© SEHTA 2009

What does it take to be a Successful Entrepreneur

in the AAL Marketplace?

Katy Lethbridge

E-Health Development Manager, SEHTA

© SEHTA 2009

SEHTASouth East Health Technologies Alliance

Facilitating the profitable and sustainable growth of companies in South East England’s

Health Technologies sector: Biotechnology, Pharmaceuticals, Medical Devices

Diagnostics, Telecare and Telehealth

© SEHTA 2009

Health Technologies in SE England• Revenue £58B• Over 1000 health

technology companies

• 5000 companies in supply chain

• 24 universities• within the GSE

health tech cluster - one of the largest in the world

© SEHTA 2009

SEHTA’s Offering

• Commercial health tech industry esp. SMEs• Health and Social Care Providers• Private Service Providers• Policy Makers / Strategic Agencies• Funding organisations• Universities / Academics• Charities / Third Sector• Support companies (consultants, legal, finance)

1. Support to Whole Health Tech Sector

© SEHTA 2009

2. Sector Knowledge and Expertise• Commercial experience of big pharma / life science

SMEs

• Expertise in research / analysis in the Life Sciences sector

• Scientific consultancy, writing, presentation

• Experience in commercialisation of innovation

• Successful fund raising from EU, public & private sectors

• Industry Board representing all sub-sectors and company sizes

© SEHTA 2009

3. Business Intelligence and Development

• Identifying and articulating user needs

• Understanding and addressing market opportunities

• Developing databases

• Developing own funding and business opportunities

• Signposting other funding and business opportunities

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4. Networking and Partnership Opportunities• Over 1200 members in more than 20 countries• 3,000 health tech contacts plus 1,000 telecare

contacts• Database of 16,000 health tech companies and

supply chain• Links to Universities – incl. Oxford, Imperial College,

UCL• Links to policy makers - regional / national Govt, DH,

NHS, Social Care, TSB, UKTI, EU • Links to regional, national and international networks

– care, health, telecoms, digital, security etc• UK Partner Search service

© SEHTA 2009

SEHTA and Telecare/Telehealth• EU project ‘PEOPLE’ - ICT for health and independence

• EU project ‘FASILIS’ – international voucher scheme

• Regional voucher scheme Telecare SME + university

• SurreyWorks Project – collaboration between industry, university, sports facility, health and social care providers

• Sustainable Social Care Procurement Report - SESCA/SEHTA

• Telecare Knowledge Network

• International Centre of Excellence in Telecare – ICE-T

© SEHTA 2009

ICE-TInternational Centre of Excellence

in Telecare

© SEHTA 2009

What is Telecare?Telecare is the use of information,

communication and sensor technologies to deliver health and social support to people to help them live as independently as possible in the lowest intensity care setting consistent with their needs and wishes.

© SEHTA 2009

Population Demographics•In England 15.4 million people suffer from a long-term condition.

•LTCs account for 72% of inpatient bed days, 65% of outpatient appointments and 52% of GP appointments.

•LTCs consume 69% of England’s primary and acute care budget

•The ageing population and poor lifestyles will lead to more people suffering from long-term conditions

•In the western world, the ratio of workers to retirees is declining and the number of people living alone is rising

(NHS figures)

Costs of care will increase at an unsustainable rate

© SEHTA 2009

Benefits of Technology in CareEvidence supports the value of remote monitoring for people with chronic diseases

35-56% reduction in mortality47% reduction in risk of hospitalization6 days reduction in length of hospital admission40-64% reduction in physician time for check-ups63% reduction in transport costs(Cleland et al 2005; Lee R, Goldberg et al, 2003; Scalvini S et al., 2001; Elsner et al, 2006; Van Ginneken et al 2006)

Investment in technology can improve the effectiveness and delivery of care

© SEHTA 2009

Care Delivery = Market Barrier?In South East England:• Healthcare - 2 Strategic Health Authorities including:

17 Primary Care Trusts, 22 Acute Trusts, 9 Mental Health or Specialist Trusts, 2 Ambulance Trusts

• Social Services – 8 Counties, 12 Unitary Authorities, numerous local authorities

• Social Security – Dept of Work and Pensions• Private and Voluntary Sector - 92% of residential and

domiciliary care provision

Challenging!

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Poorly controlled single Poorly controlled single diseasedisease

Profession a l Care

Level 3Level 3Complex coComplex co--morbiditymorbidity

Level 2Level 2

Level 1Level 1Well controlled Well controlled (70(70--80% of LTC 80% of LTC population)population)

Population Wide Prevention

Intensity of Care

Self-Managed Care

New market

opportunities

Prescribed

Elective

© SEHTA 2009

ICE-T• Identifying new market

opportunities • Defining user need• Developing sustainable

telecare business

© SEHTA 2009

Identifying new market opportunities

• Managed Environments: Telecare in private and voluntary residential and domiciliary care sector – ‘prescribed’

• Home Settings: Support for fragile individuals or groups – ‘elective’

• Workplace: Support for people in work or returning to work, through the workplace – ‘elective’

© SEHTA 2009

Defining User NeedFacilitated workshops:• Users and Providers of care services explain

their problem / need• Technology companies suggest possible

solutions• Discussion informs development of the

specification for a Call for proposals for projects developing innovative telecare products and services

© SEHTA 2009

3 Funding Calls1. ‘The Challenge of Making Technology

Work Commercially in Care’ - 4 projects funded

2. ‘The Role of Technology in Combating Social Isolation’ – projects about to be announced

3. ‘Using Technology to Improve Health and Wellbeing at Work’ - Call open

© SEHTA 2009

What does it take to be a Successful Entrepreneur

in the AAL Marketplace?

© SEHTA 2009

What is an entrepreneur?

‘An innovator, one that introduces new technologies into the workplace or market, increasing efficiency, productivity or generating new products or services’

© SEHTA 2009

Traits of an Entrepreneur• Recognise a need• Identify a solution• Use capabilities to exploit market

opportunity• Change business norms – ‘creative

destruction’• Lateral thinking / cross-sector innovation• Social entrepreneurs – non-profit • SMEs• Women?

© SEHTA 2009

Cardionetics• Recognise Need - existing support for heart patients was

inflexible, time-consuming and expensive use of hospital resource

• Develop solution - 24-hour ambulatory ECG portable monitor with instant automated analysis for use in GPs clinics

• Exploit market opportunity - now have hundreds of its heart monitors in daily use by doctors across the UK

• Change business norms - allows GPs to perform tests locally without referring patient to a hospital cardiology department

• Lateral thinking – now developing remote monitoring in patient’s home by combining intelligent heart monitoring and mobile phone technology

© SEHTA 2009

Docobo• Recognise need - portable, easy-to-use, accessible web-based

health monitoring system usable anytime, anywhere

• Develop solution - Docobo formed to commercialise output of EU R&D project and develop ‘HealthHUB’ and ‘doc@HOME’

• Change business norms – provide end-to-end service: project management, planning, implementation, patient selection support, training, installation, technical support, decommissioning

• Exploit market opportunity – individuals, carers, PCTs, GPs, nursing/residential homes, in UK and internationally

• Lateral thinking – system changes functionality to interface with number of out-of-hours services, monitoring services and GP systems. Multi-patient hub for community settings

© SEHTA 2009

South East Health• Recognise need - out of hours GP services

• Develop solution – call centres, primary care service in A&E, GP-led health centres, nurse led services, pharmacies

• Lateral thinking – call centres adapted for delivery of telehealth / telecare monitoring and response services to health and social care providers – set up South East Health Assisted Living Ltd

• Change business norms – innovative open-platform technology integrates health and social care data and supports assistive technology equipment from all major providers

• Exploit market opportunity – business strategy fits new GP consortia procurement model and Govt drive for co-operation between health and social care providers

© SEHTA 2009

PassivSystems• Recognise need - most homes waste energy

• Develop solution - PassivEnergy™ online home energy management adjusts energy use based on individual lifestyle: saves up to 18% on energy bills

• Exploit market opportunity - selected as one of the 6 hottest products at Consumer Electronics Show 2010

• Change business norms - replaces existing controls, intelligently adapts to lifestyle. Now have an iPhone app giving control from outside the home

• Cross sector innovation – are developing the system’s monitoring and diagnostic capabilities for health and wellbeing applications

© SEHTA 2009

Special traits of an AAL entrepreneur • Understanding of regulatory environment• Recognition that AAL is now a service

market not solely a device market• Ability to exploit fragmented health and

social care market• Networking / collaborative skills• Dogged perseverance!• Desire to put the end-user first – to care

© SEHTA 2009

Thank You &

Questions?

© SEHTA 2009

www.sehta.co.uk www.ice-t.co.ukkaty.lethbridge@sehta.co.uk

07876 703021