Health Care Teams “Go to Market” at RECONVERGE:G2 Round Two

Collaborations yield successful outcomes


RECONVERGE:G2 health teams continued their presentations in the second round of competition with three disruptors announced during their planning phase.


First, Cleveland Clinic announced a bold move in automated healthcare with the building of its first fully automated “connected care” facility in Ohio.  Here, patients will be continuously monitored and have immediate response to all questions through a voice-activated virtual buddy.  Augmented reality and robotics will be applied for precision procedures, and a volunteer team of “red coats” will be available to consult with patients and families to allow a personal touch.


Second, “After years of hype about the possibilities of genetic testing flowing from the human genome, project YAWYE (You Are What You Eat) is today announcing that after years of clinical and randomized trial testing…they have developed the first scientifically validated and reliable genetic test for diet advice.”


Food companies are hopping on board to supply products available at the same time as the product launch to make it easier for people to incorporate test results into their lifestyles.


Finally, Johnson & Johnson acquired Fitbit in effort to gain users and their data and welcomes them into the Johnson & Johnson family.


Teams received insights into their progress with the delivery of a needs/wants analysis from the market team after assessing scores after round one.


Teams were ranked on their abilities to fulfill expectations of the market.


These expectations are:


  1. Highly personalized information flows for patients;
  2. Technology less invasive or miniaturized;
  3. Patient and data privacy;
  4. Evidence the technology works and is safe;
  5. Highly customized treatment based on patient data;
  6. Avoids side effects;
  7. Shift in focus to prevention, less on treatment


ABJ Corporation


Strategic expansion


  • J&J Partnership
    • Data warehousing
    • Employee use
    • Alexa delivery
  • Expanded Alexa to include preventive education direct2care connections and medication adherence tracking.
  • Proposing partnerships with J&J and GSK to test pharmagenomics
  • Access to data and ability to prove APS model
  • Expanded prevention services
  • Enabled payment for improvement outcomes
  • Improves efficacy and safety of drug delivery including oncology


Technology strategies


  • Patient repository consumer portal
  • Alexa educates, connects to care centers, and schedules appointments
  • Pharmacogenomic investments with J&J and Glaxco Smith Kline
  • Build data warehouse: HIPAA compliant, leverage and integrate J&J data
  • Pharmacogenomics AI engine: Build analytics engine to evaluate impact of personal genetics and drug effectiveness; partner for drug testing
  • Build consumer portal and personalized recommendation engine leveraging Alexa foundation: Includes personalized education, live connection to clinical staff and medication tracking


Addressing market concerns


  • Personalized information flows
  • Less invasive technology
  • Patient and data privacy
  • Evidence that technology works and is safe, payer pays for outcomes, customized treatments, and prevention over treatment




Market asks:


Q: How are you going to receive data from patients?

A: Partnership with J&J allows biometric sensor data to be collected, we are only the aggregator and leverage a Fitbit partnership.


Q: Market concerns: Have you started a plan on execution or is this a roadmap to address?

A: Partnerships are discussing integrating data, some still need to be addressed but we will reiterate how we are thinking about personalizing care because the market wants it.  Some changes made are geared to market concerns.  Also, we want to minimize technology–one advantage we have is as an aggregator it lessens our footprint to access.


Q: Please address drugs and their costs, and explain what is ABJ doing?

A:  Drug costs grow.  One way to look at it is to pay doctors for prevention efforts for their outcomes in wins; another is a focus on pharmacogenomics assures dosage matches patient genetics to reduce risks–better costs also assure right dosing.


Johnson & Johnson: Wellness for the World


Leveraging J&J core competencies:


  • Pharmaceuticals
  • Medical devices
  • Consumer products




  • Johnson & Johnson acquired Fitbit
  • J&J partnered with ABJ to provide consumers sensors for all 950,000 employees, leveraging Amazon’s AWS system and expertise in data security
  • Partnering with Anthem to roll out J&J Fitbit sensors to a test group of 80,000 Anthem subscribers
  • Research project with Mayo clinic. Mayo will work with us in creating a comprehensive line of biomonitors to increase patient health
  • Partnering with the Gates Foundation in effort to deliver low cost vaccines


Low cost sensors


  • Collect home monitoring
  • Protected data
  • Health at home
  • Partnership with payers and technology providers to leverage acceptance of biometrics by consumers—partners have access to sanitized aggregate data


Sensors at point of care


  • Outfit evolving data collection strategies


Sensor development–consumer


  • First gen Fitbit
  • Second gen Fitbit

–Will measure hydration, caloric intake, fat gain/loss, glucose, energy

  • Mission is to provide better education in relation to statistics to help people lead healthier lives


Sensor developments—clinical


  • Work with Mayo to develop clinical sensors and data network to expand data sharing and capabilities
  • Expand Fitbit sensor to existing diabetic product line for better tracking these patients
  • Utilize blockchain technoloy along with Amazon Cloud network to improve security and consumer confidence


Improving consumer quality of life



  • Combining with Amazon to lower prices and many new sensor products and capabilities
  • Allow better health education and personally monitor their stats



  • Increase clinical data via aggregation
  • Assist clinicians with data use
  • Data from collections through Amazon can help evolve product lines




Market asks:


Q: Tell me more about monetization?

A: Many buyers for data that’s being aggregated.  We can send that to payers, government, and others.  This will be a profitable line of business.  Acquisition of Fitbit—wearable tech market is improving, expanding on it assures we are industry leaders and provides another revenue stream.


Cardinal Health


  • Cardinal Health is a globally integrated healthcare company making advancements that increase value and decrease cost, networks allow innovation
  • Everyone involved in the health circle impacts patient outcomes


What next?


  • Driving connections
  • Through them, increase care/lessen costs
  • Leveraging partnership with state of art health systems


We already have:


  • Equipment
  • Relationships
  • Expertise in optimization
  • Patient data


And Cardinal has the drive needed to create a network putting the patient at the center, we will connect the patient journey in a partnership with Mayo Clinic.


The patient journey has two points: First, better outcomes and costs.  We need understanding of how the patient goes through the process.  What steps should be taken to avoid problems?  Second is despite being the largest network, we don’t have the expertise to coordinate care, so we’ve partnered with Mayo who can share information with individual patients.  Cardinal also has information to share with manufacturers, pharma, home care providers, monitoring, and others.


We will make silos collaborative.


For patients:


  • Start to create a personalized journey
  • Patients get easy access to products they need and we understand patient needs before they happen
  • Hospital stays create an early warning system for what they need now and ahead, and can personalize care to help reach patients where they are


Savings for all


  • Reduce costs require fewer hospitalizations and shorter stays
  • We recognize the impact for the patient’s family–keeping patients at home makes things easier.
  • Digital journey platform connects endpoints through systems to inform insights, reduce friction, and enhance value.


This is to be monetized by fees at the end of the transaction.




Market asks:


Q: Data is coming from the institution, not the patients?  What is the data source?

A: Comes from all places, patients, manufacturers, and institutions.  We already have data and just connect it.


Q: Biometric data or transactional data?

A: Can’t limit it.  We need to consider partnerships with Fitbit and clinical expertise brought to the equipment to improve patient care.  Capture of the data is not the only information—we have expertise to make sense of it and move it to patient care.


We are treating patients in a connected way and include it in what is collected and used for patient or payers benefit—ultimately it all benefits the patient.


Q: What about using AI to help in care?

A: AI is used for diagnosis–also in data collection to make sense of events.  We want to create the base platform through which all information can flow.




“Destroy the network” to lower costs


Sensors, AI, and big data is useful, but 25% of citizens delay care because of costs.  Analytics won’t work without addressing the root issue of cost.


Provider gets real time alerts


  • Partner with Fitbit and Apple—Fitbit is distributed at the doctor’s office
  • Trial for each in a pilot market
  • AI analyzed health data—we will collect it and store it in our innovation center
  • Actionable insights delivered in real time to provider offices
  • Embedded cyber auditor


Targeted consumer education


  • Consumers will get alerts about trending health topics
  • Preventive care reminders pushed to them

Anthem will deliver $25K savings for a family of four by 2025.  Average of developed nations’ spend is $5,169 per person; the US average is $10,345 per person.


6.5% medical cost increase trend shows the US at $25K for family of four; by 2025, it is $73K.


Getting out of the way of the provider and allowing the market to compete will keep medical costs trends flat, 35% lower than without any intervention.




Q: An area of concern is customized treatment.  Did you think about treatment impacting the use of pharmaceuticals with side effects?  How to prevent unintended consequences?

A: AI capability will help reduce that.  It will find drug combinations, etc creating issues. Sensors will identify changes in biometrics and give instant notification to provider offices.


Mayo Clinic


“Glocal alliance”


Mayo is waging a new war to rehumanize wellness with technology, allowing local caretakers and those with technology to connect and deliver proactive care.


Moving from managing disease to holistic health.


Mayo’s partnership with Cardinal Health gives access for ours to help train theirs.  We can expand through them by gaining entry to their locations in over 60 countries.  They supply customized elements to reduce costs over time and we can improve those.


Mayo collaborates with J&J on research initiatives.  The project allows opportunities to develop lines of biometric monitors for hospital use


Clevelend Clinic press release will have connected care facilities to localize care, and they will have shared “feet on the street” with Catholic Charities, Peace Corp, and the Red Cross.


Patient outcomes are expected to increase by 28%.


Improvement of products with J&J and Cardinal will reduce costs from unnecessary treatments and move from destination healthcare to at home resourcing.


Costs today—transportation and stayover result in nearly $10k for coverage.


Glocal vision reduces costs with in home care vs hospital saves money per patient–home care cuts costs by over 30%.


Monetizing through innovation will continue.  We are evidence generators and subject matter experts.  Our results improve health outcomes as we design and implement evidence-based interventions, encourage innovation, and empower inventors.




Q: Can you tell me more about harnessing the vast amount of data available?

A: Will learn from new partnerships how resources are being used and our physicians will make recommendations.


Scoring the teams


Grading components for the judges included input from online participants, revenue generation, and meeting needs and wants of the customer.


Judges deemed a three-team tie for first—an unusual outcome.


Online market teams did well.  First place winners included the Amazon market team, Anthem, and Mayo Clinic.