patient outcomes.

In addition to these advancements, Huntington Hospital will be improving its cancer campus with the opening of the Wisser Family Cancer Center, part of the Northwell Cancer Institute.

“When complete, we will have medical, surgical, and radiation oncology on one site.

“This will be coupled with infusion bays, a genetics program, a survivorship center, and imaging, all on a single campus – it will transform cancer care in our community,” concludes Dr. Fitterman.

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HOW AI CAN TRANSFORM AFRICAN HEALTHCARE

When I was a medical student in China, my mother died from tuberculosis (TB) in Uganda. What hurt the most was that I knew that the disease was not invincible. Unfortunately, there was a perfect storm of her chest X-ray sitting waiting for weeks to be read, then her treatment being delayed, and then no one to connect the dots for her when her treatment went awry and damaged her liver. 

For millions across Uganda, Kenya, and South Sudan – the African countries where I’ve worked as a doctor – their reality is shaped by the same delays my mother faced: in seeking care, diagnosis, and in treatment. We can change the trajectory of healthcare in Africa and save people like my mother by leveraging artificial intelligence (AI). 

There are three ways to do this, namely making sure the source  of healthcare data is robust, leveraging AI at scale across this data as a tool of empowerment, and lastly, humanising AI by centring it around patients and caregiver experience. 

First, Africa’s healthcare data needs to be reasonably clean, complete, and compatible across healthcare centres, as a solid foundation for AI to work its magic. In my secondary school in Kenya, I remember using the Microsoft Disk Operating System (MS DOS) on a cranky desktop with a floppy disc and learning about ‘garbage in, garbage out. This is the concept that poor quality information or input produces a result or output of similar quality. 

With faulty source data, AI is moot. As a consultant for the World Health Organisation (WHO) in the Middle East and Africa in 2014 and 2015, I saw first-hand how African healthcare systems are hampered by data that is not only poor quality but also neither connected nor transferable from one facility to another.  

Even worse, the responsibility is left to the patients to move with their records – often incomplete – across their healthcare providers. For AI to stand a chance in African healthcare, we need good-quality healthcare data that is coordinated and connected across all hospitals and community centres. 

Secondly, once we are reasonably comfortable with the source data and its governance, we need to leverage AI at scale as a tool of empowerment, rather than just automation. I’m an AI dreamer, and I can imagine a future where a digital agent in a rural South Sudan clinic – like the one I ran prior to the country gaining independence – supports nurses with reminders, tracks patient follow-ups, and escalates emergencies before they become tragedies. 

I know that the quality of care by my incredibly talented African medical colleagues is top-notch, but it is the follow-up and surrounding care where we still have huge gaps in Africa. We need AI to amplify our skills, compassion, and post-hospital support. 

TRANSFORMING HEALTH-SEEKING BEHAVIOURS 

Whilst we welcome the AI giants of the world to partner on Africa’s journey, I’m even more excited that we have our own solutions! 

The continent’s AI sector is valued at USD$4.5 billion in 2025 and is rising rapidly. It is not a footnote in the global narrative. African start-ups like Kito Health – where my partner is co-Chief Medical Officer – are building digital platforms to democratise and transform health-seeking behaviour for caregivers of children. 

Kenya’s Qhala, founded by Aspen New Voices Senior Fellow, Dr Shikoh Gitau, is redefining healthcare innovation through the deployment of AI to address systemic challenges such as workforce shortages, disease surveillance, and access to care.  

The Africa Centre for Applied Digital Health, started by my colleague Dr John Mark Bwanika, is a Kampala-based non-profit transforming Africa’s healthcare landscape through AI and data science. All this heralds the emergence of solutions built for us, by us. 

Lastly, we must centre AI-based healthcare solutions around the patient and caregiver experience. For years, we in the African diaspora have played doctor-on-the-phone like I did with my mother when she had TB and my dad when he had a stroke, deciphering symptoms, reading emails at midnight from relatives, and navigating care from afar. It’s exhausting and unsustainable, but borne out of necessity. 

Let’s leverage this experience of being caregivers to develop fit-for-purpose AI solutions. Agentic AI stands to transform this diaspora lifeline into something systematic and scalable, potentially equipping our healthcare data and memories with much-needed continuity.  

For a mother managing her child’s asthma in Ouagadougou or a young man living with HIV in Lagos, these bots could remember, remind, and ensure that no crucial detail is left behind. 

BUILDING A ROBUST HEALTHCARE INFRASTRUCTURE 

To be sure, Africa’s healthcare landscape is challenging. Human resources are stretched, infrastructure is crumbling, and public sector funding is insufficient, but Africa is also a continent of possibility, and AI can help us unlock doors we dared only knock on before. 

As a 2025 Black British Business Awards 2025 Winner (Senior Leader – STEM category), I urge my fellow business leaders both in Africa and in the diaspora to invest in Africa’s AI-powered healthcare, not for charity, but for sustainable growth and impact. 

African policymakers should invest in robust healthcare digital infrastructure and put data protection at the heart of national policy. All of us in the diaspora should embrace the lessons from our informal caregiving and help AI turn it into scalable, sustainable, and transformative digital action.  

My mother’s story is, unfortunately, still not unique. The time for change, turbocharged by AI, is now. 

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