HealthXL Digital Health Success Stories Report Part One

Connecting The Dots To Promote Health Innovation
HealthXL | December 2017
1
Digital Health Success
Stories (and Failures)

About HealthXL:
The Leading
Platform For
Collaboration
The HealthXL Community brings together
key market stakeholders in digital health
and empowers them to collaborate and
learn from each other.
(see list of some of our members on the
right).
2

CONTENTS
3
Navigating the Space
Success Stories
Fail Better
Expert Perspectives
What Next?
Section 1:
Section 2:
Section 3:
Section 4:
Section 5:
Hanna Phelan
Head of Clinical Engagement
Dr Chandana Fitzgerald
Medical Lead
Michael Garrow
Head of Innovator Relations

Navigating the Space
Where Are We Now?
4

INVESTMENTANDOUTCOMEDISPARITIES-ATROUBLINGTREND
MANAGING DIRECTOR
GE VENTURES
Lisa Suennen
Lisa Suennen is Managing Director
at GE Ventures focused on early-late
stage healthcare investments
across health IT, health services and
medical devices. Lisa also leads
Venture Valkyrie LLC, a publishing
and business advisory firm and is a
founder of CSweetener, a not-for-
profit company focused on
matching women in and nearing
the healthcare C-Suite with mentors
who have been there and wish to
give back. Lisa is a member of the
faculty at the UC Berkeley Haas
School of Business, where she
teaches classes on venture capital
and the changing healthcare
economy.
6
“Digital health success cannot be defined by investment statistics. It
must be measured by the impact of these products and services on people –
the patients and providers and scientists using them to make material
changes in the healthcare system.
We must see evidence of efficacy, both clinical and financial, in order to
declare a company a possible success. And in the end, these companies will
have to produce material returns for their investors - given the amount of
money that has poured into the sector, we have yet to see more than
handful of superior financial outcomes.
It’s still early in the marketplace, but aspiring healthcare players need to
play the healthcare game, meaning evidence to justify adoption,
reimbursement and sustainable long-term business success.
We will know we have succeeded when we stop talking about “digital”
health and start talking about solutions that payers, providers, and
patients can’t live without. Digital should not be a novelty, but a feature of
a solution, as it has become in other industries.”
EXPERT PERSPECTIVE

Overview
DIFFERING VISIONS OF SUCCESS
The ‘digital health’ arena has
brought together a multitude of
stakeholders, from healthcare
systems to pharmaceutical
companies and start-ups. It’s no
secret that success looks very
different to each of these
players.
This report provides a bird's-eye view
of key digital health successes to
date, along with a selection of case
studies, companies and thought-
leaders who have been involved in
moving the needle so far - closely
considering reference points from
the availability of scientific backing
to engagement in commercial and
research partnerships, investment
and adoption.
THERE IS NO SILVER BULLET
If you’re looking for a quick fix look
away now. There is no one silver
bullet or success story that is
replicable but it is possible to identify
multiple common threads that will
help the community deliver the
improved health outcomes and
reduced costs that the digital
healthcare revolution has the
potential to deliver.
7
NAVIGATING KEY INDICATORS

● 2001 Proteus Digital Health Solutions Founded
● 2002 Kaiser Selects EPIC for HealthConnect
● 2002 Cygnus launches the GlucoWatch and
continuous, non-invasive digital glucose
monitoring becomes commercially available
● 2004 First eHealth action plan launched by
the EU Member States
● 2004 Khosla Ventures founded. Joins NEA,
Sequoia Capital, Venrock and others as active
in the digital healthcare space
● 2005 WellDoc founded
● 2005 PatientsLikeMe Founded
● 2006 Outcome Health Founded
● 2006 23andMe Founded
● 2007 Fitbit Founded
● 2009 US adopts the HITECH (Health
Information Technology for Economic
and Clinical Health) Act
● 2010 HistoRx launches the first
commercial automated quantitative
tissue pathology analysis software
algorithm for cancer assessment
● 2014 Venture capital investments in
digital health start-ups exceed $3
billion
● 2014 The UK publishes Personalized
Health and Care 2020 outlining a new
national health data strategy
● 2015 IBM Watson Health Cloud
Launched
● 2015 37 acquisitions including
Fossil Group acquisition of Misfit
for $260 million and IBM buys
Explory’s and Merge
● 2016 HoloLens, Microsoft’s
augmented reality (AR) viewer
went on sale for developers
● 2016 Theranos Scandal
● 2016 Foundation Medicine First
FDA-Approved Companion
Diagnostic
Digital Health Activity Timeline Highlights: 2001-2016

And then there was 2017 and its Milestones
OCTOBER 2017MARCH 2017 NOVEMBER 2017
$$$$$
By the first half of 2017 over
$3.5B had been invested in
188 digital health companies
- a new record in terms of
number of companies
funded and total amount
invested.
The Food and Drug Administration
(FDA) approves the first ever digital
drug-tracking tool hybrid for the U.S.
market - Otsuka Pharmaceutical Co
Ltd’s Abilify MyCite powered by
Proteus Digital Health. Coined as
opportunity to address $300B in
wasted medical spend.
So what have we achieved and what can we learn?
SOURCE: http://bit.ly/2tG6o3L
SOURCE: http://for.tn/2zFl34u
The one that really caused shockwaves. In October Amazon announced its
potential disruption of the pharmaceutical industry by selling prescription
drugs online.
Following this CVS, the largest pharmacy chain in the U.S., reached a deal
to buy insurance giant Aetna for $69 billion.
Another step towards democratized healthcare? Or just more cash plays?
SOURCE: http://bit.ly/2AD8B3r

10
Digital Health Successes
Improved Health Outcomes & Financial Returns

Core Themes of Digital Health Success Stories
Evidence-Based Advances
With thousands of digital health solutions
on the market, clinical and economic
proof is vital for companies to prove
validity and efficacy.
Purpose-Built Business Models
Innovative business models are going outside
of the norm to penetrate a tightly-regulated
healthcare industry to produce real outcomes
and provide precedent for future disruptors
looking for guidance.
Widespread Adoption
Are we too quick to term a solution being
‘adopted’ a success? There is still only a
small handful of digital health companies
that are making an impact worldwide.
Notable Acquisitions
The increasing pace of mergers and
acquisitions in digital health signal the
growing maturity of the space and the
opportunity for success that lies ahead
given the involvement of key industry
players.
Acquisition
WidespreadAdoption
PurposeBuiltBusiness
Models
Evidence of Efficacy
MARKERS FOR DIGITAL
HEALTH SUCCESS

The Rising Success of Evidence-Based Solutions
Why is this a success? The world's
first FDA-cleared EKG with artificial
intelligence for Apple Watch
Research Partnerships:
● Heart Rhythm Society
Clinical Trials:
● iPhone Helping Evaluate Atrial
Fibrillation Rhythm Through
Technology (iHEART)
Publications
● Detection of Recurrent Atrial
Fibrillation Utilizing Novel
Technology
Why is this a success?
Proven clinical outcomes and cost-reduction
through online behaviour change plans.
Partnerships:
● Aetna
● BlueCross BlueShield
● Premera
● Horizon
Publications:
● A Tele-Behavioral Health Intervention to
Reduce Depression, Anxiety, and Stress
and Improve Diabetes Self-Management
● Leveraging remote behavioral health
interventions to improve medical
outcomes and reduce costs
See More Evidence Based HealthXL Verified Companies Here
Why is this a success?
Delivering an outcome-based health program to
prevent the further development of chronic
disease.
Research Partnerships:
● American Medical Association
● Intermountain Health
● Kaiser Permanente
● Blue Cross Blue Shield of Louisiana
Clinical Trials:
● Preventing Diabetes With Digital Health
and Coaching (PREDICTS)
Publications:
● Long-term outcomes of a Web-based
diabetes prevention program: 2-year
results of a single-arm longitudinal study.

FOUNDER & CEO
Brenda Schmidt
13
“As a preventive benefits manager, Solera Health works closely with its network of digital
solution providers to increase enrollment and sustainable revenue through Solera’s
health plan and employer contracts. Solera’s business model was purpose-designed to
help digital therapeutics providers gain access to qualified patients, enhance
engagement by matching patients to specific programs, and facilitating payments for
sustained engagement and outcomes. For digital providers, they can access the
appropriate patients for a low acquisition cost without the long lead time to contract with
a payer.
For payers, health plans and employers contract with Solera to access a dynamic national
network of high-performing digital solution providers that offer a variety of options for
diverse populations. Solera’s approach of matching patients with the digital program
provider that meets their unique needs and preferences drives industry leading
sustained engagement and outcomes. Solera monitors and benchmarks satisfaction
and quality metrics and is only paid for performance. Solera’s unique model aligns
incentives between the payer and digital provider and increases the likelihood of success
for the digital providers in their network. We have enrolled tens of thousands of
patients in digital programs that are improving patient health.”
Purpose-Built Business Models

Company Acquisitions
Funding
Round
Amount Date Approximate
Investor ROI
Seed $750k Nov 2011 >25x
Series A $7.6m April 2012 >3x
Series B $15.2m Dec 2013 >2x
Series C $40m Dec 2014 >1x
Total
Raised
$63.5 m Acquired Nov
2015
$260m
Funding
Round
Amount Date Approximate
Investor ROI
Angel $450k Jan 2012 >15x
Seed $1m March 2014 >12x
Series A $4.8m March 2015 5x
Total
Raised
$6.2 m Acquired
Jun 2017
$74m
Funding
Round
Amount Date Approximat
e
Investor
ROI
Seed $1m Feb 2015 >65x
Total
Raised
$1m Acquired
Aug 2016
$200m
Notable Company Acquisitions
SOURCE: crunchbase.com
All investments performed whereby the earliest investors got a higher percentage return for their risk, whilst the later investments had a lower percentage
return, but the highest absolute return, with a relatively short period between investment and exit.

Fitbit and MyFitnessPal have both respectively
opened up an arena for wearables to be adopted at
mass.
In Q4 2015, Fitbit reported revenue of nearly $700
million, and 8.2 million devices shipped. They have
seen a sharp drop in both earnings and devices
shipped as Q3 2017 earnings are reported at just $400
million with 3.6 million devices shipped.
Under Armour’s acquisition of MapMyFitness,
EndoMondo and MyFitnessPal has made them the
largest digital health and fitness community in the
world. According to Under Armour's CTO Paul Fipps
215 million people have downloaded one of the 3 apps.
These two companies are examples of the new
school and old school healthcare disruptors that set
out to put health information in the laps of
consumers.
With more than 2 million customers, 23andme hold the
largest collection of gene-linked data in the world. After a
recent funding round of $250 million, the company eying
to expand it’s customer base to 10 million people.
Founded in 1996, WebMD has answered health related
questions for consumers and medical professionals
years. In 2016 they attracted more than 70 million
monthly unique users. KKR acquired WebMD in July
2017 for a deal valued at roughly $2.8 billion.
Widespread Adoption
SOURCE:

CASESTUDY-BOSTONCHILDREN'S
HOSPITAL:CIRCULATION
16
The Problem
Each year, ~3.6 million patients across the USA miss at least one
medical appointment due to lack of access to transportation. This
trend has been reported for over a decade, as research from the
Transportation Research Board reports similar figures from 2005.
To date, non-emergency medical transportation (NEMT) has been
coordinated through a variety of parties, such as transportation brokers,
managed care benefits, and non-preauthorized contractors.
Each of these systems operate on a state-by-state basis, with non-
preauthorized contractors able to rely on ‘volunteer drivers’ as sufficient
means for non-emergency medical transportation. As a result, NEMT
systems are fragmented and inefficient.
The issues of appointment access, as demonstrated by missed
appointments, and fragmented transportation systems, as demonstrated
by current transportation systems, are addressed by Circulation.
John Brownstein, PhD is a global leader in
HCIT and, in particular, the emerging fields
of informatics and big data analytics. He
runs a 50-person multi-disciplinary team
focused on digital innovations that span
clinicians and consumers. His group is
supported by a multi-million dollar budget
including grants from NIH, USAID, DoD,
IARPA, CDC, Google, Skoll and Gates
Foundation. His work has pioneered
‘digital epidemiology’- utilizing diverse
digital data sources to understand
population health. His work is published in
over 150 peer-reviewed papers, all
focused on new methods and applications
in digital health. This work was recognized
by the White House with the Presidential
Early Career Award for Scientists and
Engineers.
John Brownstein
Chief Innovation Officer
Boston Children’s Hospital
INSIDER CASE
STUDY

17
The Team
The Circulation team is comprised of 20+ individuals from Boston Children’s
Hospital and beyond. The founding team includes:
● John Brownstein, PhD (co-founder)
● Jared Hawkins, PhD (CTO, co-founder)
● Robin Heffernan, PhD (CEO, co-founder)
Collaborations
Circulation collaborates with a variety of partners, including transportation
companies, investors, and health systems.
● Transportation Partners include Uber and Lyft.
● Investors include Flare Capital Partners, Providence Service
Corporation, Echo Health Ventures, Intermountain Healthcare
Innovation Fund, Humana, and NextGen Venture Partners.
● Currently, Circulation services over 1000+ health facilities across the
US, in 44 states, including: Boston Children’s Hospital, Mercy Health
System, and Nemours Children’s Health System.
Engineers.
John Brownstein
INSIDER CASE
STUDY

PATIENT
SATISFACTION
4.9/5
AVERAGE RATING
COST SAVINGS
UP TO 70%
SAVINGS ON RIDE
COSTS
ON-TIME
APPOINTMENTS
95%
INCLUDING WAITING
FOR PATIENTS
NO-SHOW
8%
COMPARED TO
INDUSTRY 20-25%
18
Success Metrics
● Circulation has achieved several key financial metrics. Institutions
participating with Circulation see transportation cost savings of up to
70%.
● Similarly, institutions participating with Circulation report an 8% no-show
rate, compared to an industry average of 20% - 25%.
● Circulation has also achieved several key health outcomes. 95% of
patients arrive to appointments on time to institutions participating with
Circulation.
Engineers.
John Brownstein
INSIDER CASE
STUDY

19
Transferable Learnings for Future Successes:
Lesson One:
● Consumers want to consume health care. Circulation, which has partnered with
Uber and Lyft, reports an average rating of 4.9 out of 5 from extensive user feedback.
This is, in large part, a result of the convenience and ease that Circulation brings
to healthcare logistics.
“Patients and providers expect the same service that they receive outside healthcare –
namely convenience, quality, and reliability,” says Robin Heffernan, PhD, Circulation CEO
and Co-Founder.
Lesson Two:
● Social barriers can inspire healthcare tech. Iora Health, a Circulation client, is
scaling the Circulation platform to a national level. “A key way to ensure that older
adults can make progress on their health goals is by removing significant social
determinant barriers such as reliable transportation,” says Duncan Reece, Senior Vice
President and General Manager for Iora Health.
● Lesson Three: Create a track record of success. Circulation recently announced Lyft
as a partner. Robin Heffernan, PhD, Circulation CEO and Co-Founder, recognizes Lyft
as a “collaborative partner with a track record demonstrating a strong commitment to
the healthcare space.” Relationships with strong, successful partners have enabled
Circulation to scale rapidly, demonstrated by the 1,000+ healthcare facilities supported
by Circulation and the recent closing of a $10.5 million series A round of funding.
Engineers.
John Brownstein
INSIDER CASE
STUDY

20
Expert Perspectives
Clinical, Investment, Entrepreneur & Industry Insights

PARTNER
Albion Capital
Christoph Ruedig
Christoph focuses on investments in
healthcare and renewables. He
initially practised as a radiologist,
before spending 3 years at Bain &
Company. In 2006, he joined 3i
working for their Healthcare
Venture Capital after which he
worked for General Electric's
healthcare division, where he was
responsible for mergers and
acquisitions in the medical
technology and healthcare IT
sectors. He holds a degree in
medicine from Ludwig-Maximilians
University, Munich and an MBA
from INSEAD.
21
“I emphatically agree that there is a lot of investment going into the sector but very few
success stories. Our sale of Exco Intouch was one of the very few VC-backed companies to be
sold in the sector in Europe.
At the heart of the problem in my view is that there is a mismatch between:
1. Expectations of quick and fast returns, partly driven by hype around new
technologies incl. AI, partly by investors not familiar with healthcare.
1. The reality of the slow pace of adoption in the healthcare industry.
My prediction is that there will be a correction and that only firms that demonstrably
deliver improved outcomes at lower cost will be able to thrive and attract capital in the long
term.
Success in digital health has to mean improved outcomes and lower cost. This is not the drug
industry where you only need to show improved outcomes – most clinicians are highly
sceptical that tech will deliver improved outcomes, even if a company has demonstrated it, say
in a clinical trial.
Perhaps that scepticism will decline in the future as more and more data is generated and
today's millennials enter medical professions and become the new KOLs. But today, we as
investors always want to see the cost curve being bent. If you achieve both improved
outcomes and cost, than financial returns should follow, all else being equal.”
EXPERT PERSPECTIVE

22
“There are few successes in Europe of late. Most are in the pharma IT sector (Zinc
being bought by Veeva, Definiens being bought by AstraZeneca, Exco Intouch
being bought by ERT, etc.), far fewer on the provider or patient facing side.
Our strong view is that as far as provider-facing solutions are concerned, just
offering another geeky technology is not going to cut it, for a number of reasons.
You need to be delivering a solution and that most often means providing a
service in addition to the technology if you want to be able to quickly drive
adoption.
A lot of the interesting businesses we see have got a well-run service that they
make more efficient and effective with the use of technology.
The other area where we see strong growth in adoption and businesses scaling
quickly is B2C, i.e. a new software or piece of hardware which consumers pay out
of pocket. This is overlapping with the wellness space but we focus on the ones
which can demonstrate improved clinical outcomes, e.g. by running trials with the
consumer data.
Completely depends on the area. Pharma IT needs an ability to understand the
pharma mindset and a culture sharing the same views, i.e. conservatism, fear of
regulators, etc. B2C needs a culture that is marketing-led.”
PARTNER
Albion Capital
Christoph Ruedig
Christoph focuses on investments in
healthcare and renewables. He
initially practised as a radiologist,
before spending 3 years at Bain &
Company. In 2006, he joined 3i
working for their Healthcare
Venture Capital after which he
worked for General Electric's
healthcare division, where he was
responsible for mergers and
acquisitions in the medical
technology and healthcare IT
sectors. He holds a degree in
medicine from Ludwig-Maximilians
University, Munich and an MBA
from INSEAD.
EXPERT PERSPECTIVE

23
Would you define digital health success as delivering positive health outcomes and
financial returns?
As a clinician working in the NHS, my principle focus is patient care so I am heavily weighted
towards looking at positive health outcomes. Having spent time as a commissioner, and also
from previous battles on increasing adoption, those paying for healthcare services look for hard
evidence on clinical outcomes from trial data over pilot experience. Regarding financial returns,
within the NHS this is mostly about reducing net spend.
What examples come to mind when you think of digital health successes and
failures?
What can we learn from these examples?National programme for IT is often cited as a
significant digital health failure, and the lessons learned from this are well known. Out of this,
some successes did arise, such as the NHS Spine and services such as Summary Care Record,
Patient Demographic Service, and eReferrals. The lesson here is that foundation work that
allows people to build on top is an important area to deliver on.
General Practitioner, Digital
Health Consultant and
Founder of VR Doctors
Dr Keith Grimes
Dr Keith Grimes a General
Practitioner and Digital
Healthcare Consultant. With
20 years’ experience of work
within the NHS, he’s led
award winning projects
including MyLittleOne, a
neonatal camera & tablet
system, and Brighton & Hove
Roving GP service and
founded VR Doctoran online
community dedicated to
exploring Virtual &
Augmented Reality in Health
& Social Care.
EXPERT PERSPECTIVE

24
Which segments of digital health do you see as having the greatest potential for
positively impacting health outcomes and delivering financial returns and why?
“There is much interest in Artificial Intelligence as a way of improving outcomes (through better
clinician decision support and early notification of abnormal test results, for example) and
reducing costs (by decreasing the need for costly and scarce clinician human resource). It
remains to be seen whether this can be delivered, but there is reason to be hopeful in areas
such as pathology and radiology. With immersive reality technologies like VR and AR, the hope
is that applications such as pain and anxiety reduction, mental health, and education and
training will lead to improved access to care and greater numbers of doctors and nurses.
Mental health in particular is a difficult area with long waiting lists and growing demand.”
In your perspective, what cultural elements are facilitators/impediments to scaling
digital health success?
“In the UK NHS, the public are not used to paying for any health care services, which is an
impediment to going direct to consumer. The NHS is famously difficult to have innovations
adopted as well, although the National Innovation Accelerator, the Academic Health & Science
Networks, and the tech tariff are beginning to change this. Any products or services that sit on
consumer technology, such as smartphones and popular apps and platforms, are more likely to
succeed by driving the pressure for service change from the patients or frontline staff. A good
example is how whatsapp use between doctors in hospital is growing in the absence of other
options. The NHS needs to be better at accepting this into workflow.”
General Practitioner, Digital
Health Consultant and
Founder of VR Doctors
Dr Keith Grimes
Dr Keith Grimes a General
Practitioner and Digital
Healthcare Consultant. With
20 years’ experience of work
within the NHS, he’s led
award winning projects
including MyLittleOne, a
neonatal camera & tablet
system, and Brighton & Hove
Roving GP service and
founded VR Doctoran online
community dedicated to
exploring Virtual &
Augmented Reality in Health
& Social Care.
EXPERT PERSPECTIVE

25
“Digital Health definitions range depending on who you ask so it is important to set an agreed
upon definition across the community, granted it may continue to iterate and evolve. The
original definition that was put forth by Paul Sonnier “intersection of digital and genomics”.
If I look at the health & care market, we will continue “hacking our bodies from within” –
meaning while small molecules still here to stay: large molecules, stem cell, RNA, DNA will
continue advancing towards much more personalized experience & medicine.
At the same time, digital health is also broadly used to incorporate efficiency tools and process
improvements, however my personal view is that HealthIT defines that best – leveraging
technology to improve existing cumbersome processes across the health & care ecosystem.
We then get to what I would now define digital health – which is the science of behavior change
leveraging all the hard work the HealthIT community continues doing around data siloes,
combined with huge advancements in artificial intelligence to improve healthcare consumer
experiences.
In addition, the upstream early & preventative diagnostics that enhance the said patient
experiences to much more frequently and with accuracy move towards assisted #selfcare”
Eugene Borukhovich
GLOBAL HEAD OF DIGITAL HEALTH
INNOVATION & INCUBATION
BAYER
Eugene Borukhovich
currently serves as a Global
Head of Digital Health &
Innovation at Bayer. He’s also
an Entrepreneur in
Residence at Personal Health
Solutions (PHS), and a
founder of Health 2.0.
Together with Yoram
Levanon, Chief Scientist
Officer at Startup Beyond
Verbal he will talk about
startups and innovation in
digital health.
EXPERT PERSPECTIVE

26
Which segments of digital health adoption do you see as having the greatest
potential for positively impacting health outcomes and delivering financial returns
and why?
With that definition, laser focus on customer & patient experiences with digital therapeutics at
the core of it is what is already showcasing scientific evidence and even generating revenues.
What examples come to mind when you think of digital health successes and
failures? What can we learn from these examples?
Companies like WellDoc, Omada, Voluntis are great examples of early successes. Of Course
companies like theranos brought some negativity to the overall space. While early stage, our
own G4A recent alum, Oratel Diagnostics that is tackling early diagnostics for woman's fertility
issues via a saliva test..
·In your perspective what cultural elements are facilitators/impediments to scaling
digital health success?
Culture eats strategy for breakfast, lunch and dinner and the short answer is risk-averseness is
the main impediment. Having said that, when one is selling widgets there is not much at risk
unlike in health care when people’s lives are at stake and hence that laser focus on evidence is
key for all the startups and ecosystem partners pushing the envelope in digital health.
Eugene Borukhovich
GLOBAL HEAD OF DIGITAL HEALTH
INNOVATION & INCUBATION
BAYER
EXPERT PERSPECTIVE
Eugene Borukhovich
currently serves as a Global
Head of Digital Health &
Innovation at Bayer. He’s also
an Entrepreneur in
Residence at Personal Health
Solutions (PHS), and a
founder of Health 2.0.
Together with Yoram
Levanon, Chief Scientist
Officer at Startup Beyond
Verbal he will talk about
startups and innovation in
digital health.

27
Dr Travis Good
MD and CEO at Datica
As CEO, Travis leads Datica’s
vision. His background in
compliance, security, and
cloud infrastructure gives
him technical expertise that,
when paired with his
experiences as an MD, allows
for a unique view on the
challenges of healthcare.
“The success of digital health should align with the quadruple aim of better outcomes, lower costs, and
improved patient and provider experience. Doing that at scale creates massive success.”
What examples come to mind when you think of digital health successes and failures? What can
we learn from these examples?
“My success examples include Omada and Flatiron. The failures are plentiful, many of which I've never
heard about. In my opinion, the biggest failure perhaps is likely Practice Fusion.”
Which segments of digital health do you see as having the greatest potential for positively
impacting health outcomes and delivering financial returns and why?
“I think the hardest nut to crack so to speak, but also the biggest, is going to be the conditions where you
need to activate patients or engage patients that aren't already engaged. This is the source of massive
societal issues and healthcare costs. I'm thinking of things like obesity and diabetes, which then lead to
things like health disease and eventually some sort of cardiovascular episode.
EXPERT PERSPECTIVE

28
Dr Travis Good
MD and CEO at Datica
As CEO, Travis leads Datica’s
vision. His background in
compliance, security, and
cloud infrastructure gives
him technical expertise that,
when paired with his
experiences as an MD, allows
for a unique view on the
challenges of healthcare.
[Continued] “These conditions, most commonly, result over time from unhealthy
behavior that gets worse and worse in midlife. Finding a way to engage this group
and help them to make even very small, incremental improvements could generate
massive savings.
This is the biggest impact because it affects a large and growing segment of our
society. If I was recommending what segments to target that would be much
easier, I'd say things where patients are already engaged. Things like cancer and
pregnancy. These do have huge impact potential as well.”
In your perspective, what cultural elements are facilitators/impediments to
scaling digital health success?
“The biggest cultural impediments are technology fatigue (EHRs burn out many
clinicians and the boards that paid for them) and the frequent disconnect between
the builders of digital health and the users (patients and providers) of digital
health.”
EXPERT PERSPECTIVE

Failed Digital Health Efforts
What Can We Learn?
29

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