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Most Influential COOs in The Healthcare Industry to Follow.pdf

In this edition of Insights Care, Most Influential COOs in The Healthcare Industry to Follow, you will discover Most Influential COOs

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Erik
Bergvin, MBA
Bringing Sustainable, World-Class Eye Care to the People
Erik Bergvin, MBA
COO
Eye Centers of
Tennessee
COOs
Most Influen al
in The
Healthcare
Industry
to Follow
June|Issue 03|2023
The greatest wealth is
Health
- Virgil
Note
Ed tor ’
s
In this edition of Insights Care, we embark on a compelling
journey into the intricate realm of healthcare leadership.
Our focus shines brightly on the brilliant minds behind
hospital efficiency, patient care, and operational
excellence—the Chief Operating Officers (COOs). This
issue is a profound exploration of the Most Influential
COOs in the Healthcare Industry, whose innovative
strategies are redefining the healthcare landscape.
Inside, you'll discover a rich collection of narratives woven
with dedication and foresight. Through in-depth interviews
and thought-provoking articles, we reveal the stories of
these visionary COOs, uncovering the pivotal decisions and
groundbreaking initiatives that have transformed healthcare
institutions across the globe. Their strategies not only
enhance the efficiency of healthcare delivery but also
elevate patient experiences, ensuring a healthier future for
us all.
This edition is not merely a compilation of success stories
but a testament to resilience, creativity, and the unyielding
spirit of healthcare leaders. Whether you're a healthcare
professional seeking inspiration or a reader interested in the
transformative power of strategic leadership, this issue
promises valuable insights and knowledge.
Prepare to be inspired by the ingenuity of these strategic
minds. As you turn the pages, you'll find a wealth of
wisdom, practical insights, and innovative solutions that are
reshaping the future of healthcare. Insights Care invites you
to join us on this enlightening journey and celebrate the
indomitable spirit of these influential COOs.
Happy Reading!
-Pooja Shah
Pja Sh
Strategic Minds,
Healthy Futures
Erik
Bergvin, MBA
Bringing Sustainable, World-Class Eye Care to the People
08
Story
Cover

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Most Influential COOs in The Healthcare Industry to Follow.pdf

  • 1. Erik Bergvin, MBA Bringing Sustainable, World-Class Eye Care to the People Erik Bergvin, MBA COO Eye Centers of Tennessee COOs Most Influen al in The Healthcare Industry to Follow June|Issue 03|2023
  • 5. In this edition of Insights Care, we embark on a compelling journey into the intricate realm of healthcare leadership. Our focus shines brightly on the brilliant minds behind hospital efficiency, patient care, and operational excellence—the Chief Operating Officers (COOs). This issue is a profound exploration of the Most Influential COOs in the Healthcare Industry, whose innovative strategies are redefining the healthcare landscape. Inside, you'll discover a rich collection of narratives woven with dedication and foresight. Through in-depth interviews and thought-provoking articles, we reveal the stories of these visionary COOs, uncovering the pivotal decisions and groundbreaking initiatives that have transformed healthcare institutions across the globe. Their strategies not only enhance the efficiency of healthcare delivery but also elevate patient experiences, ensuring a healthier future for us all. This edition is not merely a compilation of success stories but a testament to resilience, creativity, and the unyielding spirit of healthcare leaders. Whether you're a healthcare professional seeking inspiration or a reader interested in the transformative power of strategic leadership, this issue promises valuable insights and knowledge. Prepare to be inspired by the ingenuity of these strategic minds. As you turn the pages, you'll find a wealth of wisdom, practical insights, and innovative solutions that are reshaping the future of healthcare. Insights Care invites you to join us on this enlightening journey and celebrate the indomitable spirit of these influential COOs. Happy Reading! -Pooja Shah Pja Sh Strategic Minds, Healthy Futures
  • 6. Erik Bergvin, MBA Bringing Sustainable, World-Class Eye Care to the People 08 Story Cover
  • 7. 24 Dr. Nathan Cope Driving Innovation by Placing People at the Heart of Business 20 Marie-Hélène Raigneau Leading the Way in Drug Development with a Visionary Approach Driving Patient Experience The COOs' In uence on Healthcare Service Delivery 28 16 How COOs Lead Organizations Through Transformation Navigating Change 32 Steve Mason Making an Impact with Altasciences Profiles Articles
  • 8. Copyright © 2023 Insights Success Media and Technology Pvt. Ltd., All rights reserved. The content and images used in this magazine should not be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission from Insights success. Reprint rights remain solely with Insights Success Media and Technology Pvt. Ltd. Insights Care is powered by Insights Success Media and Technology Pvt. Ltd. June, 2023 sales@insightscare.com Contact Us: Follow us on : www.facebook.com/InsightsCare/ https://twitter.com/Insightscare Insights Success Media Tech LLC 555 Metro Place North, Suite 100, Dublin, OH 43017, United States Phone - +1614-602-4132 Email: info@insightscare.com For Subscription: www.insightscare.com Insights Success Media and Technology Pvt. Ltd. Survey No.133/134, Brand Square, Office No. 512, Kunjir Chowk, Pimple Saudagar, Pune, Maharashtra 411027. Phone - India: 7410033802, 8956487823 Email: info@insightscare.com For Subscription: www.insightscare.com Editor-in-Chief Chidiebere Moses Ogbodo Managing Editor Pooja Shah Executive Editor Nisha Mehra Visualiser David King Art & Design Head Sameen Arif Co-designer Paul Belin Art & Picture Editor Deepanjali Jena Business Development Manager Emily Jones Marketing Manager Bill Thompson Business Development Executives Anna Smith, Jack Miller Sales Executives Mike, Carl, John Technical Head Jacob Smile Assistant Technical Head Prashanth Hiremath Technical Consultants David, Robert Digital Marketing Manager Alina Sege Assistant Digital Marketing Manager Sagar Lahigade SME-SMO Executives Gemson Research Analyst Eric Smith Circulation Manager Tanaji Fartade We are also available on :
  • 9. Brief Featuring Person Company Erik is on a mission to provide sustainable, compassionate, and empathetic eye care services that transform the lives of patients. Marie-Hélène Raigneau is a pioneering figure in drug development, recognized for her visionary approach and significant contributions to the field. Nathan stands out as a visionary leader who recognizes the significance of placing people at the heart of the business. Steve Mason has made big advancements in drug development to help clients make informed key decisions for the early phases of drug development. Erik Bergvin COO Eye Centers of Tennessee ecotn.com Otsuka Pharmaceutical Companies Europe otsuka-europe.com Altasciences altasciences.com Altasciences altasciences.com Dr. Nathan Cope COO Marie-Hélène Raigneau COO Steve Mason COO COOs Most Influen al in The Healthcare Industry to Follow
  • 10. Erik Bergvin, MBA Bringing Sustainable, World-Class Eye Care to the People We are here to transform lives, one eye at a me. To bring sustainable, world-class eye care to the people of the Upper Cumberland, and we focus heavily on our core values of Integrity, Accountability, and Empathy. This en re system is what lays at the bedrock of our success and what we grade ourselves on. Cover Story
  • 11. Erik Bergvin, MBA COO Eye Centers of Tennessee
  • 12. eet Erik Bergvin, MBA the visionary COO of MEye Centers of Tennessee, who is changing the game in the eye care industry. With his unwavering commitment to delivering world-class eye care to patients in Upper Cumberland, Erik is on a mission to provide sustainable, compassionate, and empathetic eye care services that transform the lives of patients. With Erik at the helm, Eye Centers of Tennessee is a beacon of hope for patients seeking reliable eye care services, including cosmetics and allergy services offered at ECOTN. His positive attitude towards work, communication style, and unparalleled leadership skills, combined with a patient- centric mindset, have led to operational excellence and streamlined services, which have translated into the financial success of Eye Centers of Tennessee in the healthcare industry. Erik is a firm believer in putting patients' needs first and works tirelessly to ensure that they receive the highest standard of care at every stage of their visit. Erik's approach is unique in that he understands the common hurdles that eye care providers face, such as inflation, cost-cutting, and political regulations, and he has developed innovative solutions to overcome these challenges. By fostering a culture of compassion, empathy, and communication, Erik has created an environment that empowers patients and staff alike, providing them with the tools they need to succeed. "I constantly communicate the company's vision, direction, and goals for each ECOTN office and how we can get there. It is easy to make an office metric-based, but at the end of the day, we are dealing with real people, both patients and staff. It's about giving people the tools to succeed and getting out of their way," says Bergvin. In a world where eye care providers are a dime a dozen, Erik Bergvin stands out as a shining example of excellence. With his unique skill set and dedication to improving healthcare, he is making a significant impact in the lives of patients and healthcare providers alike. His strong leadership skills, innovative approach, and unwavering commitment to putting patients first, coupled with his visionary leadership, have earned him a reputation as an 'Influential Leader' in the healthcare industry, creating a legacy that will endure for years to come. Here's a glimpse into Bergvin's leadership for bringing sustainable, world-class eye care to the people at Eye Centers of Tennessee. Most Influen al COOs in The Healthcare Industry to Follow
  • 13. Journey So Far Bergvin's journey to becoming the COO of Eye Centers of Tennessee (ECOTN) has been one with few stops. "I guess, I'm returning to a previous position that I held in my mid 20's, working as a COO at an early-stage venture capital firm in Trondheim, Norway. Coming back to the states and establishing roots in the Upper Cumberland has been a really rewarding experience," says Bergvin. "Looking back at it, it wasn't until my wife became a pediatrician, that I got my first real dose of the healthcare industry and knew this is where I wanted to be. The opportunity arose to work at ECOTN, and here I am." For him, the environment at ECOTN is second to none. No matter what conference he travels to or the office he'd visit, "Our patient experience can't be matched. The people, both employees and patients, are what inspire me. To know that we can make such a positive change is what gets me out of bed each morning," he says. Values, Vision, and Mission At ECOTN, the Executive team and ownership have focused on the company's core vision, mission, and values. "We are here to transform lives, one eye at a time. To bring sustainable, world-class eye care to the people of the Upper Cumberland, and we focus heavily on our core values of Integrity, Accountability, and Empathy. This entire system is what lays at the bedrock of our success and what we grade ourselves on," adds Bergvin. Striving to Improve Operational Efficiency At ECOTN, Bergvin and team constantly strives for operational efficiency, just like any organization. The current economic climate has created some hurdles that Bergvin believes is to be overcome, i.e. increased overhead costs due to inflation, political regulations and cost cutting to name a few. "These issues are not just endemic to Every me I hear the word compassion, I think, "How can we help?" Each person that walks through our doors is seeking help in some form or fashion. From broken glasses, needing an eye exam, to adver ng blindness. So yes, compassion and pa ent care are a big part of what we are about.
  • 15. healthcare, though the industry oftentimes adopts a reactive instead of proactive approach to solving issues," emphasizes Bergvin. Part of that is due to the nature of healthcare, but it does create hurdles when working in the confines of the structure. "One specific issue that we have continued to reaffirm at ECOTN is remaining on time for patient appointments. Our CEO always says, "If your appointment is at 10 a.m., I want someone calling your name at 10 a.m.". It's respecting the patient's time that I often see as an issue at other locations." Updating Technological Equipment Bergvin believes that in order to keep with the company's mission of providing sustainable world-class eye care to the people of the Upper Cumberland, it needs to have the most modern equipment. Bergvin highlights, "You couldn't find better technologies in place, than what we have. The equipment you will find at our locations is very similar to what you'll find in Nashville or Atlanta. On top of the technology, we have some of the best surgeons and Optometrists in the country. Dr. Michael Patterson, D.O. (Owner and Surgeon), has worked incredibly hard to expand our surgery services and products. Some of which, would not normally be available in our part of the country. Because of this, we often don't have to refer patients out to other practices (except in pediatric cases) which cuts down on patient travel." "The technology and surgical ability are only as good as the support staff, and I would put them up against anyone. I am very proud of the people and services we provide," he says. Delivering Compassion Bergvin ensures that patients are treated in alignment to the value of compassion and empathy. "Every time I hear the word compassion, I think, "How can we help?" Each person that walks through our doors is seeking help in some form or fashion. From broken glasses, needing an eye exam, to adverting blindness. So yes, compassion and patient care are a big part of what we are about," explains Bergvin. Endeavors at Present What makes ECOTN unique is the trust that patients put in it. Thus, Bergvin wants to service the patients in as many ways as possible. ECOTN at present offers ancillary services at its offices, from Allergy, Hearing and soon Speech Pathology. "We want our patients to know that so many of their needs can be met at our facilities and the quality of care, timeliness, and dedication to them isn't going to change," adds Bergvin. He continues, "One of the greater endeavors we are currently pursuing is expanding two of our offices. As the population in our region keeps growing, we need to be able to meet that demand, that depicts growth for the next 30 years. To know that the ownership is just as committed as we are to the staff and patients is really a blessing." Turning Challenges into Opportunities for Growth ECOTN has witnessed a rapid growth over the past four and half years, growing from four offices to seven and almost doubling the staff. But this has brought forth several challenges. Bergvin explains, "We have had to overhaul our organizational chart to accommodate the growth which has put managers in challenging yet rewarding, growth situations. You are talking about one manager who oversaw an office of 15 going to 3 offices of 30 and having to maintain the goals the company has for them (both in quality metrics and patient outcomes). It takes some learning, patience, and a desire to better oneself." In addition to accommodating the company's growth, Bergvin wants ECOTN to be an employer that offers top level benefits to its employees. With this in mind, changing products and services, has been a challenge lately. "But we often run on the mindset, (No pressure. No diamonds – One of the greater endeavors we are currently pursuing is expanding two of our offices. As the popula on in our region keeps growing, we need to be able to meet that demand, that depicts growth for the next 30 years.
  • 16. Thomas Carlyle). Challenges are often met head on and seen as opportunities for growth. You can't be where we are, without having a successful track record of overcoming challenges," says Bergvin. He continues, "Lastly, keeping the family atmosphere has been challenging as we continue to grow. I believe we take great care of our staff; one such example is sending them to Hawaii every 5 years (them and a loved one). Making sure the managers are keeping up with their team members. It was easier when we had 25-50, but having 150+ and growing, it does add some challenges." Leadership is a Learning Curve It has been a learning curve for Bergvin when delivering his leadership skills at ECOTN. "Knowing what you can and cannot delegate has been a learning experience," emphasizes Bergvin. "We have two specific categories of managers at ECOTN, Operational and Regional Managers. The Operational Managers are heads of specific departments in the company: Billing, Technicians, Opticians, Human Resources, and Scheduling. Daily issues are handled by our Operations Director." But we o en run on the mindset, (No pressure. No diamonds – Thomas Carlyle). Challenges are o en met head on and seen as opportuni es for growth. You can't be where we are, without having a successful track record of overcoming challenges.
  • 17. "Our Regional Managers cover offices/regions in the company. I meet with them twice per month (once individually and second on a conference call). There are varying degrees of experience on the call, and they each learn from each other. It speeds up their education. It's surprising how much can be resolved on a 30-minute call. We often review industry articles and at least 2 books per year (focusing on soft skills and change)." Bergvin continues, "We also bring the groups together twice a year for biannual meetings, where we discuss workplace dynamics, customer service standards, current issues, metrics/goals, and our standards in patient care." "I constantly communicate the company's vision, direction, and goals for each office and how we can get there. It is easy to make an office very metric based, but at the end of the day, we are dealing with real people, both patients and staff. It gives people the tools to succeed and then getting out of their way. Managers are in the daily grind and see firsthand how the staff interact with patients. If I can put them in areas to succeed and grow, they will do the same for their teams. When they win, the company wins. It's very much a family atmosphere." Bergvin concludes by appreciating the CEO saying, "I also have a great mentor in our CEO, who gives me plenty of latitude to operate and is always available when issues need further discussion." Words of Wisdom To the budding enthusiasts who desire to venture into the healthcare sector, Bergvin suggests, "It is one of the most rewarding and challenging industries out there. You must be able to work behind the scenes and let others be in the spotlight. It's more important that a job gets done than who takes the credit. Find a mentor if you can, and someday, be a mentor for someone else."
  • 19. hange is the only constant in the world of Cbusiness. Organizations must transform to stay relevant in an era where technological advancements and market dynamics are evolving unprecedentedly. In this ever-shifting landscape, Chief Operating Officers (COOs) play a pivotal role in transforming organizations. COOs are the unsung heroes of the corporate world, steering companies through the tumultuous waters of change. Their role is multifaceted, requiring a delicate balance of strategic vision, operational acumen, and leadership expertise. Let's explore how COOs effectively navigate change, driving organizational transformation while ensuring stability and growth. Strategic Vision One of the primary responsibilities of a COO is to develop and execute the organization's strategy. During times of transformation, a clear strategic vision becomes even more critical. COOs must analyze market trends, assess the competitive landscape, and identify growth opportunities. Understanding the broader context allows them to make informed decisions that drive the organization forward. A strategic vision provides a roadmap for the transformation journey. It outlines the goals, milestones, and key performance indicators that indicate progress. COOs work closely with other C-suite executives to align the transformation strategy with the overall business objectives, ensuring that every effort propels the organization toward its desired future. 17 | June 2023 www.insightscare.com
  • 20. Operational Acumen COOs are responsible for the day-to-day operations of the organization. During transformation, operational efficiency is paramount. COOs streamline processes, eliminate redundancies, and implement best practices to optimize the use of resources. They leverage technology to automate routine tasks, enabling employees to focus on value-added activities. Moreover, COOs assess the organization's capabilities and identify areas for improvement. This could involve restructuring teams, enhancing employee skills through training programs, or forging strategic partnerships to access specialized expertise. By addressing operational inefficiencies, COOs create a strong foundation upon which the organization can successfully navigate change. Leadership Expertise Leading through transformation requires exceptional leadership skills. COOs inspire and motivate employees, instilling a sense of purpose and direction. They communicate the vision for change clearly and transparently, fostering a culture of openness and trust. Strong leadership gives employees the confidence to embrace change rather than fear it in times of uncertainty. COOs also foster collaboration and teamwork within the organization. They break down silos, encouraging departments to work cohesively toward common goals. By promoting a collaborative environment, COOs enhance creativity and innovation, driving the development of groundbreaking solutions to propel the organization ahead of the competition. Ensuring Stability and Growth While transformation is essential for staying competitive, COOs must ensure that it does not compromise the organization's stability. They carefully balance the need for change with preserving core values and principles that define the company's identity. COOs implement risk management strategies to mitigate potential disruptions, safeguarding the organization against unforeseen challenges. Additionally, COOs focus on sustainable growth. They diversify revenue streams, explore new markets, and invest in research and development to innovate products and services. By combining stability with a strategic approach to growth, COOs lay the groundwork for long-term success, ensuring that the organization survives and thrives in the face of change. Change Management Expertise COOs excel in change management, a critical skill during organizational transformation. They understand that change, especially significant transformations, can be met with resistance from employees. COOs implement change management strategies that prioritize communication and employee engagement. They create forums for open dialogue, allowing employees to voice concerns and provide feedback. By involving employees in the transformation process, COOs foster a sense of ownership and commitment among the workforce. Additionally, COOs establish clear change objectives and milestones, breaking down the transformation into manageable phases. They monitor progress, making necessary adjustments to the strategy based on real-time data and feedback. Through their expertise in change management, COOs ensure that the entire organization moves forward together, embracing change as a collective effort. Conclusion In the complex and ever-changing business landscape, the role of COOs in leading organizations through transformation cannot be overstated. Their strategic vision, operational expertise, leadership acumen, change management skills, and tech-savvy approach collectively enable them to guide organizations successfully amidst change. By fostering innovation, nurturing a collaborative environment, and ensuring stability, COOs become the driving force behind the organization's evolution. As organizations continue to face unprecedented challenges and opportunities, the presence of a capable and visionary COO is indispensable. Their ability to navigate change, inspire employees, and harness the power of technology propels the organization toward a future characterized by growth, resilience, and sustained success. In the hands of a skilled COO, transformation becomes not merely a necessity but a transformative journey that propels the organization to new heights, ensuring its enduring relevance in the ever-evolving global market. - Pooja Shah 18 | June 2023 www.insightscare.com
  • 21. Stay in touch. Subscribe to Insightscare Get Insightssuccess Magazine in print, & digital on www.insightscare.com Never Miss An Issue Subscribe Today Corporate Office Insights Success Media Tech LLC 555 Metro Place North, Suite 100, Dublin,OH 43017, United States Phone - (614)-602 - 1754,(302)-319-9947 Email: info@insightscare.com For Subscription : www.insightscare.com Cheque should be drawn in favor of : INSIGHTS SUCCESS MEDIA TECH LLC www.insightscare.com
  • 22. Dr. Nathan Cope Otsuka Pharmaceutical Europe Ltd. Our operations are only successful because of the people who manage them. They are our greatest asset. After all, people do business with people, and it is people who have creative ideas. 20 | June 2023 www.insightscare.com
  • 23. Dr. Nathan Cope Driving Innovation by Placing People at the Heart of Business n the ever-evolving landscape of business, one Ifundamental principle remains constant: ‘People are the true assets of any organization.’ This belief forms the cornerstone for Dr. Nathan Cope, the Chief Operating Officer of a pharmaceutical company, Otsuka Pharmaceutical Europe Ltd. Nathan stands out as a visionary leader who recognizes the significance of placing people at the heart of the business. He has learned that an organization’s greatest strength lies in the talent, expertise, and dedication of its people. By embracing this philosophy, he has helped contribute to an environment of trust, collaboration and innovation. Let’s learn about Nathan’s unwavering commitment to people and the value it has generated behind Otsuka’s success! Kindly tell us about the source of your inspiration. What led you to venture into healthcare? I’ve always valued science and the benefits that it brings. From a young age, I wanted to help people with their health and was fascinated by biology and chemistry – seeking to understand how the body works, how it could go wrong and importantly how to fix it when it did. I have seen firsthand the benefits of medical intervention and the positive impact it can have on the lives of individuals, whether through friends or my direct family. Otsuka shares that mindset of helping individuals through its mission, “Otsuka- people creating new products for better health worldwide” to ensure people live long, productive and worthwhile lives. Brief us about yourself and shed some light on your journey towards becoming a part of Otsuka Pharmaceutical Europe Ltd. My career has focused primarily on the science disciplines. After an undergraduate degree in Pharmacology, I pursued a research career via a Ph.D. at the University of Cambridge. From there, I was introduced to the commercial side of science. It was followed by a career in management consulting, where I worked for several of the top 5 global pharmaceutical companies and the UK public healthcare system. Otsuka was one of my clients for a 12-month consulting assignment. This allowed me to understand the culture and the people before joining. I’ve held a variety of roles in Otsuka, from public affairs to establishing a digital health business and acting as Chief of Staff – all of which have enabled me to gain an understanding of the way the business operates both within Europe and globally and perhaps most importantly, a greater understanding of our greatest asset – our people. What are your core values within the company? We have five organizational values interwoven through everything we do. Integrity, Excellence, Collaboration, Compassion, and Creativity. These values were created by a diverse group of over 100 employees from across Europe and we strive to embody these values for our patients, the organizations we work with and each other. Used in our recruitment process and our continuous performance management to name just two examples, the values act as a compass. However, they are more than just words, they define the culture of our company. We are a team of highly motivated, pragmatic, friendly, diverse, and down-to-earth people who shun office politics and stay focused on the work to be done – helping patients live their lives. What roles and operations do you play at Otsuka Pharmaceutical Companies Europe daily? Our operations are only successful because of the people who manage them. They are our greatest asset. After all, Most Influential COOs in The Healthcare Industry to Follow 21 | June 2023 www.insightscare.com
  • 24. people do business with people, and it is people who have creative ideas. What innovative projects do you have to ensure people at your company can function at their best? We have a variety of initiatives to ensure our people can function at their best. For example, our strong hybrid and flexible working practices, where employees’ preferences predominate, highlight the trust that we have across our organization and that's been reflected in our increased productivity. Our wellness initiatives from health check days, company summer retreats, volunteering days and a genuine focus on mental health, assist in ensuring our people can be the best together. In addition, we are implementing an initiative across much of our European workforce, “Dreamland.” Following a successful pilot in our Spanish office, Dreamland is a voluntary initiative that encourages healthy sleeping habits. It involves colleagues using a smartwatch to track their sleeping patterns and habits over seven months. Those who improve their sleep quality and quantity by 15%, compared to a baseline period, will be rewarded with a day of extra annual leave. We believe that better sleep leads to improved productivity, increased focus, and overall better health. What are some of the challenges you face when conducting operations and how do you turn them into opportunities for growth? Perhaps my experiences here are not unique – the challenges commonly faced are those that are predicted with a degree of certainty. After all, business planning and strategic considerations are a part of the day job and serve to identify these challenges. However, the infrequent or unpredicted challenges are the ones that interest me. In my experience, these challenges are only solved by having a diverse team to test and seek feedback on the proposed solution. At Otsuka, we consult widely internally 22 | June 2023 www.insightscare.com
  • 25. to assist in organizational problems, not only allowing the business to grow but more importantly allowing individuals to grow and develop. What advice would you like to give to budding entrepreneurs and enthusiasts who desire to venture into the sector? A desire to make a difference is paramount along with a long-term mindset. My personal view is that businesses should be sustainable and provide a benefit to society. More tactically, having a service or product that is different from your competitors offers a greater opportunity to provide value and differentiate yourself, potentially creating a new market, yet passion is paramount and a prerequisite. How do you envision scaling your services and operations in 2023 and beyond? We are committed to enhancing a variety of operational areas in the coming years, and one area I am particularly excited about is Otsuka’s efforts in digital health technology. Specifically, within Europe, we’re looking to examine a new digital therapeutic with patients later this year and explore how patients and healthcare professionals could benefit from having access to a clinical trial-validated intervention delivered via a smartphone. The solution allows easy access to treatment at a time that is convenient to the patient and has the potential to alleviate pressure within resource-constrained health systems. The rigor and clinical testing we have pursued are crucial, ultimately ensuring the intervention is driven and rooted in science, a core tenet shared by our partner in the project, Click Therapeutics. 23 | June 2023 www.insightscare.com
  • 26. Marie-Hélène Raigneau Leading the Way in Drug Development with a Visionary Approach Marie-Hélène Raigneau Co-Chief Opera ng Officer Altasciences 24 | June 2023 www.insightscare.com
  • 27. n the realm of drug development, effective leadership Iis paramount to driving innovation, streamlining processes and ultimately making a positive impact on patient outcomes. One individual who exemplifies exceptional leadership in this field is Marie-Hélène Raigneau, Co-Chief Operating Officer at Altasciences, a full-service CRO/CDMO with nine facilities across Canada and the U.S., and an office in the UK. With a keen eye for innovation and a commitment to enhancing the drug development process, Raigneau joined Altasciences driven by the potential to help create a transformative organization. Recognizing the significance of customer experience and service integration in accelerating drug development, she saw a shared set of values and approaches among the leaders at Altasciences, which made it an ideal environment for her to make a meaningful impact. Collaborating closely with Altasciences' other Co-Chief Operating Officer, Steve Mason, Raigneau ensures the seamless coordination of scientific operations across multiple early drug development phases. Together, they guide Altasciences' scientific and operational teams to work in harmony, providing clients with a cohesive outsourcing experience. In an interview with Insights Care, Raigneau expresses her dedication to moving in unison and exemplifies the organization's commitment to excellence and its impact on improving the lives of patients worldwide. Following are excerpts from the interview: Shed some light on your journey towards becoming a part of Altasciences. I joined Altasciences in 2012 as Executive Director of Business Development and Marketing at a time when we were just starting to devise the long-term strategy for the organization and transform it from a CRO focused mainly on clinical research for generic drugs, to a full-service CRO offering end-to-end early phase drug development solutions, from discovery to clinical proof of concept, and beyond. I moved into the General Manager role for our Montréal and Laval sites in 2015. And then in 2018, I became Vice President of Research Support Services. I've assumed my current role of Co-Chief Operating Officer since 2020 and oversee our clinical, bioanalytical, research support services, and contract manufacturing and development teams. I chose to join Altasciences because of the potential I saw in creating a CRO/CDMO that could accelerate drug development by focusing on customer experience and the integration of services. There were several leaders at the organization that shared the same values and approach to the business as I did. I knew this would allow for a dynamic environment where I could make an impact. Given where we were when I joined (two sites in Canada and roughly 200 employees) and how far we've come (now nine sites in Canada and the U.S., plus an office in the UK), it's clearly been a winning strategy, and I am grateful to be leading a team of skilled and passionate drug development experts, and making an impact on the lives of patients worldwide. What roles do you play at Altasciences daily? I oversee all of Altasciences' clinical, bioanalytical, and CDMO teams, the latter of which includes drug formulation, development, and manufacturing capabilities. I also oversee all the research support services that Altasciences offers, such as data management, biostatistics, project and program management, medical writing, and regulatory affairs. That being said, a major part of my role I chose to join Altasciences because of the poten al I saw in crea ng a CRO/CDMO that could accelerate drug development by focusing on customer experience and the integra on of services. There were several leaders at the organiza on that shared the same values and approach to the business as I did. I knew this would allow for a dynamic environment where I could make an impact. Most Influen al COOs in The Healthcare Industry to Follow 25 | June 2023 www.insightscare.com
  • 28. is identifying pathways for further growth whether organic or through acquisitions, and in turn, developing the strategies to execute those growth plans. Tell us about the variety of services and products that you are part of, at Altasciences. Given our end-to-end early drug development offering, my team plays a key role in all that Altasciences has to offer. As a team, we simplify and streamline solutions to provide an integrated approach to CRO and CDMO services, from lead candidate selection to clinical proof of concept, and beyond. Altasciences combines bioanalytical assay development and validation, preclinical safety evaluation, formulation development, clinic-ready manufacturing, on-demand clinical pharmacy, and clinical testing to proof of concept. Altasciences is an integrated, full-service drug development solu on company for early-phase research. In what way do you consider technological advances to be a pathway in conducting your operations? One of the technological advances at Altasciences that has made a significant impact on our ability to accelerate drug development is comprised of two pieces: Ask Albert and a centralized scheduling system. Ask Albert is a proprietary communication tool we built to facilitate efficient, timely, information transfer between internal teams at Altasciences, no matter the research phase, location, or department. As a client's molecule advances from one milestone to the next, their information moves as well, thereby eliminating the need to repeat themselves which naturally reduces the chances of communication errors. Our exclusive centralized scheduling systems allow for all Altasciences' projects—again, regardless of phase or 26 | June 2023 www.insightscare.com
  • 29. location—to be scheduled using a single software. This gives anyone at Altasciences, and more importantly, our project and program managers, full visibility, allowing them to actively manage client timelines and when the unexpected happens, find ways to optimize delivery through parallel scheduling. What endeavors are you currently pursuing to improve service measures at Altasciences? We like to stay ahead of the game. As a result, we always have many process improvement projects in the works, as well as software implementations and automation initiatives across Altasciences. We want to continuously enhance the quality of our outputs to accelerate timelines or simply improve the experience from both an employee and client perspective. We feel that the future growth for Altasciences can be enhanced by connecting with our clients earlier in the development cycle, before regulatory studies, to partner with them throughout their early development. What are some of the challenges you face when conducting operations and how do you turn them into opportunities for growth? In our industry, there is no shortage of challenges, but they certainly provide valuable opportunities for differentiation. Focusing on finding innovative solutions to challenges is how we've built Altasciences, as well as our client base. Our guiding mission is safely getting therapies to the people who need them, faster. For us, that means finding ways to conduct very complex work while providing the highest quality outputs and doing it safely and in the shortest time possible. With that in mind, on any given day across our organization, we are looking at different ways to automate our operations or innovate how we design studies to mitigate risks, accelerate schedules, and reduce handoffs for our clients. How do you envision scaling your services and operations in 2023 and beyond? Over the last five years, Altasciences has continued to increase capacity and expand our comprehensive service offering through both acquisitions and organic growth. Our growth is based on client feedback; what they wanted and needed from us. From 2020 to 2022, we added four locations: a CDMO facility in Philadelphia, a third clinical unit in Los Angeles, and two more preclinical facilities in Scranton and Columbia. We also expanded many of our facilities, which will continue to happen as we grow. My team and I are always looking for ways to further increase our capacity and services. We pride ourselves on offering multiple points of entry with complete flexibility, according to where our clients are in their drug development program. As for the future, we will continue to deepen our partnerships with clients. By which I mean, offering more services and accelerating more end-to-end programs. This is where clients can experience the greatest benefits of partnering with a single CRO/CDMO like Altasciences. Since 2014, Altasciences has been recognized by CRO Leadership Awards in mul ple categories. Most recently, they were recognized as a 2023 CRO Leadership Award Champion in the Capabili es category, as voted by clients in ISR's annual CRO Quality Benchmarking survey. Champions are determined by scoring one standard devia on or more above the weighted average, thereby exceeding customer expecta ons. 27 | June 2023 www.insightscare.com
  • 31. n healthcare, where empathy meets cutting-edge Itechnology, the Chief Operating Officer (COO) plays a pivotal role in shaping the patient experience. Healthcare service delivery is not just about medical expertise but compassion, efficiency, and seamless processes. Let's delve into the profound influence of COOs on healthcare service delivery, focusing on how they drive patient experience to new heights. Strategic Hospital Operations COOs in healthcare institutions are architects of efficiency. They meticulously plan and execute strategies that optimize hospital operations. From resource allocation to workflow management, COOs ensure that every aspect of the hospital functions cohesively. By streamlining administrative processes, they free up healthcare professionals to concentrate on what matters most: patient care. This strategic approach results in reduced waiting times, faster diagnoses, and overall enhanced patient satisfaction. Quality Care Assurance COOs are staunch advocates for quality care. They implement stringent protocols and standards to uphold the highest patient safety and satisfaction levels. Through their leadership, hospitals adopt best practices, adhere to industry regulations, and invest in continuous staff training. This dedication to quality care assurance builds trust among patients, knowing they are in capable and caring hands. Harnessing Technology for Enhanced Services In the digital age, COOs harness technology to revolutionize healthcare service delivery. From electronic health records (EHR) systems that enable seamless information sharing to telemedicine platforms that bring consultations to the patient's doorstep, COOs leverage tech solutions to make healthcare more accessible and efficient. This integration of technology not only enhances convenience but also facilitates faster and more accurate diagnoses and treatments. Patient-centric Approach COOs champion a patient-centric approach in healthcare institutions. They instill a culture of empathy and respect among staff, emphasizing the importance of active listening and personalized care. COOs encourage healthcare 29 | June 2023 www.insightscare.com
  • 32. providers to engage with patients on a human level, understanding their fears and concerns. By fostering a compassionate environment, COOs ensure that every patient feels valued and supported throughout their healthcare journey. Efficient Resource Management COOs are masters of resource management. They optimize staffing levels, ensuring enough skilled professionals to provide quality care without overburdening the staff. Through data analysis and predictive modeling, COOs anticipate patient influx, enabling the hospital to be adequately prepared for various scenarios. This efficient resource management translates into shorter waiting times, quicker emergency responses, and a smoother patient experience. Continuous Improvement Initiatives COOs drive a culture of continuous improvement in healthcare organizations. Through feedback mechanisms and performance analytics, they identify areas for enhancement. Whether it's refining processes in the emergency department for faster triage or implementing patient feedback systems to address concerns, COOs are instrumental in driving initiatives that elevate the overall patient experience. By embracing a mindset of perpetual enhancement, healthcare institutions evolve to meet the ever-changing needs of their patients. Promoting Collaborative Care COOs play a vital role in fostering collaborative care within healthcare institutions. They encourage interdisciplinary teamwork, ensuring doctors, nurses, specialists, and support staff work cohesively. By promoting effective communication and collaboration, COOs enhance the coordination of patient care. This collaborative approach results in holistic and integrated treatments, considering all aspects of a patient's health. Patients benefit from a seamless healthcare experience where every healthcare professional is well-informed, leading to comprehensive and personalized treatments tailored to their needs. Community Engagement and Outreach COOs are instrumental in community engagement and outreach programs. They initiate health awareness campaigns, workshops, and screenings to educate the community about preventive healthcare measures. By organizing health fairs and outreach initiatives, COOs ensure that healthcare services are not confined within the hospital walls but are extended to the community. These efforts promote health and wellness and establish a strong bond between the healthcare institution and the community it serves. Such community engagement initiatives not only enhance the reputation of the healthcare institution but also create a sense of trust and belonging among community members, encouraging them to seek healthcare services when needed. In conclusion, the influence of COOs in healthcare service delivery is multifaceted and impactful. Their strategic acumen, emphasis on quality care, technological integration, patient-centric approach, efficient resource management, commitment to continuous improvement, promotion of collaborative care, and community engagement efforts collectively create a healthcare environment where patients receive not just medical treatment, but compassionate, personalized, and comprehensive care. Under the guidance of dedicated COOs, healthcare institutions become beacons of health, wellness, and community support, shaping a future where the patient experience is at the heart of every healthcare endeavor. - Pooja Shah 30 | June 2023 www.insightscare.com
  • 34. Steve Mason Making an Impact with Altasciences n the contemporary age, the progression of drug Idevelopment hovers on the edge of profound and revolutionary changes. This forward movement is fueled by state-of-the-art technologies, pioneering investigations, and inventive approaches. The ever- changing scenario has propelled the pharmaceutical sector into an era of unparalleled possibilities and obstacles. With the same fascination leaving an indelible mark, Steve Mason, Co-Chief Operating Officer, has made big advancements in drug development at Altasciences where he and his team work to help clients make informed key decisions for the early phases of drug development. Altasciences' innovative vision is to deliver a seamless outsourcing experience for biopharmaceutical and biotechnology companies, from lead candidate selection to clinical proof of concept, and beyond. In this journey, we at Insights Care join Steve through an interview to learn more about his career in the drug development industry, why he joined Altasciences, and what differentiates the company from other CROs and CDMOs. Below are the highlights of the interview: Kindly tell us the source of inspiration. What led you to venture into healthcare? As a child, I needed to know how things worked. Naturally, I developed a fascination with science, which grew as I went through high school and eventually to higher education, where I received a bachelor's degree in Biological Sciences from The University of Salford, and then a master's degree in Toxicology from RMIT University. I became inspired by how chemistry and biology came together in disciplines like pharmacology and how diseases and conditions could be treated by manipulating and modifying those processes. That's what led me to begin my career in preclinical drug development—my first stepping stone on this journey. Brief us about yourself and shed some light on your journey towards becoming a part of Altasciences. I've been in the drug development industry for 28 years. I began my career at Huntingdon Research Centre in the UK. In late 1999, I met Chris Perkin (who you may better know now as Altasciences' CEO) and moved to Montréal, Canada, to join CTBR Bio-Research (now Charles River Laboratories), where Chris was General Manager. Over the next few years, I built the Safety Pharmacology Department for them and was then given the opportunity to move to China to establish the Charles River Shanghai facility, which became the first nonclinical facility in China to be certified as OECD GLP compliant. While in China, I moved to WuXi AppTec in Suzhou as their Vice President of Preclinical Services, before joining Altasciences in 2014. I joined Altasciences right at the beginning of its evolution into the full-service, integrated CRO/CDMO we know it as today. At the time, Altasciences was still named Algorithme Pharma and was a clinical contract research organization. I spent three years as the General Manager of our clinical unit in Kansas City. Then, in 2017, I had the opportunity to lead our move into the preclinical research area. The idea of joining a company with such an innovative, fresh vision for drug development was exciting, as was the opportunity to build the nonclinical business from scratch. What roles and operations do you play at Altasciences daily? How do they contribute to delivering the type of service that clients need? As Co-Chief Operating Officer at Altasciences, I oversee all of our nonclinical solutions and four nonclinical facilities. I also collaborate closely with our other Co-Chief Operating Officer, Marie-Hélène Raigneau, who oversees our clinical, bioanalytical, and CDMO teams, as well research support services. 32 | June 2023 www.insightscare.com
  • 35. Most Influen al COOs in The Healthcare Industry to Follow Steve Mason Co-Chief Operating Officer Altasciences Having Co-COOs is intentional; it demonstrates the level of integration we've achieved. With all scientific operations reporting directly into myself and Marie-Hélène, we can ensure that, from nonclinical to manufacturing, all services and scientific teams are working in harmony to deliver a seamless outsourcing experience for our clients. The future of drug development can be enhanced by connecting with clients earlier in the development cycle, with the intention of partnering with them throughout their early drug development. 33 | June 2023 www.insightscare.com
  • 36. No two days in this role are the same. In fact, it's the constant change and the challenge of dealing with complexity that makes my job so interesting and rewarding. I'm involved at the individual study- and site-level when needed, but at a 10,000-foot-level set, and drive the overall strategy for our nonclinical business, ensuring that we stay focused and on track. Tell us about the variety of services and products that you are part of at Altasciences. Like I mentioned, I oversee our nonclinical services at our four preclinical sites where we conduct over 700 safety studies a year: Seattle, WA; Sacramento, CA; Columbia, MO; and Scranton, PA. Our preclinical solutions include a full range of in vivo GLP and non-GLP studies in multiple species to thoroughly assess the safety, and sometimes efficacy of potential new therapeutics. Our experts ensure that a client's nonclinical drug development program provides the quality data they need for key decision-making for the next phases. We serve a wide range of clients from multiple sectors, such as pharmaceuticals, biologics, vaccines, nucleic acid therapies, and animal health products. But that's not all we have to offer at Altasciences. As a full- service CRO/CDMO, our nonclinical solutions can seamlessly integrate with our clinical services, bioanalytical services, and drug formulation, development, and manufacturing, to help clients evaluate their therapeutic candidates, advance lead compounds towards first-in- human trials, and support ongoing clinical development. We can also offer our clients additional research support to complement their nonclinical drug development, such as regulatory guidance, protocol development, project or program management, analytical chemistry, toxicokinetic, anatomic pathology, reporting, SEND, archiving—the list goes on. This is what's unique about Altasciences: we integrate these services, enabling different phases and teams in early phase drug development to work closely together, safely accelerating drug development for clients and helping them make earlier, more informed decisions about their molecules. So, although I oversee specifically nonclinical operations, there's a lot of overlap with the other services and departments. We're all one team—one Altasciences. Having a single partner for all early phase drug development work, that can streamline the processes, optimize a sponsor's drug development roadmap, and improve their chances of success, is a major benefit—this is Altasciences' Proactive Drug Development. What specific R&D operations are you leading at present? Why do you find those essential? R&D by definition is what we do every day. Our role in nonclinical is to assess the potential safety of candidate drugs and biologics before they are given to humans in the clinical trials we conduct, as well as during those clinical trials as the scope of their use changes and they are given to patients. We can all agree that getting this part right is essential for human safety and to ensure the development of new medicines for all. In what way do you consider technological advances to be a pathway in conducting your operations? Altasciences is always up to date with the latest software, equipment and technologies to enable our team to deliver data to our clients as accurately and timely as possible to help them make the right decisions faster. And when we can't find a system that meets our needs, we create one! One of the biggest technological advances at Altasciences that has truly made a difference is comprised of two pieces: Ask Albert and a centralized scheduling system (COMPASS). Ask Albert is a proprietary communication tool we built to facilitate efficient, timely, information transfer between internal teams at Altasciences, no matter the research phase, location, or department. As a client's molecule advances from one milestone to the next, their information moves as well, therefore eliminating the need to repeat themselves which naturally reduces the chances of communication errors. Our exclusive centralized scheduling systems allows for all Altasciences' projects—again, regardless of phase or location—to be scheduled using a single software. This 34 | June 2023 www.insightscare.com
  • 37. gives anyone at Altasciences, and more importantly, our project and program managers, full visibility, allowing them to actively manage client timelines and when the unexpected happens, find ways to optimize delivery through parallel scheduling. Both Ask Albert and COMPASS help our teams move in unison, providing a seamless outsourcing experience for our clients and ensuring we can react quickly and effectively in progressing our clients' new drugs. What endeavours are you currently pursuing to improve service measures at Altasciences? We are currently implementing an ERP software, which will not only help with integrating our all our sites, but also further standardize our client touchpoints and position ourselves for future growth. We have also been transitioning one of our most recent nonclinical acquisitions to specialized late discovery and PK, with a focus on gene therapy, antibody, and cell-based therapies to add to our biologics capabilities. We feel that future growth for Altasciences, and drug development in general, can be enhanced by connecting with our clients earlier in the development cycle, prior to regulatory studies, with the intention of partnering with them throughout their early development. What are some of the challenges you face when conducting operations and how do you turn them into opportunities for growth? Some of our recent and specific challenges have been around incorporating different acquisitions into Altasciences, and scaling those with the overall growth of the company. By deploying standard software platforms across the organization, such as Provantis for nonclinical data collection, we've been able to accelerate that integration and ensure the backbone of the research we do at each site is set up and performed in the same way. This also provides us with growth opportunity since the single, common platform has automated a lot of previously manual tasks, and freed up significant bandwidth to take on more projects and more complex studies, which some sites just wouldn't have been able to complete. What advice would you like to give to budding entrepreneurs and enthusiasts who desire to venture into the sector? Get as much experience as you can working in different roles in CROs. The more you can see of the end-to-end nature of the business, the better you will be positioned. And don't underestimate the rigor of performing work to GLP standards. The U.S. FDA website is full of cautionary tales of organizations that weren't prepared for the detail needed to be compliant with GLP—it's a great learning resource. How do you envision scaling your services and operations in 2023 and beyond? Over the last five years, Altasciences has continued to increase capacity and expand our comprehensive service offering through both acquisitions and organic growth. Our growth is based on client feedback; what they wanted and needed from us. From 2020 to 2022, we added four locations: a CDMO facility in Philadelphia, a third clinical unit in Los Angeles (to complement our Kansas City and Montréal clinical pharmacology units), and two more preclinical facilities in Scranton and Columbia. We also expanded many of our facilities, which is continuing as we grow. We are always looking for ways to continue to increase our capacity and services. We pride ourselves on offering multiple points of entry with complete flexibility, according to where our clients are in their drug development program. As for the future, we will continue to grow our relationships with clients. By which I mean, partnering with them for more services and even more end-to-end programs. This is where clients can experience the greatest benefits of partnering with a single CRO/CDMO like Altasciences. We will also continue to grow our footprint in Europe, after having opened an office in the UK in 2022. This year has been, and will continue to be, a challenging year for some of our clients, and for many industries. We will help our clients through it, ensuring that we still work closely with them to get better drugs to market. People are depending on us and the therapies we help develop. 35 | June 2023 www.insightscare.com