1. Running head: IMPROVING ACCESS TO HEALTHCARE WITH TECHNOLOGY !1
Improving Access to Healthcare with Technology
Ricci Hayes
HCM400-1: Managed Care and Health Insurance
Colorado State University - Global Campus
Danita Hunter, DHA, PMP
January 22, 2017

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Improving Access to Healthcare with Technology
Advancements in healthcare technology generate hope for closing the gap in healthcare
access by reducing administrative costs, providing remote evaluation, and encouraging patient
engagement in preventative services. One such company is a new retail health clinic in San
Francisco, Forward (Ho, 2017), which provides its members comprehensive non-urgent medical
care, including onsite lab services, wearable medical devices, and wellness counseling, for $149
per month (Buhr, 2017). Retail clinics demonstrate cost efficiency both for the center itself and
for the members who realize a reduction in out of pocket expenses (Kongstvedt, 2013). In this
essay, I will describe the type of services provided by Forward and its payment model; the focus
of the company; and the type of contract it is likely to have with its associated providers.
Advanced Remote Services for Profit
Co-founder of Forward, I. Abyzov, says of their company that, “It’s the beginning of our
own health system, like Kaiser, but a tech company…we want our customers to be people, not
health insurance companies” (Ho, 2017, para. 4). Abyzov with co-founder A. Aoun incorporated
Forward in 2015 (Bloomberg, 2017) as a for-profit company using technology to expand services
to members through remote apps and wearable devices (Buhr, 2017). Rather than bill medical
insurers, and hire the staff to code and chase medical claims, they collect $149 monthly from
their members; in return, patients receive body scans, genetic and pharmaceutical compatibility
testing, as well as lab, reproductive, and nutrition services (Ho, 2017).
Because Forward is a new, for-profit company, it will be important that operations are
efficient as well as demonstrate a high quality of care so that stakeholders including investors,
are confident in Forward’s prospective survival and success. Studies are favorable when it comes

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to for-profit healthcare companies: compared to non-profit facilities, for-profit organizations
usually are on par with regard to quality and innovation, and compared to public institutions,
they usually exceed quality and advance standards at a faster pace while operating more
efficiently (Held, 2015).
Company Focus
The company’s own website gives very little information and is geared toward those
ready to sign up for the application (Forward, n.d.a). Though it seemed obvious from other
sources (Ho, 2017; Buhr, 2017) that Forward is tech driven, I reached out to Chief Executive
Officer (CEO) Aoun via social media to further explore the company focus. Aoun stated that,
“Our focus is on evidence-based and data-driven primary care, wellness, men's and women's
health, travel medicine, and health coaching,” (A. Aoun, personal communication, January 18,
2017). Ho (2017) reported that Forward collects patient data, and then uses artificial intelligence
(AI) to make predictions about potential health issues; by doing so, Forward’s providers are
better equipped to create patient specific care plans. Members have unlimited access to AI and
providers through the company’s remote application. As observed by Ho, Forward’s center has
“…the look and feel of a sleek spa rather than a traditional doctor’s office,” (2017, para. 9).
Utilization of new technology and AI broadens our ability to treat holistically; but it may
also serve to reduce the gap of healthcare access. Aoun suggests that the preventative care model
provided by Forward could prove to be more affordable for those without health insurance,
especially given the precarious future of the Affordable Care Act (Buhr, 2017). Ho (2017)
reported that roughly 15% of Forward’s 200 members are receiving free care based on low-
income designation. In their examination of Argentinian healthcare utilization, authors (Pels &

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Kidd, 2015) found that by purchasing membership to a network of care services, women felt
empowered and were more likely to use available services for cervical cancer screening. Patient
engagement is crucial for successful care planning. Pels and Kidd validated that costs were
controlled too by eliminating the need for insurance billing and cutting lag time for
reimbursements (2015).
Provider Agreements
According to Ho, Forward’s 40 employees include “…four doctors, four nurses, and 20
engineers,” (2017, para. 5). In my conversation with A. Aoun (personal communication, January
18, 2017) he declined to discuss the nature of contracts with providers, who are employed
directly. The job site for the physicians (Forward, n.d.b) does not elaborate on contract specifics,
but does indicate that providers are expected to be available for some after-hours coverage.
Forward is an innovative company and is likely to adapt its model based in part on provider
feedback. Because providers will participate in programs development, there is likely to be a
contract clause about intellectual property protection so that Forward’s innovative trade secrets
are kept from its competitors (Stanford, 2016).
Conclusion
Forward is a new retail health company offering primary care services comprised of face-
to-face visits, remote access, and AI data collection and evaluation. By charging a monthly fee of
$149, and subsequently reducing administrative costs, Forward can address the coverage gap,
and serve as an innovative leader for a more efficient and holistic healthcare delivery model.

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References
Bloomberg. (2017). Healthcare technology: Company overview of GoForward.Inc.
Retrieved from http://www.bloomberg.com/research/stocks/private/snapshot.asp?
privcapId=377344479
Buhr, S. (2017, January 17). Forward, a $149 per month medical startup, aims to be the Apple
Store of doctor’s offices. Retrieved from https://techcrunch.com/2017/01/17/
anappleaday/
Forward. (n.d.a). Design your health. Retrieved from http://goforward.com/
Forward. (n.d.b). Primary care physician. Retrieved from https://jobs.lever.co/goforward/
835eaa98-d9a5-48ab-9249-61fbed7e802c
Held, B. (2015). Comparison of public, non-profit and private hospitals. Equilibrium, 10(1),
155-178. Retrieved from https://csuglobal.idm.oclc.org/login?url=http://
search.proquest.com.csuglobal.idm.oclc.org/docview/1730777335?accountid=38569
Ho, C. (2017, January 17). Medical clinic startup with tech backing opens doors in SF.
Retrieved from http://www.sfgate.com/business/article/Medical-clinic-startup-with-tech-
backing-opens-10863797.php
Kongstvedt, P. R. (2013). Essentials of managed health care (6th ed.). Sudbury, MA: Jones and
Bartlett.
Pels, J., & Kidd, T. A. (2015). Business model innovation. International Journal of
Pharmaceutical and Healthcare Marketing, 9(3), 200-218. Retrieved from https://
csuglobal.idm.oclc.org/login?url=http://search.proquest.com.csuglobal.idm.oclc.org/
docview/1704305899?accountid=38569

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Stanford University Libraries. (2016). Overview of intellectual property laws. Retrieved from
http://fairuse.stanford.edu/overview/introduction/intellectual-property-laws/