– Shields Health Solutions and Excelera announce a major
specialty pharmacy merger that will form a combined company that consults with
700+ hospitals in 43 states, including Mass General Brigham, Yale New Haven,
Intermountain Healthcare and Henry Ford.
– The network of hospitals is designed to improve patient
care through an infrastructure that helps with things like acquiring prior
authorization for specialty drugs and staying adherent to them. It can also
lower costs for patients by negotiating lower rates from manufacturers with the
leverage of insights from 1 million+ patients in those hospitals.
Shields Health Solutions (Shields), the leading health
system specialty pharmacy integrator, has joined
forces with ExceleraRx
Corp. (Excelera), a healthcare company that empowers integrated delivery
networks, health systems, and academic medical centers to provide personalized,
integrated care for patients with complex and chronic conditions focused on
improving patient care.
Merger Reflects Growing Need for On-Site, Integrated
Serving 60+ health systems and academic medical centers, the
combined organization addresses 700+ hospitals that account for the opportunity
of $30B in specialty pharmacy revenue. The use of specialty medications to
treat complex patients – those with multiple, chronic illnesses or rare, hard
to treat diseases that require close monitoring and support – is increasing an
average of 17 percent per year, and health systems across the U.S. have been
building on-site, integrated specialty pharmacies to provide comprehensive,
streamlined care for this growing population to improve outcomes. Since 2015,
the prevalence of health system-owned specialty pharmacies in large hospitals has doubled, with nearly 90 percent of large
hospitals operating a specialty pharmacy in 2019.
“On-site, integrated specialty pharmacy is the future
of complex patient care and we look forward to combining forces with Excelera
to make our impact even greater. As we have shown, this model materially
improves clinical outcomes for patients and reduces total medical expenses for
covered patients,” said Lee Cooper, CEO, Shields. “Together, our
network of more than 60 of the country’s top health systems, representing
nearly 30% of non-profit healthcare systems based on net patient service revenues,
creates an unparalleled industry-first that will enable unprecedented best
practice sharing and ultimately lead to improved outcomes for complex
Benefits of On-Site, Integrated Specialty Pharmacies for
Shields and Excelera offer programs for health systems to
build, operationalize and optimize integrated specialty pharmacies, as well as
help manufacturers and payors access critical patient and drug performance
insights. With a more personalized, high-touch approach to patient care,
Shields and Excelera have found that hospital-owned specialty pharmacies
dramatically simplify medication and care management for patients and can:
– Reduce medication co-payments from hundreds, sometimes
thousands of dollars, to an average co-pay of $10
– Streamline time-to-therapy, typically from several weeks
to an average of two days
– Decrease physician administrative paperwork by thousands
– Improve medication adherence rates to over 90 percent, on
Financial details of the acquisition were not disclosed.
The health system and payer will coordinate care for eligible Medicare Advantage patients through the ACO, with the aim of improving health outcomes and reducing costs. The ACO expands a long-standing relationship between the two entities.
The newly created organization, dubbed OneTen, aims to create 1 million jobs for Black people over the next decade. Its founders include some big names in healthcare, such as Cleveland Clinic, Intermountain Healthcare and Humana.
The South Dakota-based health system has suspended talks related to its planned merger with Utah-based Intermountain Healthcare after the sudden departure of its CEO, Kelby Krabbenhoft. Sanford and its new CEO will instead focus on organizational needs, the system said.
– Omada’s diabetes prevention program will be available
to Intermountain’s at-risk patient population as part of a limited engagement
in 2020 and 2021.
– Omada’s diabetes prevention program is personalized to
meet each participant’s unique needs as they evolve, ranging from diabetes
prevention, type 2 diabetes management, hypertension, behavioral health, and
Deepening a collaboration that began in 2016, Omada Health
Healthcare announced the availability of Omada’s Prevention Program as a covered
benefit to patients with prediabetes seen by Intermountain Medical Group
providers at Intermountain primary care facilities. As in-person healthcare
systems seek to integrate proven digital care and coaching for at-risk
patients, this new offering creates a roadmap for large health systems across
the country. Omada’s prevention program will be available to Intermountain’s
at-risk patient population as part of a limited engagement in 2020 and 2021
that launched at the end of August.
Omada’s diabetes prevention program is personalized to meet
each participant’s unique needs as they evolve, ranging from diabetes
prevention, type 2 diabetes management, hypertension, behavioral health, and
musculoskeletal issues. Omada combines professional health coaching, connected
health devices, real-time data and personalized feedback to deliver clinically
Expansion Builds on Previous Successful Collaborations
This announcement builds on a series of milestones between
Intermountain Healthcare and Omada. In 2016, the two companies launched an
innovative partnership in conjunction with the American Medical Association to
deliver digital diabetes prevention services via physician referral. In 2019,
the Omada Program became a covered benefit for Intermountain employees and
their adult dependents, followed by an investment from
Intermountain Ventures, the strategic investment arm of Intermountain
“Intermountain is focused on ensuring all patients receive the care and information they need – where, when, and how they want it – with seamless coordination across the system,” said Elizabeth Joy, M.D., M.P.H., Intermountain’s Medical Director for the Office of Health Promotion and Wellness under Community Based Care and Nutrition Services. “We’ve enrolled nearly 2,000 participants to date from our caregiver population, and we anticipate that access to the Omada program will enhance patient engagement and improve health outcomes in a time when patients are seeking deeply human digital care.”
Why It Matters
“By expanding the Omada diabetes prevention program to our at-risk patients, digital coaches will help encourage and teach patients to proactively manage and improve their overall health and prevent a potentially deadly disease. This is one of the many ways Intermountain Healthcare is moving toward value-based care, which aims to improve patient outcomes and reduce healthcare costs, not just for patients, but entire communities,” said Rajesh Shrestha, VP and COO, community-based care at Intermountain and president and CEO of Castell, an Intermountain company focused on elevating value-based care capabilities.
Our planet is facing a major pandemic outbreak due to COVID-19 and health agencies are taking every measure to stop it. The COVID-19 virus has been named “SARS-CoV-2” (severe acute respiratory syndrome coronavirus 2) and the disease it causes has been named “Coronavirus Disease 2019” (COVID-19). The outbreak of the respiratory disease was first detected in Wuhan City, Hubei Province, China in Dec 2019. Life sciences companies are putting all of their efforts into finding a treatment or developing a vaccine for this disease. PharmaShots is keeping a track of all of the important updates in the Life-sciences sector, where we have covered news updates regarding collaborations, clinical trials, funding, and regulatory guidelines related to the COVID-19 from Jan to date.
Intermountain Healthcare — one of the largest health systems in the country and among the most bullish on home-based care — is merging with Sanford Health.
Sioux Falls, South Dakota-based Sanford Health is a health system that operates across 24 states. The organization boasts 46 hospitals, 1,500 provider groups and 366 Good Samaritan Society senior care and living centers.
Founded in 1975, Salt Lake City, Utah-based not-for-profit Intermountain is the largest health care provider in the Intermountain West region. The system has 41,000 employees who work across 24 hospitals and 225 clinics, plus an in-house insurance division.
Intermountain unveiled its merger plans on Monday, announcing it has signed a letter of intent to develop a strategic partnership with Sanford Health. Intermountain President and CEO Marc Harrison pointed to Intermountain and Sanford’s aligned values when it comes to better serving communities as a key reason for the move.
“This merger enables our organizations to move more quickly to further implement value-based strategies and realize economies of scale,” Harrison said in a press release. “Through coordinated care, increased use of telehealth and digital health services, we will make health care more affordable for our communities.”
On Sanford Health’s end, the merger helps the organization accomplish its goal of further propelling health care affordability and accessibility, according to Kelby Krabbenhoft, the system’s president and CEO.
“Today, we’re marking another major milestone in our long history of working to change the course of health care across the globe,” Krabbenhoft said in a press release. “By coming together with Intermountain Healthcare, we will improve the health and well-being of the communities we serve and strengthen our impact in health care delivery and value.”
After the two organizations officially merge, the combined Salt Lake City-based entity will employ more than 89,000 people and operate 70 hospitals. It will additionally operate 435 clinics across seven states, delivering senior care in 233 locations in 24 states while also covering 1.1 million people through its health plan arm.
With both Krabbenhoft and Harrison touching on community-focused care in the merger announcement, in-home care will likely remain a huge priority for the combined enterprise. Intermountain has been aggressive in its efforts to push care further into the home over the past few years, with one of the biggest examples being the expansion of its Intermountain at Home program last year.
“Intermountain has been in the home space for quite a while through our home health and hospice business,” Rajesh Shrestha, chief operating officer of community-based care for Intermountain, told Home Health Care News in April 2019. “We’ve expanded that over the last couple of months with palliative care, some very early home-based primary care and a little bit of dialysis in the home as well. Essentially, we’re doubling down on moving upstream into patients’ homes.”
Prior to that expansion, Intermountain had also partnered with Lifesprk — a Minnesota-based in-home care provider — for the launch of Homespire, a holistic home care joint venture in Utah.
“With the addition of our Homespire joint venture, we’re able to wrap all of [our] services around with activities of daily living and social determinants of health work,” Shrestha said. “That package together, we feel, is the most comprehensive home-based program in the U.S., once this is all rolled out.”
In addition to those efforts, last year, the organization also launched a new Kidney Care Center designed to allow patients to receive at-home dialysis.
If the merger is approved, the combined health system would operate 70 hospitals and employ 89,000 people. Intermountain CEO Dr. Marc Harrison would lead the new system, estimated to generate about $15 billion in annual revenue.
– Intermountain Healthcare and Sanford Health sign a letter of intent to merge that will created a combined health system employing more than 89k people at 70 hospitals and 435 clinics across seven states.
Intermountain Healthcare and Sanford Health, one of the nation’s leading systems in rural health care delivery and clinical research, have signed a letter of intent to develop a strategic partnership. The boards of both not-for-profit organizations approved a resolution to support moving forward with the due diligence process. The organizations will enter this activity with the goal to sign a merger agreement that will bring both health systems together as a model for improving access to high-value healthcare across the U.S. The merger is expected to close in 2021 pending federal and state approvals.
The combined organization will employ more than 89,000
people, and operate 70 hospitals, many in rural communities. It will operate
435 clinics across seven states, provide senior care and services in 366
locations in 24 states, and insure 1.1 million people. The organization will
have headquarters in Salt Lake City, Utah, and corporate offices in Sioux
Falls, South Dakota.
“Intermountain and Sanford have a shared vision of the future of health care and have the aligned values needed to better serve more communities across the nation,” says Marc Harrison, M.D., president and CEO of Intermountain Healthcare. “This merger enables our organizations to move more quickly to further implement value-based strategies and realize economies of scale. Through coordinated care, increased use of telehealth and digital health services, we will make health care more affordable for our communities.”
– Intermountain Healthcare collaborates with Vynca, a national leader in advance care planning solutions to prioritize and digitize advance care planning.
collaboration enables integrated digital completion workflows and establishes a
single, centralized source of truth with built-in error prevention – enabling
the Intermountain Healthcare team to honor patients’ end-of-life
wishes, avoid unwanted healthcare utilization and reduce trauma for
families, caregivers and clinicians when faced with hard decisions in a medical
Vynca, a national leader
in advance care planning solutions, today announced a partnership with Intermountain Healthcare, a
not-for-profit health system, to ensure advance care planning documents are
easily and reliably accessible to clinicians, patients and their caregivers
across the care continuum. The collaboration
enables integrated digital completion workflows and establishes a single,
centralized source of truth with built-in error prevention – enabling the Intermountain Healthcare team
to honor patients’ end-of-life wishes, avoid unwanted healthcare utilization
and reduce trauma for families, caregivers and clinicians when faced with hard
decisions in a medical crisis.
Why It Matters
been at the leading edge of healthcare systems
identifying evidence-based innovations to achieve the Triple Aim – improving
experience of care, health of populations and
reducing per capita costs. As such, they recognized that improving
end-of-life care quality and reducing
unwanted healthcare interventions required a
new solution with the digital data capabilities to define and track
success. Intermountain is able to transform the
process of advance care planning by integrating Vynca’s
end-to-end solution with the health system’s existing clinical workflow and
their Cerner electronic
health record (EHR), who is also a Vynca partner. The collaboration enables customized outreach to
patients, shared decision making to digitally complete documents and ensures
documents are available to clinicians, patients and their selected caregivers.
“We are grateful to collaborate with an innovative health system like Intermountain to support providers and patients through the advance care planning process,” said Ryan Van Wert, MD, CEO and co-founder, Vynca. “Vynca’s solutions and services are designed to guide and empower individuals and providers to engage in these important conversations. Through shared decision making and document accessibility, patients can feel confident that their care preferences will be known across the care continuum.”
with Cerner EHR
lack of clarity in patient wishes, combined with concerns over document
accuracy and integrity and breakdowns in transitions of care have
historically led to low clinical confidence in advance care planning documents, as
well as patient safety concerns and unwanted healthcare utilization.
By integrating Vynca’s digital technology solutions
throughout the entire system, Intermountain gains
the ability to increase advance care planning conversations and documentation, access forms at
the point of care, decrease hospital mortality and
readmission rates and improve patient and family care satisfaction.
“Vynca’s software solution provides an effective digital storage and retrieval system for advance care planning documents that integrates into our Cerner EHR,” said Mary Helen Stricklin, MSN, RNC, Intermountain’s system nursing director for palliative care. “Caregivers at various points of care are able to quickly glance to see if a patient has stated preferences for end-of-life care or life-support, so they can know, share and honor those preferences. The Vynca software also allows caregivers to complete electronic Provider Order of Life Sustaining Treatment (POLST) forms stating end-of-life wishes. Vynca provides for these forms to be signed electronically by the patient and provider with an immediate availability in their medical record. If patient wishes change, new documents are easy to create, and previous documents can also be viewed in their record.”
business intelligence and reporting information on when, where and if advance care forms were
accessed at the point of care before critical
clinical decisions were made – delivering insights into utilization, success
and value from implementing a digitized advance care planning program. Vynca enables providers and patients to not just view
documents, but also continue discussions across all care settings.
– Intermountain Healthcare announced it will scale
Notable’s AI-driven platform across the health system’s clinically integrated
network to support thousands of providers, automate administrative workflows,
streamline the check-in experience for patients, and simplify provider
– The Notable Platform uses intelligent automation to identify and engage more patients in need of care and enables staff and clinicians to better serve patients by eliminating manual, administrative tasks like registration, documentation, and billing.
Healthcare, today announced it is partnering with Notable Health to reimagine the
manual, repetitive administrative aspects of patient intake and post-visit
follow-up into a fully automated, intuitive digital experience across the
health system’s clinically integrated network (CIN).
Empowering Digital Transformation from Check-In Through Collections
Intermountain is harnessing Notable Health’s platform to
digitally transform ambulatory check-ins through mobile registration and
virtual clinical intake for both in-person and telemedicine appointments.
Available within general internal medicine groups in the Salt Lake City region,
over 55 percent of patients from these clinics are now completing their entire
digital check-in prior to their office visit, decreasing check-in time by 25
percent. Intermountain reports an industry-leading 94 percent patient
satisfaction rating for their digital check-in and registration experience,
including 86 percent for patients 65 and older.
Notable extends the capabilities of My Health+, Intermountain’s health app, with digital assistants that automate administrative workflows for staff, streamline the check-in experience for patients and simplify follow-up for providers. Following an initial deployment that went live in under one month and results realized across over 100 providers, Intermountain will scale the Notable Platform to support thousands of providers within additional specialties and states across the clinically integrated network in the coming months.
Initial Notable Deployment Outcomes/Results for Intermountain
Intermountain patients benefit from a digital intake process
that assists with registration, verifies insurance eligibility, and prompts
patients to enter symptoms and medications directly from their smartphone through
dynamic questionnaires customized for an individual’s medical history. The
platform enables patients to complete their entire check-in before their visit
for a touchless, paper-free experience. This reduces the number of people in
waiting rooms, and patients can be offered virtual visit options when
Today’s announcement comes after general internal medicine
groups in the Salt Lake City region generated significant results across 100+
· By automating clinical documentation through the Notable
Platform, Intermountain medical assistants save 30 minutes of charting time per
· More than half of patients now complete their entire
digital check-in prior to their office visit, decreasing check-in time by 25%;
· Patient satisfaction ratings for digital check-in and
registration have topped 94%, including 86% for patients 65 and older.
“Creating a more seamless and empowered consumer experience is critical to meeting evolving patient expectations. This starts with digitally transforming the complex process of accessing and registering for care,” said Kevan Mabbutt, senior vice president and chief consumer officer at Intermountain. “By engaging patients to provide information through My Health+ about their health before their visit, we can better address what type of care our patients need, and where and when they can receive it across the care delivery continuum.”
When food production technology made it possible, wheat flour processors started to eliminate the tough exterior (bran) and nutrient-rich core (germ) of the kernel to get at the large, starchy part (the endosperm) only. The bread produced from this process is white and fluffy, and it makes great PB&Js and takes forever to grow mold, but it is almost totally lacking nutritional value.
Nutrition experts eventually pointed this out, of course, after which commercial bakers tried fortifying their bread by adding back essential nutrients stripped out by processing. It didn’t work. While white bread from refined flour is still available, nutrition experts strongly recommend whole grain products as the healthier alternative.
Opposition to this reductionist approach to nutrition is perhaps best captured by the idea of the sum being the whole of its parts: If inputs are lacking, the end result will fall short also.
Each human being is also a sum of parts, and the reductionist approach to healthcare is essential when it comes to advancing many aspects of medicine and healthcare.
“Historically, the invention of the microscope, the defining of Koch’s four infectious disease postulates, the unraveling of the human genome, and even intelligent computers are salient examples of the dramatic benefits of biomedical reductionism,” explained Dr. George Lundberg.
These successes, however, may have convinced many in both the medical community and society at large that reductionism is a necessary, if not sufficient, approach. The numbers say otherwise.
“Classical medical care interventions contribute only about 10 percent to reducing premature deaths compared to other elements such as genetic predisposition, social factors, and individual health behaviors,” Lundberg goes on to say. “Most contemporary medical researchers have concluded that the chronic degenerative diseases of modern Western humans have multiple contributory causes, thus not lending themselves to the single agent-single outcome model.”
Paging Dr. House. It turns out your particular form of genius just isn’t frequently that useful.
And nowhere is the single agent-single outcome model arguably less effective than in behavioral health and chronic disease management. What many in medicine and healthcare now realize is that a vicious cycle of alternating physical and mental ailments are the norm with both chronic illness and long-term mental health challenges.
“Depression and chronic physical illness are in a reciprocal relationship with one another: not only do many chronic illnesses cause higher rates of depression, but depression has been shown to antedate some chronic physical illnesses,” says Professor David Goldberg of the Institute of Psychiatry in London.
It’s an unsurprisingly intuitive conclusion to reach. A man with depression lacks the desire to eat well, exercise, often practice necessary daily hygiene. As his untreated depression deepens, his physical health declines as well. A woman with chronic, untreated pain feels like it will never end and her life is over. Faced with a seemingly unmanageable challenge, she falls into a funk that eventually metastasizes into full-blown depression.
A reductionist approach to these scenarios might be to encourage more exercise or prescribe antidepressants. While both are necessary, neither will likely be sufficient.
So why hasn’t a more holistic approach to patient care become the norm? In a nutshell, because it’s expensive. Chronic illnesses, generally, are the most expensive component of healthcare.
According to a New England Journal of Medicine study, patients “with three or more chronic conditions (43 percent of Medicare beneficiaries) account for more than 80 percent of Medicare health care costs.”
For this expensive, highly at-risk group, holistic care is what actually works.
The NEJM articles conclude that “an intervention involving proactive follow-up by nurse care managers working closely with physicians, integrating the management of medical and psychological illnesses, and using individualized treatment regimens guided by treat-to-target principles improved both medical outcomes and depression in depressed patients with diabetes, coronary heart disease, or both.”
Of course, the regimen included in the NEJM study is expensive—perhaps more so than what qualifies as holistic care now.
But it requires a certain type of twisted logic to argue for holding down costs by rationing care inputs—by reductively treating only just the most obvious health concerns—when this approach invariably leads to readmissions, more office visits, more disability payments, more days of work missed.
Indeed, a reductive approach to accounting—silos of financial impact across the continuity of a life lived—hides the fact that specific healthcare costs are not alone the measure of how chronic illness detracts from both individual life satisfaction and broader societal efficiencies.
The key, then, is to make holistic health both the norm and affordable. How can that be done? By creating initiatives designed to achieve a core set of goals:
Incentivize primary care: In the last two decades, the number of primary care providers (PCPs) available to patients in the United States has decreased by about 2 percent. This may not sound like a lot, but the decline comes as the population has increased, naturally, which means fewer patients have a PCP. As healthcare shifts to pay for performance, not services, the PCP is the natural quarterback of patient care. The country needs many more PCPs, not fewer, and the federal government has an opportunity to use loan forgiveness incentives and other tools to nudge medical school students in that direction.
Embrace technology: Arguably, holistic care only became possible with the digital age. Chronic disease management requires frequent measurement of patient vitals, which is very expensive without wearables and similar digital age technologies. Now, patients can regularly provide data with no clinical intervention, that data can automatically upload to an electronic health record, and that EHR can alert the clinician when results are alarming.
Make poor choices expensive: Perhaps only because smoking has become so socially unacceptable can the cost of cigarettes be so high ($7.16 per pack in Chicago with all taxes) without creating significant protests. But the data is clear that higher costs equal fewer smokers. The same types of behavioral economics programs can also apply to fast food, soda, etc. Yes, people will get upset and complain about the nanny state, but absent some attempt to change behavior, we may want to consider changing the name to the United States of Diabetes.
Reward smart choices: Healthy people use healthcare and insurance less often, which drives down costs. Duh. Combining technology and incentives (avoiding diabetes), Utah’s Intermountain Healthcare engaged almost 1,500 pre-diabetic employees in a program through Omada Health that collectively yielded 9,162 pounds lost. Omada billed Intermountain based on the level of success, and without speaking to specific numbers, Intermountain felt the cost of the program was a wise investment when compared with the costs of diabetes treatment.
These four bullets are probably just the most obvious suggestions, of course. They don’t account for the complexities of the American healthcare system focused on payment models, the profit motive, or what to do with the uninsured, homeless, and devastatingly mentally ill.
But the benefits of holistic thinking when reductionism is inadequate applies to both individual care and the healthcare system as a whole. Public health, for example, takes a holistic approach to communities by looking at how housing, transportation, and education impact general overall health. Where this approach is done well, the benefits are obvious.
Reductionist isolation will always be necessary when identifying specific genes or determining which natural elements are effective in treating disease. But it’s wise to always bring the right tools for the job.
– GYANT raises $13.6M in Series A funding for AI-enabled digital front door solutions to drive meaningful patient-doctor engagement.
– The investment will enable GYANT to scale up its product development to meet rapidly increasing market demand and support its exponential customer growth.
– Current customers include Intermountain Healthcare, OSF
Healthcare, Adventist Health, Health First, Integris, etc.
GYANT, a San Francisco, CA-based care navigation company, today announced the close of a $13.6 million Series A financing round led by Wing Venture Capital. Wing VC is joined by Intermountain Ventures and existing investors Grazia Equity, Alpana Ventures, Techstars Ventures and Plug and Play Ventures. The financing will enable GYANT to continue providing best in class support and services for its fast-growing and high-profile customer base. In addition, GYANT will advance technology and interoperability to deliver the most user-friendly and personalized digital care navigation assistant on the market.
Connecting Patients & Managing Relationships
Patient expectations for a convenient and seamless healthcare experience continue to grow. As a result, health systems face an increasing need for digital health tools that improve patient experiences while optimizing workflow and reducing costs. Founded in 2016, GYANT has built the virtual front door to help health systems improve care utilization, cut costs through automation, and improve the patient experience. GYANT’s Front Door appears on a hospital system’s website or mobile app to chat with patients and guide them to the care and digital health tools they need, 24-7. GYANT is customizable to any organization’s branding, EHR, digital tools, and clinical endpoints.
GYANT ties together all of the digital tools a health system needs in a single interface, creating a seamless patient experience — increasing engagement, trust, and loyalty at each stage of the healthcare journey. GYANT’s unique combination of deep intelligence, physician oversight, and a human-driven, empathetic approach allows health systems to solve for traditional complex care issues, ensuring that patients receive the right care, anytime and anywhere.
GYANT’S AI-Driven Platform Increased Hospital’s Patient
Contact Rate by 39%
Cleveland Clinic first started working with GYANT to
virtualize patient outreach in 2018 to complement their existing post-discharge
call program. The combination of Cleveland Clinic’s care management processes
and GYANT’s AI-driven patient engagement platform has since fueled a 39 percent
increase in the hospital’s patient contact rate.
GYANT’s platform combined with live clinical engagement
helps patients stay in touch with their providers, while also offering a more
efficient patient and caregiver experience. This process allows more patients
to receive the support and resources they need following their hospital stay
and are escalated to a Cleveland Clinic caregiver should they require
Demand for GYANT’s AI-enabled Front Door solution
skyrocketed this year, and was further accelerated
by COVID-19. The pandemic forced rapid,
widespread adoption of digital access. The digital health market is valued
at over $106 billion and expected
to grow significantly as providers innovate to meet the demands of
healthcare consumerization. Delivering on this need, GYANT’s financing follows
a period of remarkable growth, having expanded from 3 customers in July 2019 to
24 customers in July 2020 including Intermountain Healthcare, Geisinger, OSF
Healthcare, Adventist Health, Health First, Integris, etc.
“We are thrilled by the support of ambitious, successful investors who see the disruptive potential of AI in healthcare,” said Stefan Behrens, co-founder and chief executive officer, GYANT. “The need for digital access and care navigation has never been greater, especially with healthcare inequities and disparities in the spotlight today. This is the time for GYANT to continue growing and realize our vision of personalized patient experiences with digital navigation to the right, best possible care.”