CIO Look feels pride to feature an adherent leaders in its new edition special edition, “Influential Leaders in Healthcare, 2019”.

1. www.ciolook.com
KARIM
SMAIRA
A Leader With a Commitment To Serve
2019
HEALTHCARE
Inuential Leaders in
You never apologize for
doing the right thing.
October 2019
Rethinking the Products of
Today for a Better Tomorrow
Incentives Solutions
The Fuss about AI
Expert’s OutlookInnovating Space
Innovative Companies
in the Space Industry

4. Towards Sustainable
Healthcare Ecosystem
f we look back to previous conditions of the
Ihealthcare industry, we can recognize how
businesses and leaders in healthcare have opened
doors to broader opportunities and made healthcare
services more accessible and affordable. The
technology-led innovations, shift towards wellness,
adoption of virtual care options, less painful and time-
consuming treatments are some of the results through
which we can analyze how far the healthcare ecosystem
has come.
Healthcare sector is on the verge of getting wholly
transformed. It is taking huge leaps to create a
customer-centric models and change the current status
quo of the industry. With the advent of evolving
technologies such as AI, big data, and more, healthcare
service providers are able to provide improved solutions
and make people aware of the diseases and their
treatments. It has all become possible due to some
influential leaders in the industry who are shaping the
future of care and establishing a sustainable healthcare
ecosystem.
These leaders have overcome all the complex challenges
of the industry and brought a noteworthy change in the
healthcare arena.
With an intent to acknowledge and admire these
passionate leaders in healthcare, CIO Look has enlisted
“Influential Leaders in Healthcare 2019”. These leaders
EDITOR’S NOTE

5. with their clinical skills, business competencies, and technical know-how, are taking
healthcare to the next level.
An avid leader, Karim Smaira, the Co-founder and CEO of Genpharm features as the cover of
this edition. In an interview with CIO Look, Karim emphasizes on the contribution made by
him and the Co-founder, Kamel Ghammachi, in the evolution the pharmaceutical sector in the
Middle East region of the health-care sector. His unique ideologies and a vision to serve
people made him achieve many milestones en route to success. Being Co-founder and CEO of
Genpharm, Karim has portrayed many impeccable leadership traits whilst taking the company
to stature heights.
Additionally, this edition also features Garry Neale, the Managing Director of Procura
Software, as Leader of the Year. Garry believes that ‘integrity’ is the hallmark of a successful
leader, and this is at the heart of everything Procura does; whether it is being open and frank
in communication with clients about both good news and bad, or internally with staff,
leadership and shareholders.
Let’s unveil such alike, inspiring stories and interviews of many such passionate leaders in this
special edition and spread a word about their contribution in making this world a better place.
Also, while flipping the pages, don’t forget to go through the articles and CXOs written by our
in-house editorial team and industry experts respectively.
Let’s start Reading..!
Hitesh Dhamani
2019
HEALTHCARE
Inuential Leaders in

6. Karim Smaira
A Leader with a Commitment to Serve
08
Karim Smaira
Co-founder & CEO
Cover Story
Leader of the Month 18 Garry Neale
Managing Director
Garry Neale: Exploring Success with a Sense of Integrity

7. Amy Heymans
Innovative Design Inspired by Empathy
Andrea Bloom
Empowering People to Live a Healthy Life
Arlen Meyers
MD, MBA: Transforming Healthcare
by Entrepreneurship
Dr Joanne M. Hackett
Enabling a Better Quality of Life
for Everyone
32
Innovating Space
Innovative Companies
in the Space Industry
Articles
Rethinking the Products of
Today for a Better Tomorrow
Incentives Solutions
28
50
24
46
Contents
40
36
The Fuss about AI
Expert's Outlook
44
Women Empower
Dynamics of Women
Participation in the
Ever-changing
Modern Workforce

9. CONTENT
Senior Editor Alan Swann
Managing Editor Bhushan Ghate
Executive Editors Sourabh More
Alex Spellman
DESIGN
Visualizer Dave Bates
Art & Design Director Iresh Mathapati
Associate Designer Sanket Zirpe
SALES
Senior Sales Manager Kshitij S.
Customer Success Manager Jack Ryan
Sales Executives John, Kane, Shashikant
TECHNICAL
Technical Head Aditya K.
Technical Consultant Victor Collins
October, 2019
k.roy@ciolook.com
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10. Karim
Smaira
A Leader with a Commitment to Serve
COVER STORY
You never apologize
for doing the right thing.
“ “

11. Karim Smaira
Co-founder & CEO

12. I
n an interview with CIO Look,
Karim Smaira emphasizes on the
contribution made by him and
the Co-founder, Kamel Ghammachi,
in the evolution the pharmaceutical
sector in the Middle East region of
health-care sector. His unique
ideologies and a vision to serve
people made him achieve many
milestones en route to success.
Being Co-founder and CEO of
Genpharm, Karim has portrayed
many impeccable leadership traits
whilst taking the company to stature
heights.
CIO Look feels pride to feature such
adherent leader in its new edition
special edition, “Influential Leaders in
Healthcare, 2019”. Below are the
highlights of the interview:
Kindly take us through your
journey on becoming a leader.
In addition to receiving a good
education, I was fortunate enough
to have early live experiences and
amazing mentors along the way. My
family had to leave our home due to
war. Adversity helps you forge
personality and build character.
Travelling and living in different
countries allowed me to learn five
languages and get exposed to
different cultures. Once I started
working, I had managers at almost
every position that trusted me and
allowed me to take initiatives and
experiment with new things. I
believe all the above led to the
development of my leadership skills
and helped me prepare for setting
up Genpharm, a private
pharmaceutical company with my
Co-founder Mr. Kamel Ghammachi.
How do you diversify your
organization’s offerings to appeal
the target audience in health-care
sector?
From the onset we had a clear
strategy and ambition. Our Vision as
to what we wanted Genpharm to be
remains the same. When we did our
market analysis, we identified a
significant gap in the rare disease
space. Access to orphan drugs in the
MENA region is challenging. Lack of
general public awareness, delay in
genetic diagnosis, a complex and
long patient pathway are some of
the obstacles.
On the other hand, the high rate of
consanguinity and the large family
size lead inevitably to a relatively
higher prevalence and incidence of
genetic disease. Healthcare
coverage and reimbursement to the
national population in the GCC
provided us with the geographic
focus of our early efforts. Hence our
mission to Commit. Connect. Cure.
We are committed to serving the
patients, connecting multinational
companies and their innovative
treatments to the region and
ultimately being the first Gene
therapy company in the Middle East
to cure patients.
Headquartered in Dubai, Genpharm commercializes its product
por olio across MENA
Morocco
Tunisia
Algeria
Libya Egypt
Lebanon
Syria
Iraq Iran
Saudi Arabia
Yemen
Oman
Jordan
UAE (Dubai,
Headquarter)
Qatar
Kuwait
Bahrain
Long established
rela onships with
major hospitals and
ins tu ons
MSL, KAM,
and Sales
representa ves in
each country
Strong KOL
management in
specialty care and
rare disease
Logis cs and
distribu on to
facilitate market
access
Strong Exper se in
Name Pa ent and
Early Access Programs
Ac ve role in
pharmaceu cal and
healthcare forums as
speakers and experts

13. Governed by clear values
We always put our
pa ents first
We are passionate
about what we do
We deliver on
our promises
Kamel Ghammachi
Co-founder & Chairman
Karim Smaira
Co-founder & CEO
A leader has to make tough
decisions in the best interests of
the business. When I am faced
with a difficult decision specially
related to people, I always ask
myself, is this the right thing to do
for the business? It just helps me
stay focused.

14. Genpharm is the Partner of
Choice in the Middle East and North Africa
Genpharm has a well-established
network and rela onships with
key stakeholders and decision
makers
Genpharm has experience in
managing KOLs, scien fic
advisory boards, pa ents
advocacy groups, and CME
programs in the en re MENA
region
Genpharm operates in all key
Middle Eastern and North African
pharmaceu cal markets
Genpharm is a growing specialty
pharma company focused on
commercializing rare diseases
and orphan drugs in MENA
Genpharm has excep onal
commercial and regulatory
capabili es in the en re region
Genpharm’s opera ons are
world-class including proper
managing of distribu on and
logis cs in MENA, and exper se
in QA, PV, regulatory, and
compliance.

15. What are the crucial traits which
every leader must possess?
A leader must have a clear Vision
and be able to articulate it. His
vision has to be aspirational and
bond people of different
backgrounds and culture to a higher
purpose. Then, leading by example
and surrounding yourself with
people that are able to execute and
giving them the tools to do so is
equally critical.
What are your intakes on roles of a
leader serving for the health-care
sector?
Regardless of the sector, by
definition a leader needs to be a
driver of ideas and people. Because
we are dealing with human health in
our sector, a healthcare leader has a
moral responsibility towards the
patients and their families,
particularly in the rare disease
space. Most of these diseases are
genetic and pediatric in nature. They
are degenerative and have a
negative impact on both quality and
life expectancy.
As per your opinion, what
roadblocks or challenges are faced
by leaders in such sectors? And
what is your advice to overcome
them?
Ironically our industry suffers from
a very negative public opinion. This
is due in large part to few individuals
that have put greed and shareholder
value at all costs above everything
else. Unfortunately, this get a
disproportionate media coverage,
which in turn, creates a trust issue.
Nevertheless, most people
employed in the pharmaceutical
sector are genuinely driven by the
ambition of advancing scientific
research and ultimately treating
patients. The recent breakthroughs
in oncology and the rare disease
space testify to this. The other point
is related to the pricing of drugs in
particularly in the US. The average
citizen doesn't know the costs and
rate of failure involved in research
and in drug discovery. They also are
not familiar with the value-based
approach of pricing drugs. These
treatments are actually cost-
effective, limiting the indirect costs
associated with the disease and the
multidisciplinary care required as
well as the costs of regular
hospitalizations.
I believe the key is to communicate
better outside of the industry and to
showcase all the positive impact
that our industry has on the overall
well-being of our society.

16. MENA is a sizeable and fast growing market
0
15
30
45
60
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
50 Billion
by
Pharma market expected to reach $
2025 with CAGR of 10%
Middle East Nort Africa
Young popula on
(20% ages 15-24)
22 countries with
300+ million people
Great growth poten al with
healthcare expenditure at 6% of GDP
Growing government
investments in healthcare
How do you upgrade yourself with ever-evolving
technological trends to boost your personal and
company's growth?
In entrepreneurship, learning on the job is a big
element. I am an avid reader of management books and
a natural net-worker. I always enjoy connecting with
leaders from other sectors and executives. I strongly
believe that we can learn from someone else's
experience and perspective.
In terms of company growth, we like to trust our
employees with a tendency to promote from within and
reward high performers. We have launched an
employee option plan with this in mind. We want to
give our staff a sense of ownership and responsibility.
We believe that engagement and commitment
contribute to the growth of both the individual and the
organization as a whole.
Being a specialist pharmaceutical marketing and
consulting company, what is your contribution in
evolving pharmaceutical sector?
We are at the forefront of innovation by making the
most advanced treatments accessible to patients in the
Middle East. We have established our brand in a
relatively short time. Genpharm has become a highly
reliable and trusted partner for multinationals looking
at partnering in the Middle East. We would like to think
that we have significantly contributed to raising the
Characters are not built,
they are revealed in
tough situations.

17. profile of the region globally but most importantly we
have educated the public on the various aspects of rare
disease helping patients get a faster diagnosis and
accessing the latest therapies.
According to you, what is the current status of MENA
healthcare and pharmaceutical sector? Kindly provide
a brief note on it.
The MENA Pharmaceutical market represents only 2%
of global pharma sales, but the forecasted growth is one
of the highest. The region is inhabited by almost 300
million people. The markets are very diverse, and the
healthcare systems are unequally developed.
Chronic diseases such as diabetes and cardiovascular
ailments have become national health concerns.
Governments play bigger roles in some countries
investing in disease awareness and public insurance,
while in others the private sector is well established.
There has been a great deal of focus on healthcare
infrastructure lately resulting in major investments in
building of hospitals and clinics.
Some markets are maturing fast with regulations,
pricing and insurance schemes similar to the developed
markets of Europe. Ministries of health are further
adopting healthcare assessment methodologies. Most
have introduced fast track review processes,
particularly for orphan drugs already approved by the
FDA or EMA. Some of the current general trends are
the development of local manufacturers, the push for
pricing and budgetary controls though the
encouragement of generics.
What will be your future endeavors and/or where do
you see yourself in the near future?
We are going through a growth phase. We strongly
believe that this will continue in the future. We feel that
Genpharm has a tremendous potential for growth and
value creation and I would like to see this happening in
the near future. Having put patients at the core of
everything we do, we are committed to making a
difference to as many patients and families as possible.
As entrepreneurs we are faced with constant pressure
and have to make daily decisions that can impact the
company and the lives of others. I believe that business
success comes from making the right decisions and
always doing what you think is right in the context,
regardless of what people think.

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20. | October2019 |
18
B
e it managing high performance teams or taking
an organisation to its utmost heights, an
experienced leader is prepared for anything.
This is certainly true of Procura Software Managing
Director, Garry Neale. His unique ideologies and
persistent approach towards meeting goals have led
him to achieving many milestones en route to his
current standing.
CIO LOOK admires such leaders and appreciates their
contribution in the ever-evolving IT and healthcare
sector. As such, CIO LOOK takes pride in featuring
Garry as Leader of the Year in its new edition “Influential
Leaders in Healthcare, 2019.”
Below is his story.
Garry hails from Portsmouth, England which is the
home of the British Navy, Charles Dickens, and even Sir
Henry Ayers—who gave his name to Ayers Rock. He
developed his competitive nature in his teen years
competing at a national level in both athletics and
soccer before moving to London to study Electronic
Engineering. His professional career began in the
hardware and software laboratories for IBM which in
his case stood for “I’ve Been Moved” as he was
relocated to several different divisions, locations and
roles, providing him with a broad base of experience
across the technology industry.
He then moved to Boole & Babbage Software who in a
short space of time went on to purchase both a partner
company and a competitor before subsequently being
acquired itself by BMC Software. Being involved in
these mergers and acquisitions, on both ends, has left a
strong mark on his management style and given him
absolute empathy and respect for his employees during
Exploring Success with a Sense of Integrity
Garry Neale

21. Garry Neale
Managing Director
Procura Software Pty Ltd
Leader of the Month
| October2019 |
19

22. these times of change and
uncertainty. It was through these
turbulent times that he realised the
only constant in business is
change—sales still have to be made,
projects still have to be delivered,
and targets still have to be reached.
Resilience and the ability to stay
focused on the important matters
was key to effective leadership.
His first start-up was with Clarity
Blue in the data and customer
analytics sector and after a very
rapid growth and achieving the
desired exit point in 2003, he
emigrated to Australia to work for
Fujitsu Management Consulting.
After two years at Fujitsu, including
leading the bid team to a $100
million tender win at Education
Queensland, he then spent seven
years managing software companies
in accounts payable automation and
risk management until joining
Procura Software in 2012.
He now has over 30 years of
experience in the Software industry
across Europe, the United States
and Asia Pacific managing the
delicate juggling act of protecting
and driving investor interests whilst
ensuring the absolute optimum
outcomes for all clients. This journey
has included start-ups, turnarounds,
multi-nationals and lots of M&A
activity and despite all of this, he
still retains his sense of humor.
One of Garry’s keys to success is his
humble and straight forward
attitude. At Procura, whenever
there is a new requirement from the
marketplace, the company is not
arrogant enough to think that it can
always develop the best solution.
It will review the existing
I hire great people and
invest in them, and I try to
build relationships with
staff and customers for
the long-term based on
integrity and mutual trust.
| October2019 |
20

23. best-of-breed products and technologies in the space
and, where appropriate, enter into a partnership
arrangement which may potentially lead to an
acquisition at a later stage. The Procura product set has
been re-developed as a Cloud solution with an
(Application Programming Interface) API-first
development strategy which allows it to readily
integrate and leverage third party products. The
company also run regular User Groups and Client
Advisory Boards to ensure that the teams are building
end-to-end solutions which meet its clients’ current and
future needs.
Garry believes that ‘integrity’ is the hallmark of a
successful leader, and this is at the heart of everything
Procura does; whether it is being open and frank in
communication with clients about both good news and
bad, or internally with staff, leadership and
shareholders. It may not always deliver on-time and on-
budget 100% of the time (although the company tries
exceptionally hard), but Procura will always be open
with clients and stakeholders so that expectations can
be set appropriately and contingent plans can be
updated. Having a strong EQ and sense of humour is
important for building great relationships and Garry
personally prides himself on being at his best in times of
crisis when a leader needs to be at their most centered
and productive.
With such a huge burden of legislation and compliance
in the Healthcare sector, and with such a rapidly
changing landscape, having an exceptional team of staff
is by far the most important asset to ensure success.
Procura has recruited some of the best clinicians,
implementers, trainers, product managers and sales
staff in the industry and Garry’s role is to attract, retain,
and incentivise those staff, and remove any barriers to
their success.
Being a software company, Procura employs IT
professionals at the cutting edge of the current digital
disruption in the aged care sector. It is constantly
researching and developing tomorrow’s requirements
to stay at the forefront of the industry. It operates
within a network of complementary software providers
and Garry regularly meets with other CIO’s and CEO’s
to share and partner on latest developments.
As Procura is a multinational company, it also relies
heavily on the latest communication and collaboration
applications in order to successfully coordinate teams
across the globe. Procura employs professionals who
can work anywhere and at any time to meet demand.
The business needs to operate with staff working from
home, those in different time zones, and those who
work in a different client office each week. The ability
to run projects on time and within budget all rely on
good people and even better technology, and Procura is
often praised by clients for their ability to deliver,
support and enhance care for their patients. It has
recently launched the PainChek mobile application as
an important part of its Procura Clinical Management
System which integrates Pain Management, Wound
Management and Medication Management into a
holistic clinical care solution. This is a market-leading
solution in the aged-care industry.
Once the app has been used to scan the patient’s face
and assess for pain (even with a patient who is unable to
communicate), a chart is created in Procura. A series of
automated workflows then ensure that the appropriate
medication is administered, reviewed and managed,
and can even initiate a GP consultation if appropriate.
Pain trends are then monitored and recorded over time
to optimise this process and ensure the best outcomes
for the patient. This has already proven to be life-
changing for both patients and caregivers, as previously
the alternative was to over-medicate, sometimes
further sedating patients and contributing to their
inability to communicate.
The Procura team has grown the business in Australia
and New Zealand from five customers and six staff in
2012, to over 200 customers and 60 staff currently.
It has just achieved the milestone of 1 billion home care
visits managed through their software. The next five
years are already mapped out to continue to push the
product into the cloud to reduce cost and complexity of
ownership. It will then continue to build an ecosystem
of tightly integrated best-of-breed products and
technologies to ensure end-to-end Client Management,
Clinical and Financial Systems. Garry is also looking at
further acquisitions of aligned product companies to
accelerate the company’s growth and ensure that it
stays ahead of the pack.
| October2019 |
21

26. Amy Heymans
Founder & Chief Experience Officer
Mad*Pow
It’s an exciting time to
be in design – our work
has the potential to
improve so many
people’s lives.
“
“
| October2019 |
24

27. Innovative Design Inspired by Empathy
AMYHeymans
Mad*Pow
The ‘care’ in ‘healthcare’ symbolizes the
significance of ‘care and empathy’ in the ever-
evolving healthcare sector. The inclusion of “care”
as part of our health process has become an essential
element of the changing healthcare ecosystem.
Meet Amy Heymans, Founder & Chief Experience
Officer at Mad*Pow. Because of her background in
design, Amy understands the importance of empathy in
the design process. She believes that design, along with
bit of care, can help improve the human condition.
Under her guidance, Mad*Pow has achieved many
milestones in helping improve the healthcare
ecosystem.
Below is her story:
Amy pursued a career in design because it requires a
keen eye to look at things from a different perspective
and find new ways to solve problems. Her expertise in
web design, experience design and research helped her
identify people’s needs and then use design to meet
those needs. After working as a freelancer, Amy teamed
up in 2000 with business partner Will Powley to start
Mad*Pow. The company focused on making digital
solutions more useful, usable, and desirable. Eventually,
Mad*Pow extended its focus into innovation, service
design, and behavior change design, which Amy
believes is the next frontier in design.
As Mad*Pow grew its client base, Amy developed a
passion for using design to improve health experiences
and had a desire to build a community around that
passion. Amy’s passion motivated her to start the
Health Experience Design (HXD) conference 10 years
ago, then create the Center for Health Experience
Design (CHXD) three years ago. Both the HXD
conference and the Center draw participants from
industries across the health ecosystem to share
resources and collaborate on patient experience
problems. Recently, Mad*Pow was acquired by Tech
Mahindra, boosting the company’s ability to not just
envision amazing experiences, but also bring them to
life in a completely holistic way for its clients.
Amy was inspired to pursue a career in design because
she knew she could help improve lives on a large scale.
Under her guidance, Mad*Pow worked across a variety
of industries, but some experiences with early clients
inspired Amy to put a larger focus on health and health
care. As a result, Amy established a health practice,
working with organizations across the ecosystem–from
health tech, pharma, nonprofits, government agencies,
retail, providers, and payers. “The community in health is
so rich and diverse,” Amy says. She is inspired by the
amount of empathy in this industry, and the shared
purpose of driving toward better health and improved
quality of life.
Mad*Pow leverages strategic design and positive
motivation to create innovative experiences and digital
solutions that are good for people as well as for
business. The company aligns business strategy with
experience strategy by creating a path that puts
empathy and the understanding of human behavior at
the core of its clients’ operations. Human-centered
design activities help the Mad*Pow team identify what
| October2019 |
25

28. motivates people, what they desire, and what should
happen next as they interact with clients, their
customers and other organizations. These insights fuel
creative approaches that allow Mad*Pow to collectively
envision new and exciting experiences. It leverages an
in-depth understanding of behavior science to create
products and services that help people achieve greater
health and wellness. Mad*Pow identifies target
behaviors for change, uncovers their underlying
modifiable determinants, and draws on techniques best
suited to shift behaviors into new patterns. It also
designs and builds scalable, usable, and accessible
digital solutions that deliver seamless and compelling
experiences while producing measurable business
results for clients.
Mad*Pow brought empathy and patient centricity into
the health care industry ethos before it was in the
limelight. Now, 10 years later, empathy and patient
centric-solutions are well known and embraced by the
design and health communities. Amy founded the
Health Experience Design (HXD) conference 10 years
ago because there was an unmet need to bring the
health and design communities together to share
experiences and collaborate on solutions. The success
of the HXD conferences spawned the Center for Health
Experience Design (CHXD), a free online community
where users can share information, continue learning
and foster collaboration year-round. Amy has been able
to create multi-stakeholder collaborations among
organizations that are serving the same types of
patients. For example, CHXD was able to connect
government and non-profit organization with
companies that want to collaborate on better solutions
to address tough challenges.
Amy believes, through empathy and collaboration, one
can easily prevail in the intensely competitive health
care sector. In business, and when it comes to delivering
care, experiencing the same pain point again and again
can feel defeating, like the problem is unsolvable. Amy’s
goal as a leader is to see a problem from all sides, to
inspire empathy in others, and to paint a picture of
what is possible.
Amy believes that business leaders need to involve all
stakeholders who will be affected by a solution in the
process of creating it. Businesses need to consider
personal perspectives – the patient, doctors,
caregivers, and families. Companies should not assume
they know what’s valuable to the end-user, even if they
are or were a practicing doctor or patient. In fact, that’s
a handicap because they will automatically assume that
their target audience thinks as they do. When business
leaders engage with doctors and patients on a
continuous basis, the solutions will become clear.
They will come to understand what motivates people,
how the solution fits in their ecosystem, how it can
connect with existing resources, how data should flow
in and out, and with which entities they need to
cooperate.
As volatile changes in technology can be witnessed
daily, Amy prefers to set goals and keep pursuing them.
She knows that reaching these goals is going to take
time. Her stubbornness can be a positive thing, because
it makes her diligent and helps her persevere to meet
her goals; it drives her success. She reminds herself to
consider, what does she really need? What does she
want? She works hard to keep learning about herself
and the business by reading and staying current on
industry trends and standards. She is not afraid to
create the resources she needs to succeed, even when
they don’t exist yet, e.g., the CHXD, Mad*Pow’s
Financial Experience Design (FXD) or HXD
conferences.
Amy states that the next evolution of health care is
blending behavior science, motivational psychology,
and public health frameworks with human-centered
design, data science, and technology. And the beauty of
human-centered design is that it’s interdisciplinary.
Mad*Pow will continue exploring new frameworks to
pull all the parts together in a way that will create the
most impact for its clients. Yet, Amy still believes that
Mad*Pow has some work to do to push things forward.
Partnership with UC Berkeley School of Public Health
Amy is proud, under Mad*Pow’s banner, to stimulate
innovation industry wide by bringing together multi-
stakeholder collaborations to address important
challenges. For example, in 2018, Commonwealth
wanted to better support lower-income employees
who enroll in a high-deductible health plan (HDHP), so
they set out to run a design and innovation challenge in
partnership with Mad*Pow’s CHXD to grow awareness
of this problem space and crowdsource novel solutions.
A team of students from U.C. Berkeley’s Center for
Health Technology won the top prize for their app
called the “Plan Picker.” Plan Picker lets employees
complete a questionnaire about medical use, financial
assets, and risk tolerance; this information directs
employees to the plan that best fits their health and
financial needs, and even screens users for Medicaid
eligibility. Post-enrollment support features within the
app include educational videos, a deductible calculator,
a prescription drug price checker, and a doctor visit
copay estimator. “This kind of collaboration is the future of
the health industry, and Mad*Pow takes pride in facilitating
that collaboration,” says Amy.
| October2019 |
26

30. Participation in the Ever-changing
Modern Workforce
Dynamics of
| October2019 |
28

31. one are the days when women were stereotyped
Gto a certain set of skills and professions,
restricting them from exploring the world of
endless opportunities. Today, women have announced
their arrival in many fields of the business world.
Therefore, it seems more important than ever before to
recognize female contributions in every profession.
Fighting through biased work culture in favour of male
dominance, women have conquered the unconquered on
the account of their distinct calibre and predilections. In
the times when the world female participation rate is to
the dispiriting levels of around 67% and pay-off rate of
about 63%, achievements by women go-getters are
praiseworthy.
Listening capabilities is one of the distinguishing aspects
of feminine species as compared to their male
counterparts. Instilling and pursuing ones thoughts is
undoubtedly important for effective working. But being a
better listener is something that can make a difference as
studies show that the customer values and trusts the
firms if they perceive that they are being listened to by
the firms. With inherent caring and affectionate traits,
women outclass men when it comes to understanding
critical demands of the customers.
Emotional Intelligence (EI) - the ability to identify and
manage one’s own emotions as well as the emotions of
others - is an essential skill when it comes to dealing with
a diverse class of consumers. Women are naturally gifted
with higher EI making them better suited for pressure
situations and avoiding counter-productive decisions
while keeping emotions in check.
Emotional Intelligence encompasses two major
dimensions – awareness of one’s self and awareness of
others. Both the attributes are very much significant for
the survival and success of any organisation. Self-
awareness involves being familiar with trigger points and
behavioural traits when put to the test. This, in turn, helps
to modulate impulses avoiding conclusions which are
harmful for the welfare of business. In addition to self-
awareness, an awareness of others is equally critical in
business. Analysing and decoding non-verbal
communication – that amounts to 93% of the message –
eventually benefits in convincing and converting a lead
into a client.
Collaboration, and not the cutthroat competition, is the
modern era’s principle virtue to achieve success. Many
endeavours which seem to be beyond the bounds of
possibility can be attained by combining efforts from
different resources, channels and departments. Further,
collaborating products with consumer experience are
enormously important. It leads to crafting the best
solutions for customer’s pain points and compelling value
propositions that reflect their overall business objectives.
Multiple studies have found that women prefer to work in
teams, while men prefer to work alone. An unfaltering
affinity towards collaboration primes women to garner
success in different fields of business which gives them an
edge over others.
Increased profitability can be a motivating factor for
many firms to hire more pool of female talents as many
studies support the fact. Statistical research shows that
Fortune 500 companies with the highest representation
of women on boards financially outperform companies
with the lowest representation of women on boards.
Moreover, gender-diverse teams have higher sales and
profits compared to male-dominated teams, and a recent
Gallup study found that gender-diverse business units
have higher average revenue than less diverse business
units.
Trust over female leaders is an attribute which needs to
be reciprocated while making the choice. More American
workers perceive female executives as honest and ethical
than male executives. Pew’s “Women and Leadership”
surveyed Americans in 2015 and found that 34% say
women are better at this, while only 3% say men are
better at it (64% say there’s no difference).
While it’s unclear whether this means women are actually
more honest, it’s a subtle reminder of how tangled some
business decisions can be. Leaders are often tasked with
choosing between options that aren’t black and white,
ethically speaking, and the capacity to lead honestly is
important to the entire company’s success and job
satisfaction.
Not to mention, increased job satisfaction and
organizational dedication to cite positive and meaningful
business culture are the added advantages feminine
employees carry to the organisation.
Women Empower
| October2019 |
29

32. However, the journey is not all merry go round every time.
Hindrances – seen, unseen – are there to check the
unrelenting zeal of women aspirants to thrive in the
industry. These obstructions need to be pointed out and
rectified to create an environment that fuels women
empowerment.
Lack of confidence, according to many experts, is one
prime reason women tend to question themselves and
doubt their worthiness. In order to advance, they must
coach their inner critics.
Out-speak and define what women want professionally if
they want to get succeeded. Too often they don’t know or
rely upon others to define it for them.
“Building relationships with those in positions of leadership is
critical,” Susan Brady, executive vice president of Linkage
Inc. says. “Put down the to-do list long enough to connect
with decision makers across the organization, and help them
understand who you are and what you bring to the table.”
Women are generally uneasy about asking for what they
want. They must stop thinking about what they need as a
self-serving request. They must develop the courage and
fortitude to stand up and ask for what they want.
While proving value, women tend to overcompensate in
order to demonstrate that they are adding value. Instead
of doing it all alone, change the paradigm and track to
encourage others to take on more responsibility, thus
enabling them to scale and multiply their own impact.
Not to forget, biased work culture and regional barriers
are the crucial obstacles in the road of women work
participation. But, today women are breaking these
shackles and coming out boldly to be a part of economic
processes shouldering their male counterparts.
There has been obvious progress in achieving gender
equality around the world over the past two decades:
more girls are attending school, more women are working
and are being elected to public offices, more women hold
management positions, and the situation involving
women’s legal as well as social rights have also improved.
However, a great deal still remains to be done to achieve
equal outcomes for women and men. Recognizing
women’s abilities, the values they bring to the
organisation, the transformation they achieve as far as
work environment is concerned, and considering
monetary benefits associated with the female work
participation, corporate sector need to welcome their
emergence with open arms. No future is far where male-
dominated workplaces will be a tale of extinct, we believe.
| October2019 |
30

34. ANDREA
BLOOM
Empowering People to Live a Healthy Life
Anative of Bay Area, Andrea Bloom the
Founder and CEO of ConnectWell started
the company with the intention to help
people live better lives through empowering them
to improve their health and well-being. The
organization’s public-private partnership with the
UC Berkeley School of Public Health guarantees
access to a vast library of health and wellness
content that is continually reviewed and updated
to include the latest standard of care guidelines and
scientific findings on health, wellness, and disease
management.
Andrea was a 2020 task force member of the
American Heart Association in order to engage and
inform the greater Bay Area community when it
comes to improving cardiovascular health by 2020.
She founded a co-ed adult softball team to re-
engage team members with a sport they enjoyed
during their youth. With her husband and three
children, Andrea enjoys hiking throughout the Bay
Area, skiing and snow shoeing in Tahoe, and
traveling.
She received a Bachelor of Arts in Economics from
University of California, Berkeley with
departmental honors, high distinction in general
| October2019 |
32

35. Andrea Bloom
ConnectWell
John Swartzberg
UC Berkeley
ConnectWell
| October2019 |
33

36. scholarship, and Phi Beta Kappa and
a Master in Business Administration
from Harvard Business School.
Developing a Deep Skill Set in an
Industry from the Ground Up
As a child of a physician, Andrea's
exposure to the field of healthcare
from a very early age became a
springboard for her career and
passion for helping people achieve
well-being. After receiving her MBA
from Harvard Business School,
Andrea started her career in
healthcare at Johnson and
Johnson's diabetes division in
Silicon Valley in product marketing.
On the product side of the business,
she participated in researching the
unmet needs of the market and in
bringing new medical devices to
people with diabetes to meet those
needs. On the marketing side,
Andrea became an expert in
understanding the underlying
causes of diabetes and the
stakeholders that help people
manage their disease: doctors,
diabetes educators, pharmacists,
and the patient.
Identifying Trends and Acting on
Them
According to Andrea, the demands
on the healthcare system have
dramatically shifted from acute care
to chronic care given the steep rise
in the prevalence of chronic disease.
Because chronic conditions are
long-term health issues, people
must get involved in managing their
care in order to maintain their
health. Observing these trends,
Andrea eventually decided to found
ConnectWell. She shifted her focus
from disease management to
wellness — empowering people to
live well and incorporate healthy
lifestyle habits into daily living. To
empower people in their health and
well-being, they need to have access
to engaging, accurate, up-to-date,
and expertly vetted health
information. Andrea could see the
digital revolution unfolding and that
it would eventually hit the
healthcare system — enabling the
information through their health
and wellness publications. Andrea
was introduced to Dr. John
Swartzberg, who oversees the
development of the school's health
and wellness publications and their
large editorial board consisting of
faculty and physicians from both UC
Berkeley and UC San Francisco
Medical School. Dr. Swartzberg and
Andrea formulated a strategy in
order to form a public-private
partnership to digitize and
consumerize the school's vast
collection of health and wellness
publications. Both of them further
expanded their team to include a
Chief Medical Officer, Lead Health
Writer, and Technical and User
Experience Expert so that they
could build an offering that would
enable people to unlock their
potential of reaching a higher level
of health and well-being.
Developing an Offering that
Appeals to the Target Customer
and their Users
According to Andrea, she and her
team have achieved their vision of
transforming the industry's most
trusted health and wellness
information into an engaging digital
health content offering and making
it available to their partners.
ConnectWell works with a broad
array of healthcare providers, health
engagement platforms, benefit
ability to scale health information
for easy access, anytime and
anywhere.
Assembling a Team with the
Expertise for Success
Given that the San Francisco Bay
Area is an epicenter for health and
wellness thought leadership, Andrea
assembled a Scientific Advisory
Board made up of subject matter
experts in different areas of
wellness. She built a team of
talented, experienced individuals
with diverse backgrounds who could
hit the ground running and work in
an entrepreneurial and
collaborative environment.
Together they created and deployed
consumer-oriented wellness
programming in the areas of healthy
eating, physical activity, stress
management, sleep, and maternal
health.
Forming a Partnership with a
Leading Academic Institution
Next, it was the need of the hour to
partner with a leading academic
institution that had deep experience
in consumer-oriented health
publications covering a wide range
of health conditions. She found that
partner in her undergraduate alma
mater, UC Berkeley. For 35 years,
the UC Berkeley School of Public
Health has been a pioneer in
providing evidence-based wellness
| October2019 |
34

37. providers, and employers that
license ConnectWell's content for
integration into their platforms to
engage their patients, members, and
employees in their health. These
companies can now deliver on the
promise of improving the health of
those they serve by integrating the
ConnectWell Content Suite as part
of their services.
The Content Suite has 3 areas that
are complementary in supporting
total health and well-being:
Ÿ Health & Wellness Digital Library:
Extensive coverage of health,
wellness, and disease topics from
A to Z
Ÿ Wellness Initiatives: Wellness
education with strategies and
tools to help in the adoption of
healthy lifestyle practices
Ÿ Healthy Recipe Collection: Healthy
recipes that are tasty, easy to
make, and made from whole
foods and healthy ingredients
Staying Current with Tech Trends
Being located in the heart of the
tech community has given Andrea
and her team the much needed
advantage of tapping tech talent
and incorporating the ever-evolving
technical trends. The underlying
architecture of ConnectWell's
content offering makes it visually
oriented and easy to navigate, while
providing seamless integration into
the portals of their customers.
ConnectWell's content is tagged for
easy topic search, so it can be
directed to end users based on their
individual health and wellness
needs, tapping into their partners'
AI capabilities through
ConnectWell's API.
Building Interest in ConnectWell's
Services
Andrea believes digital health
services are rapidly expanding, and
innovative companies are highly
interested in integrating the
ConnectWell offering as a part of
their services to advance their value
proposition. The challenges Andrea
plan to be a big part of this future as
their suite of health and wellness
content provides the means to
educate and empower these
patients.
About ConnectWell:
ConnectWell is a mission-based
company that is a leading-edge
provider of digital health and
wellness content that is
academically sourced and designed
for a consumer audience to engage
people in their total health and well-
being. ConnectWell's partnership
with the UC Berkeley School of
Public Health ensures a continuous
flow of up-to-date, expertly vetted
health information. This partnership
enables ConnectWell to serve large
communities and cross
socioeconomic and geographic
boundaries through distribution
over a wide range of digital health
platforms, ensuring access to the
most trusted source of health and
wellness content.
and her team face are breaking into
the more traditional healthcare
companies which are large
bureaucracies that are slow to adopt
new services. As a leader in
healthcare, it is incumbent on her to
help the healthcare system
incorporate new services that
advance and enable cost-effective
patient education and engagement
to improve health outcomes and
well-being. Helping to break down
old paradigms and providing insights
to other industry leaders so they can
envision how they can thrive in this
ever-changing healthcare landscape
is a role she embraces. Andrea
works to create dynamic
partnerships so that traditional
healthcare companies can ensure
their future and not be left behind
due to the rapid changes that digital
health is bringing to the healthcare
industry.
Future of Healthcare
When it comes to the future, Andrea
believes that the future of the
healthcare industry will be one
where the patient is at the center,
having the knowledge and skills to
be a committed and vested partner
in their care. ConnectWell and the
UC Berkeley School of Public Health
My approach to business leadership is:
“Develop deep and broad expertise in a field,
stay abreast of trends, assemble a
high-performing team, partner with
leading organizations, and collaborate
with your customers.”
“ “
| October2019 |
35

38. Rethinking
the Products of Today
for a Better Tomorrow
Celia Pool
Co-founder
DAME
| October2019 |
36

39. T
he world is finally waking up to
the single-use plastic crisis.
Over the last 10 years we have
created more plastic than the whole of
the last century combined. Half of the
plastic we create is used just once, and
then thrown away, taking 500 years to
decompose. By 2050, the oceans are
predicted to contain more plastic than
fish. The plastic crisis is now too big for
recycling alone to fix.
Global governments, businesses and
consumers need to collaborate quickly
to make impactful change before it’s
too late. However, change is difficult
when environmentally damaging
habits have become so entrenched and
often appear more financially
appealing.
Technology is helping in this fight.
Reusable water bottles are now
widespread, and apps that help you
locate drinking water refill stations are
now emerging. At the same time,
reusable coffee cup technology is
addressing the half a trillion
disposable coffee cups discarded
every year. Such items are gaining
increasing social currency with
consumers, who are keen to display
them as markers of their
environmental conscience. This
revolution is encouraging, but what
about the products that people aren’t
so willing to talk about?
100 billion menstrual products are
thrown away globally every year.
These are single-use, mostly made of
plastic and cannot be recycled. You can
choose not to have a coffee, you
cannot choose not to have a period.
Reusable options (e.g. menstrual cups,
cloth pads) have been on the market
for decades, yet the adoption rate has
been slow. The primary barrier to
entry is the fear of habit change.
So how do we bring about a
revolution? The answer is keep it
simple. And take time to consider
consumer psychology. As humans, we
abhor change. We are creatures drawn
towards the comfort of the known. By
keeping habit change to a minimum,
consumers are much more likely to
adopt a new idea.
This was our philosophy at DAME
when we created the world’s first
reusable tampon applicator. We
ensured the design was familiar and
intuitive, so women did not have to
compromise on their convenient,
established rituals. We knew that
hygiene could be a significant barrier
to entry, so we worked with leading
micro-biologists and medical
engineers and used the best medical
grade, anti-microbial materials on the
market. As a result, the consumer only
must rinse the applicator in cold water
after use to keep it clean. Simple steps,
minimal habit change.
However, it is challenging to tackle an
issue that has such little awareness.
Menstruation has historically been
shrouded in shame, fear and
discretion. It is not a topic openly
talked about. This is a problem with
feminine care as a whole: it is
frequently dismissed and the women
trying to address it are critically
underfunded. In 2017 female founders
got 2% of the $85 billion VC
investment pot. About 8% of partners
at the top British VC firms are women.
According to Harvard Business
Review, stereotypes about female
entrepreneurs persist: women are
overly cautious, shy away from
growth, have insufficient resources
and consequently their ventures
underperform. Yet there is no
performance data to support these
stereotypes.
How are products used by women
supposed to change in line with human
and environmental needs, when they
aren’t given appropriate recognition or
have women involved in all stages of
the process? Women need to be given
more of a voice if we are to create
meaningful change. The world of AI is
already highlighting the need to
diverse away from male, white,
Western coders if we are to avoid
unconscious bias in the robots of
tomorrow. Amazon had to abandon an
AI recruitment tool that was
discriminating against women, instead
favoring prospects who mirrored
Amazon’s existing male engineer
workforce. At DAME women have
been involved in every stage of the
journey, not as a token gesture but as
an absolute necessity.
However, our overarching business
strategy goes beyond issues of
inclusivity to incorporate a wider
mission. DAME was founded on the
belief that business can be used as a
force for good. We use this core value
to guide every decision we make in the
business, bringing great clarity to our
route forward. By communicating our
genuine and authentic commitment to
this mission, we hope that our
message will quickly be picked up by
those eager to join a movement for
change. To date, we have seen this
happen not only with our consumers
and the press, but with employees.
People are increasingly drawn to
companies doing good. 75% of
millennials would take a pay cut to
work at a socially responsible
company.
All this strengthens our resolve at
DAME to continue to tackle critical
problems that are not openly
acknowledged, that are significantly
underfunded, and that have
historically been controlled by giant
monopolies. Today we are focusing on
menstrual products, but our vision is
to revolutionize the entire bathroom.
These are big mountains, but having
strong guiding principles makes the
navigation much easier.
-Words by Celia Pool
Co-founder of DAME
For more information visit
wearedame.co
Incentives Solutions
| October2019 |
37

42. ARLEN
Arlen Meyers
MD,MBA
President & CEO
Society of Physician Entrepreneurs
| October2019 |
40

43. N MEYERS,
Society of Physician Entrepreneurs
MD, MBA
Transforming
Healthcare by
Entrepreneurship
hose who lead health service
Torganizations need to evolve from
technicians to managers to leaders to
entrepreneurs to leaderpreneurs in
order to thrive. Some call it practicing
at the top of one’s license. In addition, filling the C-
suite with more physician managers just makes it
harder to innovate and adds further clutter to the
organization. Leaderpreneurs lead innovators;
they don’t just manage innovation systems. After
40yearsasaprofessorofotolaryngology(ear,nose
and throat surgery) at the University of Colorado
School of Medicine, Dr. Arlen Meyers, President
a n d C E O o f t h e S o c i e t y o f P hy s i c i a n
Entrepreneurs, transitioned from teaching,
practicing and researching the art of medicine to
teaching, practicing and researching the business
ofmedicine,innovationandentrepreneurship.
Arlen teaches innovation and entrepreneurship at
the University of Colorado Denver Anschutz
medical campus and the business school at the
downtown campus. Also he is a physician in
residenceattheJabsCenterforEntrepreneurship.
In addition, he also consults to several healthcare
companies which are creating drugs, devices,
diagnostics,digitalhealthproducts,caredelivery
| October2019 |
41

44. models and medical education platforms. The mission of
Society of Physician Entrepreneurs (SoPE) a non-profit,
global open biomedical and clinical innovation and
entrepreneurship network is helping members get their
ideastopatients.
Arlen does not believe sick care, i.e. a system that
predominantly takes care of sick patients instead of
keepingthemhealthy,canbefixedfrominside.Thatisthe
reason his non-profit, the SoPE (Society of Physician
Entrepreneurs ) is a global open innovation network that
includes many different stakeholders, not just doctors
,but also other health professionals such as investors,
serviceproviders,technologists,patients,academicsand
many more. Each member segment wants SoPE to do a
different job for them and, therefore, the company
emphasizes different value propositions to each
segment. The overall mission, however, remains the
same;helpingmembersgettheirideastopatientsorhelp
someonewhois.
According to Arlen, physician entrepreneurs and
leaderpreneurs need education, resources, networks,
mentors, experience, peer to peer support and career
and professional development training. The most
important trait, however, is an entrepreneurial and
growth mindset. Innovation starts with mindset.
Nowadays, leaders are charged with winning the 4th
industrial revolution that is powered by cyber
intelligence. That involves creating, scaling and
sustaining a culture of innovation and leading an
ambidextrous resilient organization with a workforce
that has an entrepreneurial mindset. Overcoming those
barriers require an innovative structure, process and
culture that is supportive and determines the success by
measuring the results of outcomes, not process or
engagement. In addition Arlen said “Be sure you clearly
define entrepreneurship, innovation and value and paint a
pictureofsuccesssofollowersknowthegoal.”
To get updated with technological trends, and to boost
personal and company’s growth, Arlen practices
entrepreneurial habits and has created an encore career
portfolio. He reads articles and books outside of sick
care, writes almost every day, and accepts assignments
where he has limited experience. He believes that he is
Make entrepreneurship personal but don’t
take it personally. Connect to what drives you but
don’t take the inevitable failures personally.
Instead, learn from them.
“
“
| October2019 |
42

45. learning from failure to fill his blind spots. He actively
mentors, consults and advises start-ups developing new
technologies. Teaching, speaking, connecting people and
building robust internal and external networks,
consulting with mentors and a personal advisory board
and attending non-sick care technology events and
conferences all are helping him to achieve consistency
andgrowth.
Midway in Arlen’s academic career, with his colleagues,
he invented a device to optically detect oral cancer. The
team attempted to transfer the technology to
commercial markets but never made it over the finish
line. It was the first of many of his entrepreneurial
failures. The experience taught him three important
lessons including; 1) everyone thinks they have a good
idea2)theydon’tknowwhattodowiththeirideas,and3)
theywon’tbetaughtwhattodowiththeirideasinformal
training.
Arlen thinks it is cruel and unusual punishment to expect
people to innovate and create value and pay them for
value without giving them the education, training and
resources to do it, so he decided to do something to
changethat.
Arlen is attempting, with the help of others, to lead
change with the goals of transforming sick care to health
care, reforming medical education and training,
restoringthejoyofmedicine,andimprovingthedisparity
in global health outcomes through the deployment of
innovation. He is building an international innovation
and entrepreneurship network and helping, educating
studentstowinthe4thindustrialrevolution.Heisaiming
to reduce sick care quality cost, access and experience
inequities,andreconciletheconflictsbetweentheethics
of business with the ethics of medicine with these he is
changing the rules for the common good and creating
sustainability.
Arlen is scaling the Society of Physician Entrepreneurs
around the world in an effort to close global health
outcome disparities through the deployment of
b i o m e d i c a l a n d c l i n i c a l i n n o v a t i o n a n d
entrepreneurship.
| October2019 |
43

46. For enterprises there are certain imminent crisis that
demand that they change rapidly and market is not at all as
forgiving as it was a few decades back, someone is
constantly rooting for you to make a mistake.This is
leading enterprise to transform under the integrated
environment of Digital Transformation.
Voice Technology has lately become a stable AI process
and would completely change the way we interact with
technology in the future. Visualization will remain at the
heart of it however with conversational technology, we
can expect a shift to more verbal ads, like radio, but more
personalized and actionable, but still to make a decision on
which product to buy you would want to see it visually.
Also search will become more specific and hyperlocal,
where we will be prompted to give verbal feedbacks, that
would amount to popularity of products and places, how it
happens with mobile applications today.
Siri, Cortana, Alexa have brought conversation technology
to people for some time now. They come bundled up with
smart phones and can be used to do basic searches, to look
up certain things, cue up songs etc. Speech technology has
come much further than that. With its advancement we
can now control our oven, tv and other house hold devices,
can search complex data from cloud or can make phone
calls for ourselves. It can change the way we function in
our daily lives, our time with our family, services we
receive and the jobs we do. It can eliminate learning curve
of devices, repeatable chores, and compiling excel sheets.
And it will not happen eventually, it’s happening now.
Developers will innovate to create more audio centric user
interface, there will be discovery period for them to find
out how to minimally prompt user to give inputs and
implement voice modulated visual commands. We can see
speech approaching a point where it would become so
reliable that we can just use it, like how we do it with other
humans, and not even think about it.
I
have been a strong advocate of conversational
technology (VoiceTech/NLP) and AI and have pitched
for it in various conferences, Guest Lectures at leading
business institutes and to corporates and I am often being
asked what will happen to our jobs? So this is true that
Artificial intelligence seems like a big untameable
monsters to most, and everyone is little anxious about
future.
And that could be true sitting in 2010, but past few years
new old research and young progressive companies and
devision of enterprises are willing to make it their sole
purpose that the infuse digital transformation in their
company and provide assistance to others. But, with the
prevailing reputation that comes at a cost of educating
everyone, really everyone.
They see it as a risk and any have burnt their hands trying
to tame novice early stage AI models. But thats fine, thats
how we grow. I believe that we are intellectual beings with
curious minds, why would we want to do repeatable jobs
which machines can do with greater efficiency. We can
delegate these chores and teach the machines to help us
better and imitate human decision making, innovate at
personal level and “Democratise Artificial Intelligence”.
Democratising AI through platforms for like voice
technology - Natural Language processing so the technical
algorithms can stay with specific user base while use of the
AI algorithms can be made as simple as conversing with
machines. Thats a sure shot way to upskilling resources for
example: Team of Analysts can train dashboards and
Business Intelligence tools to map business KPIs and
generate Compelling Business Stories and Insights in
natural language for everyone in the organisation to
benefit from, and then keep building the training over it
through machine learning. We are personally running
trials with Fortune 50 companies on this, so when I say you
need to start looking at ways to incorporate new
technologies I mean it.
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47. Expert's Outlook
I am personally inspired to bring acceptance
for conversational technology globally and I
believe that the real success for this would
not be when big corporations and industries
would be using it but when every small and
medium business and every household
would be using it and help us to get a hold of
our receding grip on reality from visually
attractive and distracting screens on our tv,
on out laptops and our smart phones.
We have seen this kind of a shift with
automated technologies and processes
which has led to reduced laborious work,
efficiency increased and averted accidents.
Smart phones brought technologies closer
to the end user. So, I took side with Artificial
Intelligence and Machine Learning
technologies, that will aid seamlessly while
co-existing in our realities. And impact is not
just on us in our personal capacity but for
businesses too and professionals who spend
endless nights collating data and make
pretty ppts to show to the bosses.
I believe that spreading the word on
changing technological demography is not
our responsibility or our burden. But you
know why I make it my purpose??
Because it is a major step in evolution of
technology and I know we need to harness
it, shape it now, before someone else does it
for you.
Preksha Kaparwan is the Co-founder, CMO, V.UX Designer of Realbox.AI.
The versatile IHM Pusa graduate initially served as the chef but got inclined
towards technology and business analytics and founded RealBox in 2015.
Within three years of its inception, they have raised $300k for Realbox and,
their customers include fortune 50 and big 4 enterprises. As a thought leader
she has been part of TEDTalk talk shows. She was awarded 'The sparks 2018'
by your story for tech services for her exceptional contribution
as a Tech Evangelist.
About the Author
Preksha Kaparwan
Co-founder & CMO
RealBox Data
Analytics Private Limited
| October2019 |
45

48. DR JOANNE
M. HACKETT
Enabling a Better Quality of
Life for Everyone
oanneM.Hackett,theCCOofGenomicsEngland,
Jis an accomplished entrepreneur, scientist and
strategist with experience in the execution and
management of complex business transactions.
She has extensive management experience in
health and pharma industry which enables her to ensure
the commercial success of the organization. Joanne
possesses multidisciplinary knowledge and she is highly
skilled in team management, setting external investment
strategiesandtheidentificationandevaluationoftargets.
Joanne has spent many years in business management
which is reflecting on her strengths and weaknesses and
she is trying to surround herself with people who
complements her. She believes, “True leadership is about
empowering those around you to be successful.” Joanne also
believes that she has been very fortunate to have people
around her who are excellent leaders and whom she could
learn from. She has also witnessed behaviors that she did
not want to emulate. Joanne has always tried to lead by
exampleandlistentwiceasmuchasshespeaks.
Genomics England has a very unique offering: the team at
the company work very closely with the National
HealthcareServiceinordertoprovideclinicalandgenomic
data for individuals with suspected rare diseases and
cancer. This linked clinical and genomic data is crucial for
advancing research and development, which in turn will
positivelyimpacthealthcare.Itisincrediblyimportantfor
| October2019 |
46

49. Genomics England
| October2019 |
47
Dr. Joanne M. Hackett
CCO
Genomics England

50. research (be it academic or industrial) to be carried out on this data. As
such, the team has designed a secure Research Environment that grants
access to the qualified researchers. The hope is that the undiagnosed
participants will one day get a proper diagnosis – which will be the result
of the data being accessed. The linked clinical and genomic data is very
useful for repurposing drugs, stratifying for clinical trials and for real
worlddataandevidencetobegenerated.
It is necessary to know the audience, what the market has to offer and
what changes are required to advance the industry. It is also incredibly
useful to be aligned with major strategic initiatives. Don’t try to ‘own’
everything–itismuchbettertocontributetoalargerambitionandmove
thingsforwardfaster.
For Joanne “leadership is about defining a goal and getting those around you
tosupportandstrivetoachieveit.”Theleaderswhoseethemselvesasapart
of something greater are the ones who are more confident and can take
others with them. Leaders need to listen, be objective, be fair and
empowerthosearoundthem.Leadersalsoneedtobereflectiveandseek
feedback. No one has all the answers, and there is never just one opinion.
Itisveryrarethatleadersactuallyhavetheauthoritytomakedecisionsin
isolation.Consultationisthekey.Thisgoesbacktoknowingtheaudience
– it is much better to have many leaders pushing forward the same
agendaandinfluencingawidernetworkcollaboratively.
Joanne has a genetic disease and she has always wanted to advance
healthcare to enable others to have a better quality of life. She believes
that good health is the best thing anyone could hope for and with her
approaches;shewantstotouchasmanylivesaspossible.
Joanne spends a lot of time reading, attending conferences, events and
showcases,andisimplementingpilotprojectstodetermineifitisfeasible
for full implementation. She also observes the way senior leaders
conduct themselves and try to understand if any of the behaviours and
strategies would be useful for her to adopt. she learns something new
everyday.
Joanne has relentlessly pushed forward health partnerships between
the A, B, C’s: Academia, Business and the Clinical community. She was
instrumental in reconfiguring stroke services, merging three
cardiovascular hospitals to their streamline services; implement a
GenomicMedicineServiceintothehealthcaresystem.Shewasdesigning
and implementing a Research Environment that houses clinical and
genomic data. Joanne has also been instrumental in getting the Clinical
Entrepreneurs Programme launched as well as the NHS Innovation
Accelerator and the DigitalHealth and London Acelerator successfully
running. Joanne spends most of her time mentoring, advising and
investing in healthcare SMEs. She wants to continue to revolutionize
healthcare. The deep personal satisfaction she receives from changing
the way healthcare is delivered is enough to keep her committed and
dedicated,regardlesshowfrustratingitcanbe.Fornow,shewillcontinue
tochangetheworldonegenomeatatime.
I was once
told that if
my dreams
did not
scare me
they were
not big
enough
| October2019 |
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51. | October2019 |
49

52. hat do we call an area that is not limited to a
Wsingle planet and has no physical boundaries?
We call it the era of the emerging space
resource industry. As humans, we became a spacefaring
species 60 years ago when Russia launched Sputnik, the
world’s first artificial satellite. We are the only species to
achieve this milestone in the 4.5 billion year history of the
earth. Later, the space industry began to develop after
World War II, as rockets and satellites later found civilian
purpose.
Today, companies around the world are in transportation,
energy sector, construction, hospitality, real estate, etc.
and they are looking for their next growth opportunity.
Space is quickly becoming a place where the industries
that power our global economy have started conducting
business. Future developments in the space industries
include space tourism, satellite manufacturing, and the
launch industry. In recent years, however, private
spaceflight is becoming reality in the space industry.
Of course, these private companies also compete against
each other and it could be argued that a new space race
has begun. But while with an element of competition, the
success of the past decades shows that is possible to
collaborate in space. For example, NASA a major
government agency has relied on privately operated
launch services like SpaxeX for its satellite launches. The
original space race began from the ideas and skills of
visionary theoretical engineers like Robert. H. Goddard,
Wernher von Braun, and Konstantin E. Tsiolkovsky, etc.
Today, space endeavors are propelled by a new generation
of entrepreneurs including Elon Musk, Jeff Bezos, and
Robert Branson. There are some more major players and
innovative companies with the vision of space exploration
and are as follows:
SpaceX- SpaceX was founded in 2002 and has reached
worldwide popularity with their historic milestones in
space exploration. It is already the world’s most high-
profile commercial spacecraft company. The aim of SpaceX
is to revolutionize the space technology, with the goal of
enabling people to live on other planets. Its success has
been worth appreciating. Falcon 9 launch vehicle and
Dragon Spacecraft are some of its milestones. Dragon
Spacecraft has helped with regular resupply missions for
NASA space stations.
Blue Origin- It was founded in 2000 by Jeff Bezos, the
technological retail entrepreneur and CEO of Amazon,
aims to launch people in space. It is fully reusable, vertical
takeoff vertical landing (VVTL) space vehicle. Though its
goal is different from that of SpaceX, it targets the Space
tourism industry. It is focusing on commercially available,
suborbital human spaceflight and has developed a vertical
launch vehicle (new shepherd) for it. New shepherd is
Innovative
Companies
in the Space Industry
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50

53. named after the Mercury astronaut Alan Shepherd, the
first American Astronaut to go in Space. It is designed to
take astronauts and research payloads past the Karman
line, the internationally recognized boundary of space.
Boeing- Boeing is the world’s largest aerospace company
and leading manufacturer in space and security systems.
Throughout the last 50 years, Boeing has been integral in
every major endeavor to escape earth’s gravity. The
satellite industry has made the headlines since the launch
of its first Mercury capsule to the current ISS
(International Space Station).
NASA’s Space Launch System (SLS) is the most powerful
rocket ever built. Boeing is the prime contractor for the
SLS design development, test, and production of the
launch vehicle. SLS is the world’s only super heavy rocket
capable of transporting astronauts to deep space. NASA is
setting its eyes on the exploration of Mars with the help of
Boeing technology. Boeing has successfully launched all of
NASA’s Mars probes and rovers aboard Delta 11 launch
vehicles. Recently Boeing engineer designed a spacesuit to
protect astronauts from dust, radiation and other hazards
when exploring the surface of moon and mars.
Sierra Nevada Corporation- Selected by NASA, SNC’s
Dream Chaser spacecraft is a multi-mission space utility
vehicle. It used for transporting crew and cargo to LEO
(Low Earth Orbit) destinations such as ISS (International
Space Station). The system is designed to deliver up to
5,500 kg of pressurized and unpressurized cargo to the
space station under the CRS (Commercial Resupply
Service)-2 contract. It will carry supplies like food, water, &
science experiments and returns to earth with a gentle
runway landing. The spacecraft is selected by NASA to
provide a minimum of 6 cargo missions to and from the
space station by 2021. Sierra Nevada Corporation is
making solid progress and likely to stay a key player in the
private space company.
Northrop Grumman Corporation- NGC is a leader in
science and exploration in space for more than 60 years.
Thiokol Chemical Company, now part of NGC developed
the world’s first reusable space shuttle program in the late
1970s.
Contribution to NASA: July 20, 1969, was a historic day
when the world watched, astronaut Neil Armstrong took
mankind’s first steps on the moon. The success of NASA’s
Apollo 11 mission is still remembered and celebrated.
Several heritage companies of NGC are recognized for the
vital role they played in the achievement of the Apollo 11
mission. NGC designed, assembled, integrated and tested
the Lunar Module (LM) of the Apollo program.
NASA’s Northrop Grumman built Chandra X-ray
Observatory and it continues to produce data that enables
astronomers to make extraordinary discoveries. Launched
in 1999, Chandra has found evidence for a significant new
class of supernova. It has also uncovered evidence of a
powerful outburst from the giant black hole at the Milky
Way’s center.
NASA has a long tradition of utilizing Northrop
Grumman’s spacecraft, including the Spirit and
Opportunity rovers that landed on Mars in 2004. The
rovers will help guide the Mars as it investigates the
viability of microbial life on the planet now or in the past.
NASA’s James Webb Space Telescope will play an
important role in studying planetary systems. NGC is the
prime contractor for building the dreams of Webb
technology. The telescope will be sensitive to infrared light
which will enable it to understand an era of the universe
just a few million years after the Big Bang.
Made in Space- MIS is the space-based manufacturing
company, dedicated to making of reliable Additive
manufacturing equipment and fiber optics (MIS Fiber) for
Space. Additive manufacturing is also known as 3D
Printing and is transforming the industry. It can
manufacture larger and more complex objects faster, with
finer precision and with multiple aerospace grade
materials. MIS Fiber Optics, on the other hand, is
produced without crystals that affect signal loss. Later,
these crystals provide superior data transmission
capabilities, high-speed internet as well as enhancing
technologies in space.
Virgin Galactic- Virgin Galactic is a spaceflight company
founded in 2004 by British entrepreneur Sir Richard
Branson. It is developing commercial space crafts and aims
to provide suborbital spaceflights to space tourists. VG
uses a larger, four-engine jet plane that carries passengers
into space. It is similar in design to a private plane. These
private space firms seem to have different interests in the
space race, but actually, these companies share the same
goals.
Looking at the future, there will be a need for laws,
regulation, and controlling authority to govern space
exploration. It will be necessary to have firm and well-
understood protocols in the event space crashing, while
there are serious issues around the safety of astronauts as
well. At the moment, the UN’s Outer Space Affairs is
responsible for promoting international cooperation in the
peaceful uses of outer space. Perhaps, the entry of the
private sector into space exploration will contribute to the
growth of the economy as valuable targets for investment.
However, it will be interesting to see how healthy
competition opens up in the development of the Space Era
for Citizens.
Innovating Space
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