The eminent leaders want to be part of the solutions to the challenges in the industry.Choosing to challenge is essential to break all the barriers & come up with innovative & creative solutions that serves the need of the human society.

1. Lynda
Brown
Ganzert
10
C
a
n
a
d
a
’
s
Most
Eminent
Women
Leaders
in Healthcare
2021
We help any
healthcare
organization
unlock the
power of social
“
“ Giving Back
CSR and its Growing
Importance in 2021
Explore
The Essence
of Emerging
Markets in 2021
2021 | VOL. 03 | ISSUE-02
Leveraging Technology to Enable
Exceptional Patient Support

4. one are the days of traditional roles men and
Gwomen used to play. Women and men are
both contributing most significantly at home
as well as in the workplaces. The world is also in the
need of the most compassionate services to the
humanity.
The service of the most amazing leaders in the
healthcare industry are praiseworthy and are glorious.
Women with their nurturing abilities can do the most
wonderful contribution in the healthcare sector.
They can channel their compassionate spirit to serve
the health needs of the people more competently.
Most of the women are especially contributing a lot to
fight against the pandemic.
Eminent women leaders in the healthcare are expert at
tapping the potential of technologies like Artificial
Intelligence, Big Data etc.to deliver the most
comprehensive healthcare solutions.
These leaders are trying to automate the healthcare
solutions with increasing access of these services to all.
These women leaders have to be competent along
with their innate compassionate spirit to deliver the
quality and quick healthcare solutions to the people in
need.
The most important goal in the list of United Nations
Sustainable Development Goals is ‘Good health and
well-being’. To ensure that this goal is attained there is
a need of capable leaders improvising the healthcare
solutions.
Having capable healthcare system with sufficient
human resources as well as technological resources is
the important need of any country. To ensure good
health and well-being of all there is a need of
competent leaders in the healthcare industry so as to
improve the life expectancy of people. Increased life
expectancy of people can contribute to the increased
Human Development Index of the country.
Since women are driven by the inbuilt compassionate
and caring spirit, the services driven by these eminent
women leaders in the healthcare industry plays most
important role in ensuring better healthcare services.
The eminent leaders want to be part of the solutions to
the challenges in the industry. Choosing to challenge is
essential to break all the barriers and come up with
innovative and creative solutions that serves the need
of the human society.
Transforming Nurturing
Spirits for Delivering
Excellent Healthcare
Sharad Chitalkar

5. Editor’s Note

6. Hayley Mundeva
Making an Impact in
the Healthcare Sector
Naomi Goldapple
Leveraging Data and
Technology to Improve
Homecare Services
Roxana Zaman
Championing the Cause
of Digital Health Care
Sarah Harvey
An Epitome of
Passionate Leadership
Sarah Roth
Changing Lives through
Enablement of Impactful
Cancer Research
16 24 28
36 40
C O N T E N T S

7. Lynda
Brown
Ganzert
Leveraging Technology to Enable
Exceptional Patient Support
08
Giving Back
CSR and its
Growing Importance
in 2021
Explore
The Essence
of Emerging
Markets in 2021
Articles
20
32
Cover Story

8. Co-designer Paul Belin
Art & Picture Editor Deepanjali Jena
Art & Design Head
Editor-in-Chief Sumita Sarkar
Managing Editor Abhishaj Sajeev
Senior Editor Anish Miller
Visualiser David King
Asha Bange
Circulation Manager Tanaji
Research Analyst Eric Smith
Sarah Wilson, John Smith, Alex Vincent
Business Development Executives
Amy Jones
Business Development Manager
Sales Executives Kelli, Bill, Anna
SME-SMO Executives Atul, Gemson
Digital Marketing Manager Alina Sege
Technical Consultants David, Robert
Technical Head Jacob Smile
Marketing Manager John Smith
Assistant Technical Head Pratiksha Patil
Assistant Digital Marketing Manager Amol Wadekar
Copyright © 2021 Insights Success Media and Technology Pvt. Ltd., All rights reserved. The content and images used in this magazine should not be reproduced or
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MARCH, 2021
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9. Brief
Company Name
Andrea Seale
CEO
Canadian Cancer
Society
cancer.ca
The Canadian Cancer Society is a national, community-
based organization of volunteers whose mission is the
eradication of cancer and the enhancement of the quality
of life of people living with cancer.
Hayley Mundeva
Founder and CEO
ThriveHire
thrivehire.org
ThriveHire is the career platform for the global health
community. By featuring curated organizations, jobs,
internships and more, ThriveHire is a one-stop-shop to
launching and developing your global health career.
Kimberly Elliott
Cofounder and COO
VoxNeuro
voxneuro.com
Laura Harris
Cofounder and CEO
The Care Company
carecompany.com
The Care Company provides in home Personal Support and
Nursing services to people of all ages.
Michelle O’Connor
President and COO
MEDITECH
meditech.com
Meditech empowers organizations all over the world to take on
the challenges of healthcare’s ever-expanding landscape
AlayaCare
alayacare.com
AlayaCare is a provider of revolutionary cloud-based home
health care software.
Naomi Goldapple
Head of AlayaLabs
Maple
getmaple.ca
Maple is a virtual care platform that allows Canadians to
see a doctor online within minutes — 24 hours a day,
seven days a week.
Sarah Harvey
Co-founder and CEO
QoC Health Inc.
qochealth.com
Sarah Roth
President and CEO
BC Cancer Foundation
bccancer.bc.ca
The BC Cancer Foundation is the fundraising partner of BC
Cancer, and is actively working with its 100,000 donors and
communities across B.C. to inspire investment in BC Cancer
and its provincial teams of world-leading researchers,
oncologists and care providers.
VoxNeuro’s Cognitive Health Assessment™ is the first
assessment in the world that provides insight into brain
function through quantitative, objective data.
QoC Health is a patient health care focused technology
company. Its goals are to improve the relationship between
patients and healthcare service providers leveraging
emerging technologies.
Lynda Brown Ganzert
Founder and CEO
Curatio
curatio.me
Curation enables private social health networks to connect
and empower patients, increase adherence and improve
outcomes.
Roxana Zaman
Co-founder and COO
Management
Canada’s
1
MOST
Eminent
Women
LEADERS IN HEALTHCARE
2021

10. Lynda
Brown
Ganzert
Leveraging Technology to Enable
Exceptional Patient Support
Patience and
perseverance are
mandatory for
anyone
innovating in the
healthcare
services sector.
“
“
C O V E R S T O R Y
FOUNDER AND CEO

12. The need for seamless
connectivity—courtesy of the
internet—has enabled millions
of people across the world to
acknowledge, leverage, and create
countless possibilities.
An offspring of this need, social media,
although at a nascent stage,
encompasses profound potential to
influence change – be it in individual
behavior or even certain societal
perceptions and prejudices.
However, with the good, also comes
the bad. In the case of social media, as
of today, the task of achieving solid
privacy is almost similar to someone
making you ride a bike without a
helmet.
Imagine this problem being aggravated
twofold when you’re seeking critical
healthcare-related information on the
internet or social media groups focused
on a certain medical condition.
This problem, combined with a
personal experience, is what drove
Lynda Brown-Ganzert, to formulate
an idea that would deliver private,
personalized, health management and
peer support in the palm of people’s
hands.
For the past 10 years, Lynda has been
deeply engrossed in private social
networks, particularly on mobile
platforms, seeking answers to
questions like: What brings people
together? How do affinity groups stay
connected? What creates long-lasting
relationships in these environments?
How can one leverage networks to help
people ‘show up’ for each other and
build in social accountability?
However, it wasn’t until Lynda became
a patient herself and walked along the
lonely road of infertility, that she
comprehended the need for these types
of private groups in healthcare. She
struggled to find curated information
that she could trust, tools that would
help her day to day tracking and most
importantly, other people that were
facing the same problem.
She wanted to find a private network,
personalized to her experience, free of
the misinformation and the negativity
that she was finding online. She
wondered if this was a need for anyone
else, and it turned out to be a
significant need. This was how the
foundations of Curatio were laid.
A Benchmark of Innovation
No Patient Alone. That is Curatio’s
vision. With users in 104 countries, and
the platform being available in 20
languages, the company is making
ceaseless progress towards that vision.
“We help any healthcare organization
unlock the power of social,” says
Lynda. “For so long, healthcare
organizations haven’t been able to
effectively leverage social platforms
due to well-intentioned privacy and
regulatory laws. And yet, that’s where
patients are, with more than 3 Billion
people this year using mobile social
worldwide,” she adds.
This is what led the company to build a
privacy and regulatory compliant
platform that any healthcare
organization can use to offer a private
label social network to their patient
populations.
Curatio was built
to scale and to
be a type of
social plugin that
can be used with
any offering.
“
“

13. Pharmaceutical manufacturers are
using the Curatio platform to support
their patients with everything from
adherence, to tracking, to reducing
stigma and isolation, while Specialty
Pharma integrates Curatio as a social
plugin into their existing ecosystem.
Care providers and Health Care
Professionals (HCPs) are using Curatio
to help their patients prepare for pre
and post-operative procedures, manage
a chronic condition and stay healthy at
home.
Payers and employers are looking to
this platform to help their clients
navigate healthcare, participate in
personalized programs, and get daily
coaching support. “We’re a SaaS
model and we make it easy for any
healthcare organization to integrate
social support at scale,” says the team
at Curatio.
Tackling Adversities
Lynda believes that healthcare was
undergoing significant transformation
before COVID-19 and the pandemic
accelerated much of the work that was
already underway. She quotes the
adage, “no one calls a meeting when
the building is burning down.”
She opines that the entire ecosystem
had to jump into action, make
decisions that hadn’t been made
before, and work together. “Certainly,
one of the silver linings of the
pandemic was the phenomenal
collaboration between stakeholders and
the true empowerment of patients,” she
says.
She also believes that the pandemic
highlighted the importance of viewing
healthcare as a partnership – that when
patients, providers, politicians,
suppliers, and technology-enablers
work in unison, it can impact massive
change. “I don’t think we will revert to
how we delivered and engaged with
healthcare in the past,” she adds.
We asked Lynda on the impact that the
COVID-19 pandemic had on Curatio
and what efforts were taken to ensure
safety of her team members and
employees, to which she said, “Curatio
has a deep tech stack and as we started
growing the team, I quickly realized
that we needed to look for the smartest
people we could find, regardless of
where they lived. With this in mind, we
have a global team that has been
working very effectively in a hybrid
model for several years now.”
“This requires a bit more leadership
work in keeping a regular cadence,
meeting rhythm and connection points,
Technology, in my
opinion, should
always be an
enabling force,
working behind
the scenes
to create
efficiencies,
surface new data
insights and help
navigate personal
pathways.
“
“
Canada's 10 Most Eminent Women Leaders in Healthcare, 2021

14. but technology has enabled us to build
a smart, global team deeply committed
to our mission. The pandemic certainly
highlighted the critical need for our
platform, and it has been the busiest
time in our history to date. As a
leadership team, we’re extremely
mindful of cultivating a
compassionate, growth mindset team
and making sure people have the
flexibility, support, and connection
they need to do their very best work,”
she adds.
Opinions that matter
Sharing her opinion on the necessity
for healthcare service providers to
align their offerings with newer
technological developments, Lynda
says, “The move towards personalized
medicine is manifesting in both how
we’re collectively leveraging
technology and what patients are
increasingly demanding.”
“When you think of it, all diseases are
becoming rare diseases. Each patient’s
genetic makeup influences what
therapies will work best for them, how
they’ll respond to treatment and what
lifestyle changes will have the biggest
impact. This level of personalization is
a great catalyst to empower patients as
full partners in their personal
healthcare journey. Technology, in my
opinion, should always be an enabling
force, working behind the scenes to
create efficiencies, surface new data
insights and help navigate personal
pathways,” states Lynda.
When asked for her thoughts about the
potential future of the healthcare
services sector post COVID-19
pandemic, and how Curatio is
strategizing to adapt to that future,
Lynda expressed, “Curatio was built to
scale and to be a type of social plugin
that can be used with any offering. We
did not want to build another ‘walled
garden’ and saw, in our early days, the
need to integrate within the ecosystem
to be of greatest value to patients and
customers. Core to our mission is
utilizing technology to fill a gap for the
entire ecosystem. In the months ahead,
I see us continuing to grow our data
insights area and increase the types of
integrations we do with our customers
and partners.”
To conclude, Lynda shares her advice
to budding entrepreneurs and
enthusiasts aspiring to venture into the
healthcare services sector saying,
“Patience and perseverance are
mandatory for anyone innovating in
the healthcare services sector. It’s a
long term relationship and requires
incredible resilience. You will learn
new things every single day and be
humbled by the intelligence,
commitment, and passion of your
colleagues. You’re joining an
incredible sector where everyone is on
the same journey to transform
healthcare and make a true difference
in the lives of others.”
I don’t think we will revert
to how we delivered and
engaged with healthcare in
the past.
“ “

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18. Hayley
Mundeva
Making an Impact in the Healthcare Sector
The COVID-19 pandemic has revealed a plethora of
challenges for the healthcare sector all over the
world. While the lack of medical facilities was the
biggest hurdle in saving lives it has also put a strain on
doctors and the medical staff. The current situation only
elevated the high demand of healthcare professionals;
however, the lack of medical professionals has been a
pressing concern within the healthcare sector even before
the pandemic.
Responding to this demand of bridging the talent gap,
Hayley Mundeva founded ThriveHire to help university
students and recent graduates to build their career and
secure jobs in the global healthcare sector.
In the following interview, Hayley throws light on the
current position of the global healthcare industry and brief
details about her challenging yet exciting journey as the
Founder and CEO of ThriveHire.
Give us a brief overview of your journey in the
healthcare sector and your role at ThriveHire.
Having family roots in Canada, Australia, Tanzania, and
Nepal, I was always fascinated with global affairs. As a kid,
the idea of how a neighborhood where a person was born
could drastically impact their expectancy and overall
quality of life startled me.
By the time I entered the university, I was passionate about
global public health and international affairs — learning
how programs and policies can strengthen people’s health
and well-being, especially in communities that have
disproportionally higher rates of mortality and disease.
After pursuing Master's in Public Health, I got an
opportunity to work on health research projects with
hospitals and NGOs in Tanzania, Ethiopia, and Malawi.
Despite starting my career in research, I was surprised to
find little information on career pathways and opportunities
in global health. I knew huge funders like Bill and Melinda
Gates Foundation and the government and multilateral
agencies were funneling billions of dollars into this work,
but I was finding it hard to navigate.
Like a lot of entrepreneurs, this challenge got me curious. I
decided to sit down with job seekers and HR Directors of
global health organizations. Many people were discussing
how difficult it can be to boost their organization’s visibility
or to find relevant job opportunities and career information.
Through those conversations, I identified a potential
business solution that encouraged me to launch ThriveHire.
Tell us more about ThriveHire, its vision, and the key
aspects of its stronghold in the global healthcare
industry.
ThriveHire is a career platform for the global healthcare
industry. We offer services to help people launch and build
their careers, including career coaching, mock interviews,
job application reviews, and a customized job board.
This year, we are also introducing a ‘Career Readiness
Program’ into universities. This program entails workshops
on key topics impacting a student's ability to transition into
the workforce. For example, learning how to effectively
market yourself to an employer, gaining greater awareness
of your existing transferable skills, tips for salary
negotiations, and so forth.
We are essentially aiming to develop a curriculum that
provides students with practical knowledge and insights
that can often be overlooked in classrooms or can take
several years of work experience to acquire — yet they
have huge implications in a student's or a recent graduate’s
ability to secure work.
16 | March 2021 | www.insightscare.com

19. “
To build
something that's
of value to your
target
community, you
need to ensure
its driven by
them and their
needs
“
Hayley Mundeva
Founder and CEO
Canada's 10 Most Eminent Women Leaders in Healthcare 2021
| March 2021 | 17
www.insightscare.com

20. From a business leadership perspective, what is your
opinion on the impact of the current pandemic on the
healthcare sector?
COVID-19 pandemic has certainly revealed the need for a
strong, interdisciplinary global healthcare workforce. This
coupled with the persistent global health challenges, like a
growing population, rising obesity rates, and the threat of
the next disease outbreak, are showing gaps that exist
within our health systems.
But it also presents opportunities. For instance, it has
brought more attention to the health sector, which can lead
to greater resources and investments being funneled into the
sector. Additionally, with everything moving online, virtual
care is presenting an opportunity to increase accessibility to
health services, especially in harder-to-reach areas. It has
the potential to provide opportunities for more
interdisciplinary cooperation and information exchanges.
This new virtual environment is reducing barriers and
helping people come together from across disciplines and
locations. For many, conferences are suddenly more
feasible and affordable. This exchange of information is
leading to huge benefits and innovations, and this is critical
because major global health challenges like pandemic aren't
going to be solved in silos.
What impact did the COVID-19 pandemic have on your
company's daily operations?
Like many companies, COVID-19 did impact our
operations. Many of our employer partners went on hiring
freezes or were halting their internship placements. As a
result, we shifted our attention away from just recruitment
to providing career resources for job seekers, which can
often be overlooked. And through feedback with these job
seekers — many of which were students — we also started
learning more about the specific needs and challenges they
were facing while in university, which led us to developing
the ‘Career Readiness Program’.
In your opinion, what could be the future of the
associated services in healthcare sector post-pandemic?
And how are you strategizing to scale your company’s
operations and offerings to be prepared for that future?
I see a few things in terms of our services post-pandemic.
One is that the pandemic has made it easier for us to
communicate and sell our work — more and more people
are now understanding what global health is and why it is
important. We are hoping we can build off this momentum
and attention to drive greater resources and support to our
work and the sector broadly.
We aim to expand our ‘Career Readiness Program’ by
moving from the pilot stage with our first university
partners to providing this program to a greater number of
universities. We also aim to shine a spotlight on more
global health opportunities, with organizations that are
committed to strengthening health outcomes around the
world.
As an established leader, what would be your advice to
the budding entrepreneurs and enthusiasts aspiring to
venture into the healthcare associated service sector?
For budding entrepreneurs, I’d suggest getting out there and
try things. It’s easy to avoid starting a business because of
the fear of failure. But even if you try something and it
doesn’t work out, you will still gain skills and confidence
along the way. Failure brings more knowledge to you. You
get a better understanding of what works and what doesn’t,
which you can carry into your next undertaking.
Also, entrepreneurs should prioritize getting feedback from
their customers. Your customers will tell you what they
want and what are their biggest needs. These insights will
reveal what’s working and what isn’t within your company.
While doing this, be sure that you are passionate about your
work, as that curiosity and passion is what keeps you
motivated through all the ups and downs.
Come up with your own metrics of what success looks like.
It can be easy to glamourize entrepreneurship, but of
course, it’s a lot of work. You will certainly come across a
lot of advice. People are keen to share their thoughts on
what you should be doing.
But sometimes I realize that I could pressure myself almost
unnecessarily or feel obliged to take a certain approach.
When I learned to step back, to ask myself what I really
wanted, and recognized the importance of taking breaks and
doing things I enjoy, I felt as if I could come into this work
with a clearer mind. So, gaining clarity of what you are
working towards and what success looks like for you is the
key.
18 | March 2021 | www.insightscare.com

22. Giving Back
20 | March 2021 | www.insightscare.com

23. T
he COVID-19 pandemic has not
only challenged us to adopt a new
working culture but has also majorly
impacted the space of CSR in 2020. The
graph of companies that fund actively
towards corporate social responsibility
has gradually fallen as many companies—
were specifically known for their contribu-
tion to CSR programs—were compelled to
draw away their attention as well the
finance from the commitment towards
social welfare, social responsibility, and
sustainability.
The reasons that make up for the impor-
tance of CSR in the corporate world are
the social issues that exist in our society
viz., environmental issues, human rights,
rural development that are transforming
our thinking and approach, as people tend
CSR
AND ITS GROWING
IMPORTANCE IN
2021
CSR
CSR
| March 2021 | 21
www.insightscare.com

24. resources – Vedanta has firmly stood to safeguard and
enhance energy by collaborating with numerous group
companies.
“Covid-19 is believed to be staying with us for a while
and will continue to make a change at certain develop-
ment sectors. Subsequently, for these important bodies
of CSR to remain agile – maintaining an ability to pivot
and quickly mobilize to respond to ever-changing needs
on the ground in communities, in what are increasingly
tricky times,” stated the CEO and director of Ambuja
Cement Foundation – Pearl Tiwari.
SEEDS Co-founder – Dr. Manu Gupta has planned some
of the key points for 2021 to bring Seeds back on its
foot with better strategic planning and directions.
“2020 was a critical year for humanitarian sectors and
made us realize that the pandemic cannot be managed
and handled with previous tools and methods; there-
fore, the commitments are stronger in 2021 – to guide
people with small business and livelihoods and if large-
scaled business come forward to help these businesses
by redirecting them towards sustainability and resil-
ience, then our efforts can be even more striking and
impactful,” he stated.
With the growing responsibility of CSR in 2021,
organizations can improve the perception of customers
towards their products in the market along with
retaining more employees. It also helps to foster a
productive work environment by promoting volunteer-
ing work and encouraging social responsibility. CSR
initiative presents your brand with ethical corporate
behavior, which significantly reduces the investment
risk by creating an accountable and transparent image.
After all, it is all about giving back to the society and not
just about making a profit from it.
to pay extra charges for product/services who are
contributing more towards the model of socially
responsible businesses.
It has been observed that through spending a signifi-
cant amount of CSR funds on relief programs, compa-
nies are working closely towards achieving an optimis-
tic impact on society and consequently, establishing
their business values for their employees and stake-
holders.
A study conducted in 2015 found that companies that
believe and genuinely show their interest in CSR create
a higher employee engagement along with valuable
service of customer support. An initiative towards CSR
brings positivity and uplifts the enthusiasm among
employees and the organization, connecting them with
their responsibility towards the community and society.
Different companies drive different milestones as per
their corporate social responsibility – some are into
community services, aiding NGOs, holding scholarship
programs for college and school students, and many
more to count.
Although, many companies have not entirely recovered
from the economic disaster that suddenly knocked at
our doors in 2020, regardless of that companies are
working consistently than ever to rebuild their econ-
omy, establishing new goals and plans, along with their
employees and engaging them equally towards their
social responsibility.
To name a few: Infosys spent around INR360 crores
towards numerous CSR programs and setting up
hundreds of bed and quarantine centers. As stated by
Sudha Murthy, “CSR can’t merely be a job, it’s passion.”
Sudha Murthy’s schemes are mostly prevalent in the
activities of relief work, education, and health.
Annually spending nearly INR12 Crores on wildlife
conservation, Tata Chemicals Ltd. distributes nearly
30% of the budget on CSR programs and at the same
time participates actively for rural development.
When it comes to climate change and sustainability –
Mahindra & Mahindra left every other corporate
behind by spending 93 crores (2018-19) on the initia-
tives of CSR. They are also known to run the biggest
girl’s education program. When talking about rural
development, agriculture and preserving natural
- Renuka S.
22 | March 2021 | www.insightscare.com

26. Naomi Goldapple
Leveraging Data and Technology to Improve Homecare Services
The pandemic has really shone an evident light on
the sheer necessity of having a robust, well-
functioning home care services industry and the
resources available to make that happen.
People are happier when they can age in their own place
and get personalized healthcare services delivered at their
home in personal space. The pandemic clearly exhibited
that there's just not enough people to work in the industry. It
is essential to retain care workers and ensure that the job
meets their needs and that it's a positive and engaging
environment.
AlayaCare, a provider of revolutionary cloud-based home
health care software, is on a mission to help home and
community care organizations deliver better client
outcomes and improved employee experiences.
Headed by Naomi Goldapple, AlayaLabs, uses machine
learning, optimization applications and AI to solve business
challenges. She is passionate about how (good) data and
technology can support the delivery of care to people in
their homes around the globe.
In an interview with Insights Care, Naomi shares her
journey and about the contribution of AlayaLabs to the
home care industry.
Below are the highlights of the interview:
Give us a brief overview of your journey in the
healthcare sector, and your role at AlayaLabs.
I joined the AlayaCare team in September 2019, and lead
AlayaLabs, the company’s applied R&D arm. AlayaLabs’
strategy centres on leveraging emerging technologies such
as machine learning, optimization algorithms and natural
language processing, to name a few, to provide decisional
support for users interfacing with AlayaCare platforms.
We harness the rich data that is collected and use data
science techniques to transform both structured and
unstructured data into actional insights that concretely
improve health outcomes.
I have been in the technology industry for over 20 years
starting with IBM but mostly in the start-up industry as both
entrepreneur in the wellness space, and mentor for various
technology companies.
Prior to AlayaCare, I worked with Element AI where I led
the product and business development for AI products in
the transportation and logistics sector. Through this
experience and exposure, I felt that AI would best serve
humanity in the health sector and home care is an industry
ripe for innovation to solve pressing problems that have
been highlighted during the pandemic.
Tell us more about AlayaLabs, its vision, and the key
aspects of its stronghold in the Canadian healthcare
industry.
AlayaLabs is unique in the industry in that we use data to
power the R&D that benefits our clients and AlayaCare’s
product journey. We support AlayaCare’s innovation
strategy through applied research in machine learning and
optimization applications.
24 | March 2021 | www.insightscare.com

27. AlayaCare is a
provider of revolutionary
cloud-based home
health care software
platform for agencies
looking for innovation and
efficiencies across the
entire industry
“
“
We're the bridge between what our clients need
and what science can deliver. We can improve
business efficiency, while addressing issues that
have a major impact on organizations such as
employee retention and hospital readmissions.
Importantly, we can also leverage machine
learning to optimize care planning and suggest
pathways that may lead to a heightened quality of
care.
What is your opinion on the necessity for
healthcare service providers to align their
offerings with modern technological
developments, especially when it comes to
catering to the ever-evolving patient needs and
preferences?
It's critical. From a client perspective, but also
from the employee. From an agency perspective, a
mobile app is an enormous factor in recruiting and
retaining quality staff amid a shrinking talent pool.
It’s about advanced cloud-based scheduling
capabilities that pair clients and caregivers
thoughtfully, promote consistent service, and offer
transparency for care plans – ultimately boosting
the quality of care and broadening the reach of
these organisations. Technology shouldn’t be an ‘add-on,’ it
should be fundamental to the care plan and home care
agency operations.
What impact did the COVID-19 pandemic have on your
organization’s daily operations? What efforts did you
take to ensure safety of your employees at the same
time?
We were able to transition our employees to work-from-
home fairly and seamlessly. That said, the need for us to
collaborate accelerated as we realized we needed to fast-
track some of the work that we had in the innovation
pipeline to help our clients serve those in their care.
As soon as the pandemic hit, we prioritized tools to support
virtual visits and had that out within a month. We developed
contact tracing supports for our clients so that they could
ensure they could track back, if needed.
We also added mandatory COVID-19 screener questions to
our platform for employee and patient safety. From an
operations perspective, it was an intense period but really
underscored the strength of our team and flexibility of the
platform.
Naomi
Goldapple
Head of AlayaLabs
Canada's 10 Most Eminent Women Leaders in Healthcare 2021
| March 2021 | 25
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28. In your opinion, what could be the future of the
healthcare services sector post the pandemic? And how
are you strategizing to scale your company’s operations
and offerings to be prepared for that future?
For AlayaCare, we’re focused on actioning innovation to
bring value to clients. To a large degree, that work is
dependent on data. When I think about being prepared for
the future, I’d point to our newly created Vice President,
Data position. It will ensure that AlayaCare and its clients
can turn data-backed insights into action through
compelling visualisation tools, benchmarking, and
integration with AlayaLabs where insights and data propel
the company’s AI and machine-learning capabilities.
We are unique in the industry that have an in-house R&D
team, but also because we have home care data sets and can
train models that are specific to our industry. That positions
us today, but also well into the future, to partner with our
clients to tackle their most pressing challenges and
accelerate their growth.
If given a chance, what is the one thing that you would
change about the global healthcare services ecosystem?
Protecting personal health data is extremely important, but
the regulatory bodies that oversee the frameworks
surrounding our data need to evolve at the pace in which
technology evolves.
Advanced technologies allow Google, for example, to
access my location whereabouts, exercise routines,
connections, schedules, communications, and photos – yet
it is difficult to get a copy of my own medical file, which
seems ripe for thoughtful and careful disruption. Access to
data is at the heart of innovation in artificial intelligence.
A more open and progressive attitude towards leveraging
this data for technical advancement and wellness is needed.
As an established leader, what would be your advice to
the budding entrepreneurs and enthusiasts aspiring to
venture into the healthcare sector?
Technology can play a critical role in delivering care, and
creating a workplace that attracts the best talent, but this
velocity is more likely found outside of the public system.
Governments need to adopt a more entrepreneurial attitude
to drive better outcomes quicker, but regulatory legacy
processes take time to change.
To the budding entrepreneur, patience is required but
leveraging public and private partnerships, between
hospitals and private industry for example, can accelerate
the process in a meaningful way. There is so much to gain
by creatively navigating and slowly changing the system.
26 | March 2021 | www.insightscare.com

30. Roxana
Zaman
Championing the Cause of Digital Health Care
Our vision is
to power the
future of
health care by
building a
connected
health care
experience
“
“
Roxana Zaman
Co-founder
and COO
28 | March 2021 | www.insightscare.com

31. With a strong finance and business background,
Roxana Zaman had a lucrative career in
banking. It was only after she stumbled upon
the opportunity to help create Maple, a Canada-based
health care tech platform, that she realized her true calling.
Introducing the ability to connect patients to doctors within
minutes strongly appealed to her better as she realised the
challenges in this sector and wanted to make a positive
difference. We, at Insights Care, had the opportunity to
learn more about her passion and the current health care
scenario in an interview.
Give us a brief overview of your journey in the
healthcare sector, and your role at Maple.
I started my career in banking after graduating from
university. I joined TD Bank through a leadership
development program and spent five years there prior to
meeting Dr Brett Belchetz (Maple CEO) and Stuart Starr
(Maple CTO). Working as an emergency room physician,
Dr Brett regularly spoke about the challenges in our health
care system, specifically as they relate to timely access to
care. The more I listened, the more passionate I became
about being a part of a solution to make our health care
system more connected, and therefore more accessible, for
Canadians.
In 2016, I left my role at the bank to join Maple as a full-
time Co-Founder and Chief Operating Officer. Although
this decision felt quite scary at the time, it has been my
most courageous and rewarding decision to date. Today I
am responsible for the company’s day-to-day operations,
including overseeing areas such as People and Culture,
Finance, Marketing, IT and Security, and Customer
Support. I am also responsible for helping to shape our
company's growth strategies. Most importantly, I am there
to support my team and ensure everyone is set up for
success as we work together towards fulfilling our vision.
Tell us more about Maple, its vision, and the key aspects
of its stronghold in the Canadian healthcare industry.
Our vision is to power the future of health care by building
a connected health care experience. We believe that virtual
care plays a key role in the overall delivery of health care so
that patients can get the support they need, when they need
it, wherever they are. Today Maple connects patients and
health care providers in as little as two minutes, any time,
24/7, 365 days a year.
Canadians are using our virtual platform every day to
consult with health care providers and obtain medical
advice, diagnoses, and necessary treatment. Beyond
primary care, Maple connects patients with specialists such
as dermatologists and psychiatrists, as well as mental health
therapists. We also partner directly with employers,
insurers, hospitals, and clinics to embed virtual care in their
day-to-day operations.
From a business leadership perspective, what is your
opinion on the impact of the current pandemic on the
healthcare services sector?
The COVID-19 pandemic has shown that our health care
sector is under tremendous stress and pressure, particularly
as it copes with a growing and aging population. The
demand for virtual connections has drastically increased in
all sectors, including health care. This means that patients
are looking for new and safe ways of getting their routine
health needs addressed. The pandemic is forcing everyone
to innovate at a very fast pace.
We always knew that digital experiences would play a key
role in the future of health care, but we also thought it
would take Canadians more time to get comfortable with
getting their health needs addressed online. We are now
years ahead of where we thought we would be in terms of
demand for and adoption of virtual care.
What is your opinion on the necessity for healthcare
service providers to align their offerings with modern
technological developments, especially when it comes to
catering to the ever-evolving patient needs and
preferences?
In Canada, research shows that more than 25% of people
would choose the option of phone, video conference, email
or text rather than an in-person consultation as the first
point of contact for a doctor’s advice. Globally, it is seen
that 44% of people would try telemedicine if it were
available. This shows that the need to adapt and embrace
virtual care is crucial for health care service providers. And
the past decade has shown that many aspects of the typical
day-to-day tasks can be enhanced with technology and
innovation — from banking, to shopping, and even
working. Similarly, people are looking for new ways to
look after their health needs and the entire sector should be
continuously innovating.
Canada's 10 Most Eminent Women Leaders in Healthcare 2021
| March 2021 | 29
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32. What impact did the COVID-19 pandemic have on your
organization’s daily operations? What efforts did you
take to ensure safety of your employees at the same
time?
At the onset of the pandemic, the Maple team began to
work from home. The great thing about running a tech
company is that mostly everything can be done remotely,
but we had other types of challenges. Demand for Maple
more than tripled in a very short period as patients were
looking for safe ways to see doctors outside of hospitals and
clinics. We were forced to scale up incredibly fast and in a
virtual setting. At one point, we were so busy that we asked
entire departments within Maple to drop everything they
were doing and help with scaling up our infrastructure to
cope with the surge in demand. And just like that, Maple
catapulted itself years ahead into the future. We more than
doubled the size of our team, we significantly increased the
number of health care providers in our network, and our
internal infrastructure scaled to handle thousands of
consultations a day.
Regarding the safety of our employees, we took action from
a holistic wellbeing perspective. In March, we focused on
ensuring folks were physically safe by closing down the
office for all but essential purposes. We provided ongoing
training and support so our teams could respect public
health guidelines. Since the initial shock of the pandemic,
we began focusing our efforts on revamping our benefits
and perks to nurture and prioritize mental health. We know
that the pandemic is impacting everyone differently.
In your opinion, what could be the future of the
healthcare services sector post the pandemic? And how
are you strategizing to scale your company’s operations
and offerings to be prepared for that future?
Virtual care is here to stay. Routine health care interactions
will continue to transition from hospitals and clinics to a
virtual setting. In order to power this shift, we will continue
to scale our operations in terms of growing our provider
network and investing in our infrastructure. In terms of
patient health and experience, we want to broaden our
services to look after the overall health and wellbeing of
Canadians. That is why we are beginning to expand into
preventive care in addition to reactive care. To help us in
this journey, we are excited to have partnered with
Shoppers Drug Mart to help expand our reach in Canada.
If given a chance, what is the one thing that you would
change about the global healthcare services ecosystem?
Make it more connected. The health care ecosystem today
is incredibly fragmented which has serious implications for
quality of care, access to care, and overall health outcomes.
We can improve these metrics by focusing on continuity of
care and communication, and by bringing systems, patients,
and health care providers closer together.
As an established leader, what would be your advice to
the budding entrepreneurs and enthusiasts aspiring to
venture into the healthcare sector?
Take the time to truly understand the types of challenges
that exist in our health care system today and focus on how
your ideas or solutions will make a tangible difference.
Recognize that change is hard, especially in the health care
industry. There are many forces at play which may
constantly push you against changing the status quo. That is
why it is important to be extremely courageous and resilient
if you are going to venture into the health tech sector.
30 | March 2021 | www.insightscare.com

34. THE ESSE
IN 2
32 | March 2021 | www.insightscare.com

35. ENCE OF
2021 T
here is not one, absolute
definition or categorization of an
emerging market vertical. Some
economists apply a formula using a
country’s GDP and per capita income,
while other indices consider a
combination of factors including size,
liquidity, and market accessibility to
determine whether a market is
surfacing, or to predict whether it will
be surfacing in the future.
Nonetheless, emerging markets
usually have a set of common
attributes, which often include
introducing regulatory reforms to
progress towards developed country
status. These economies are
distinguished by an increasing reliance
on industrialization and
manufacturing, a shift that is often
designed to reduce their dependence
Explore
| March 2021 | 33
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36. refers to producing economic output from a broader
range of sectors, such as industry, in order to reduce
reliance on traditional and lower value-added pillars of
the economy, such as agriculture and natural resources.
Amid the global trade discourse and COVID-19 related
impact on logistics, diversification has proven prime not
only in terms of GDP makeup, but also for trade routes
and supply chains. Diversification of these factors will
therefore remain significant for many emerging
economies to address trade disparities and reduce their
susceptibility to economic headwinds, both internally
and externally.
At the same time, rapid technological innovation is
disrupting traditional business models, allowing
emerging markets to leapfrog established development
stages, and placing increased focus on upskilling the
labor force.
Universities in emerging economies are playing an
essential role in response to the COVID-19 pandemic
through R&D, as well as innovative approaches towards
learning. In fact, strong education systems can help
emerging markets maintain economic expansion by
sustaining productivity if supported by a professional
growth agenda and revolution to encourage investment
inflows and expenses.
Emerging Markets of Interest to Investors in 2021
Despite the economic impacts caused by the COVID-19
pandemic, emerging markets will endure interest to
investors in 2021 and farther on because of the high
reward potential offered by their swift growth.
The economic agenda is frequently prioritized by
government bodies in these countries. Market
opportunities are presented by their expanding and
youthful demographics, increasing levels of
urbanization and rising household purchasing power.
Hi-speed technological development leaves the door
open for these emerging economies to leapfrog
development stages and make up lost ground
corresponding to more advanced economies.
on agriculture, energy and other natural resources or
raw materials.
These markets often focus on reinforcing exports and
reducing imports to create a more favorable balance of
trade and ensure security. Many transpiring economies
have crafted national development plans to guide their
advancement towards these aims.
Changes in the Emerging Global Markets
Emerging markets have changed substantially in the
decade leading to 2020: financial inclusion broadened,
and technology penetration increased, most notably as
governments introduced regulatory reforms to
promote growth and mitigate risk.
Emerging markets lag even more in developed
economies in terms of their financial sectors, in
particular. Indeed, many emerging economies are
represented by historically low levels of financial
inclusion. In recent years, many governments in
emerging markets liberalized a range of sectors and
introduced a host of reforms, including regulations
surrounding financial services.
Foreign ownership restrictions globally have been laid-
back across a host of sectors, including real estate,
banking and education, and many governments have
targeted developments in order to conduct business
smoothly and efficiently. This puts forward greater
foreign participation and often presents an opportunity
for partnerships with domestic companies.
st
Emerging markets in the 21 century
st
In the 21 century, the factors affecting growth in
emerging markets have changed. Significantly, trade
has acted as a key factor for the rise of emerging
markets in the recent years, assisted by the downfall of
manufacturing costs. This is set to move forward in the
reduction of transport and logistics costs.
Trade blocs act as a catalyst for the movement of goods
by increasing the ease of cross-border commerce and
reducing associated taxes and charges. Agreements
that create these blocs are therefore an enticing path
to unlocking economic development.
Economic diversification has also been a key driver of
emerging market growth. Diversification typically
- Ashish C.
34 | March 2021 | www.insightscare.com

38. Sarah Harvey
An Epitome of Passionate Leadership
By combining excellence in
healthcare, business, and
technology, Sarah Harvey is
revolutionizing the healthcare industry.
It is her passion for improving
healthcare that has been a constant
driving force.
In her role as the CEO and
Co-founder of QoC Health, Inc.,
Sarah’s focus is on the development
and implementation of healthcare
technologies.
In an interview with Insights Care,
Sarah sheds some light on her
entrepreneurial journey and how QoC
Health is making a difference in the
lives of patients everywhere.
Below are the highlights of the
interview:
Give us a brief overview of your
journey in the healthcare sector, and
your role at QoC Health
I grew up in Newfoundland and
completed my undergraduate and
master’s degrees at Memorial
University. From there, I was not
exactly sure what I “wanted to be” but
was intrigued by the thought of
tackling healthcare challenges and
improving care experiences.
I then moved to Toronto (in hopes of
discovering what I should be!) and one
of my first defining roles was in the
research department at the Toronto
Rehabilitation Institute. I had mentors
that enabled me to see that research
can turn into best practices if evaluated
and implemented properly. From there,
I studied quality improvement methods
at IHI and focused my work on
hospital performance measurement and
supporting a culture of continuous
improvement.
Eventually I felt the need to learn
more, so I entered the IHPME PhD
program at the University of Toronto,
with a focus on understanding patient
and provider experiences using
healthcare apps. During that time, I
was invited to be a co-founder of QoC
Health with many different roles in
health strategy, innovation, co-design,
and evaluation.
In 2020, I accepted the role of CEO
and I am fortunate to be inspired every
day by the talented team at QoC. I
cannot say my healthcare journey was
predictable, but it would seem my
passion for improving healthcare has
been a constant driving force and it
helps me to focus my work with this
incredible company.
Tell us more about QoC Health, its
vision, and the key aspects of its
stronghold in the Canadian
healthcare industry.
QoC Health was founded in 2010 and
offers patients, caregivers and
healthcare providers adaptable and
integrated web and mobile solutions.
We strive to provide connected care for
patients managing health conditions at
home through mobile solutions in
acute, chronic, and mental health care.
We have a connected care platform that
supports web and mobile app features
such as symptom monitoring, goal
setting, educational tools, secure
patient-provider messaging, video
visits and decision aid tools.
Additionally, we have several off-the-
shelf solutions such as our post-
discharge virtual care tool, and we
have the option for our clients to
develop new custom solutions
leveraging the platform building blocks
through a co-design process.
From a business leadership
perspective, what is your opinion on
the impact of the current pandemic
on the healthcare services sector?
36 | March 2021 | www.insightscare.com

39. Through the lens of a health
technology company, we have seen
that the pandemic has forced certain
questions to be answered. Historically,
the healthcare system in Canada has
been slow to adopt virtual connected
care solutions, due to a myriad of
concerns on items such as data privacy
and security, patient/provider
willingness to engage in virtual care,
and quality of care.
The pandemic has pushed the health
system to break down the barriers
behind these questions and to address
concerns so that we can provide virtual
care in the home. It seems the
pandemic has kick-started the health
system into catching up quickly with
respect to the use of mobile
technologies. Going forward, we
should ensure that we are providing the
right support for patients and provider
s that are using mobile technologies.
What is your opinion on the
necessity for healthcare service
providers to align their offerings
with modern technological
developments, especially when it
comes to catering to the ever-
evolving patient needs and
preferences?
I feel healthcare should utilize the tools
that patients are accessing in their
everyday lives. Today, that means
leveraging mobile technologies so that
people can receive care through their
smartphones, tablets, and computers
when appropriate. Through mobile
apps we can conduct virtual visits,
monitor symptoms, and have access to
the right educational materials.
We have shown that in-person health
visits are not always necessary and that
through the use of mobile technology
we can reduce readmissions while
improving clinical outcomes and the
patient experience.
There is very little
room for pride
when embarking on
entrepreneurship!
“
“
Sarah Harvey
CEO and
Co-founder
Canada's 10 Most Eminent Women Leaders in Healthcare 2021
| March 2021 | 37
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40. That said, we also know that not every
patient can or wants to use mobile
technology and at QoC Health we feel
strongly about the importance of
providing equitable care through
options such as managed devices (i.e.,
loaned smartphones), and access to
technical support for patients and
providers.
dditionally, there should always be care
options that do not involve mobile
technology (i.e., in-person visits,
telephone calls) so that care is truly
patient-centered.
What impact did the COVID-19
pandemic have on your
organization’s daily operations?
What efforts did you take to ensure
safety of your employees at the same
time?
Well, as a company that specializes in
virtual care solutions the transition to
working from home was fairly easy.
Connecting people through technology
is what we do! We found that we were
able to co-design, develop, test, and
implement health apps without the
need to be on site in hospitals.
That said, we certainly miss working
together in our office and meeting our
healthcare colleagues in person. The
human side of health technology
development is important and so we
strive to maintain our usual level of
connection through video calls and
messaging.
In your opinion, what could be the
future of the healthcare services
sector post the pandemic? And how
are you strategizing to scale your
company’s operations and offerings
to be prepared for that future?
It seems likely that patients and
providers will expect a continuation of
virtual care post-pandemic. For many
years the health sector has emphasized
the importance of reducing in-person
visits and the pandemic brings that
concept to life in everyday practice.
This could mean an increase in triage
tools to assist in determining which
patients can be seen virtually versus
in person.
This type of triage combined with
access to virtual care tools such as
secure messaging, video visits and
symptom monitoring means that we
are preparing many of our QoC Health
products for large scale
implementation.
If given a chance, what is the one
thing that you would change about
the global healthcare services
ecosystem?
I would recommend that we stop re-
inventing the wheel. If a healthcare
solution exists in one part of the world,
we need better methods to scale and
spread this solution globally. This
would enable patients and providers to
have access to best practices more
rapidly and it would support effective
use of healthcare funding as we would
know that researchers and innovators
would be working together
collaboratively and not duplicating
efforts.
As an established leader, what would
be your advice to the budding
entrepreneurs and enthusiasts
aspiring to venture into the
healthcare sector?
Listen to the feedback you are
receiving. I can’t emphasize enough
the importance of co-designing
innovations with those that will be
using the new solution every day.
Many of our initial assumptions about
how health apps should function were
proven wrong as we listened to patients
and providers and as we evaluated our
apps.
38 | March 2021 | www.insightscare.com

42. Sarah Roth
Changing Lives through Enablement of Impactful Cancer Research
It is most certainly exciting to be
in a time when the global
healthcare industry is undergoing
substantial transformation. The
evidence is visible in the way
healthcare service providers have
scaled their approach towards
implementing innovative technologies
and in the way they deliver services
and solutions to patients.
This upscaling of the healthcare
industry was driven into motion by
exceptional individuals who have
passionately dedicated their lives to the
healthcare industry. Combining their
expertise with the leveraging of critical
data, these leaders are ceaselessly
catering to the changing patient needs
and preferences.
The following interview brings into
spotlight, one such individual who has
striven to make a positive impact in the
world of healthcare – Sarah Roth,
President and CEO, BC Cancer
Foundation.
Below are the highlights of the
interview:
Give us a brief overview of your
journey in the healthcare sector, and
your role at BC Cancer Foundation.
I’ve focused my career in the health
and sciences sector, as it’s an area of
social impact that I’m deeply
passionate about. Our health is vital to
our longevity and ability to thrive as
individuals and communities. I’ve led
large fundraising campaigns in the
Unites States during my time with
Boston Children’s Hospital and New
York-Presbyterian Hospital. My family
then relocated to B.C. for both career
and lifestyle changes.
During my eight years leading major
fundraising campaigns for UBC’s
Faculty of Medicine, I saw the breadth
and depth of scientific expertise that’s
thriving here in Canada. It’s an
inspiring space to work in and I get my
motivation in seeing the direct impact
that donor dollars make in progressing
health solutions.
Now, focused on cancer in my role as
President and CEO at the BC Cancer
Foundation, leading an 80-person
team, we have our sights set on rapidly
changing outcomes. In my role I am
focused on transformation that I
believe it vital to the health of our
charitable sector.
I’ve led a donor-centric approach to
fundraising, pivoting toward a
powerful combination of community
engagement and deeply personal
relationship building. Cancer is
personal and it will impact one in two
of us, and our donors take their role in
advancing research seriously. We act as
a conduit to propel meaningful
innovation that has a direct impact on
patient care.
Tell us more about BC Cancer
Foundation, its vision, and the key
aspects of its presence in the
Canadian healthcare industry.
The BC Cancer Foundation is one of
the largest charities in the country. Our
vision, shared with our partner at BC
Cancer, is a World Free From Cancer
and our driving mission is to Change
the Outcome. No matter where a
patient lives, we are here to drive high-
impact research, and expand care, so
everyone has the best treatments,
closer to home.
Cancer patients in B.C. have some of
the best outcomes in the world. This is
thanks to our thriving interdisciplinary
research teams at BC Cancer who
don’t accept the status quo. Our
researchers are ranked as some of the
top scientific minds in the world and
the breakthroughs they make in the
labs have direct impacts on the care
being delivered across BC Cancer’s six
centers.
This is the power of philanthropy.
Donors fuel innovation. They give the
leaders at BC Cancer the ability to
dream big, to take chances, and we’ve
seen tremendous progress thanks to
this approach.
From a business leadership
perspective, what is your opinion on
the impact of the current pandemic
on the healthcare sector?
40 | March 2021 | www.insightscare.com

43. As a leader in the charitable health
sector, we’ve seen many organizations
suffer as a result of the pandemic. This
has meant that critical resources
patients depend on have dried up and
in some cases disappeared.
In turn, that’s put tremendous pressure
on many support services, particularly
in cancer, where there’s been increased
demands on counselling, psychiatry
and the ability to access care from
remote communities.
Our donors stepped in to help mitigate
many of these impacts, yet there
remains a need to focus on individuals
who are facing life-threatening health
issues through the pandemic.
I also want to acknowledge the
incredible work of the teams at BC
Cancer. They responded to the
pandemic rapidly, they put safe
measures in place from the start so that
critical cancer treatment services
continued every step of the way. They
are our heroes and deserve recognition
because through all of this, cancer
hasn’t stopped, and neither have they.
What is your opinion on the
necessity for healthcare
organizations to align their offerings
with modern technological
developments, especially when it
comes to catering to the ever-
evolving patient needs and
preferences?
I believe many aspects of our health
care system were able to rapidly
implement new technology due to
the pandemic. We see this in
cancer care where remote/virtual
appointments quickly became the
norm, ensuring timely connections
between patients and their care teams.
Working
within
healthcare
is an
incredibly
fulfilling
career
“
“
Sarah Roth
President and CEO
Canada's 10 Most Eminent Women Leaders in Healthcare 2021
| March 2021 | 41
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44. While there will remain an ongoing
need for in-person health care, I think a
lot of learnings will emerge from the
pandemic that provide a clear path
forward for the role technology can
play in health care delivery.
What impact did the COVID-19
pandemic have on your
organization’s daily operations?
What efforts did you take to ensure
safety of your employees at the same
time?
As the concern and risk related to
COVID-19 escalated, we responded
immediately, setting our staff up to
work remotely. The safety of our staff
and donors came first. We ensured
everyone could operate within our
provincial health guidelines through
technology. We also found some fun
ways to engage with
one another to keep
our strong culture
thriving.
The major impacts
were in our events
portfolio where we
pivoted our largest
fundraising event
from a 2,500-person,
two day cycling
experience, to a
virtual challenge.
Our goal is always to
be a nimble
organization that can
not only respond to
current
environmental
demands but can
remain ahead of
them.
In our experience,
donors have
responded positively, they continue to
engage with us through virtual touch
points and they remain as committed as
ever to breaking down cancer.
In your opinion, what could be the
future of the healthcare services
sector post the pandemic? And how
are you strategizing to scale your
organization’s R&D and fund-
raising strategies to be prepared for
that future?
I believe that now, more than ever, the
public sees the value of science as vital
to finding new health solutions. The
rapid development of a COVID-19
vaccine proved the power and ability
of the scientific community when they
are focused and have ample funds to
carry out their research and
development.
We know that post-pandemic, cancer
will re-emerge as the number one
health issue facing Canadians. We are
actively working with donors and
building our donor connections so we
can increase funding for life-saving
cancer research in the years to come.
With committed donors, Board,
regional councils, we are growing our
networks across B.C. to prepare for the
needed expansion of cancer
infrastructure and care in communities
throughout the province. And I
continue to work closely with our
partners at BC Cancer, the Provincial
Health Services Authority and
Government of BC, as we, and our
donors, are key partners to advance our
province’s cancer strategy.
If given a chance, what is the one
thing that you would change about
the global healthcare services
ecosystem?
There’s an incredible environment of
collaboration among the global
scientific community within cancer.
As an established leader, what would
be your advice to the budding
entrepreneurs and enthusiasts
aspiring to venture into the
healthcare services sector?
Working within healthcare is an
incredibly fulfilling career. My advice
would be to come with an insatiable
appetite to learn, to develop skills
around positive enquiry, and as people
are at the heart of healthcare, focus on
relationship building.
42 | March 2021 | www.insightscare.com