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  • Healthcare is shifting from uniform treatments to personalised care, driven by genetics, lifestyle, and technology
  • Patients benefit from targeted therapies that deliver early disease detection, enhanced therapies and proactive prevention
  • Traditional MedTechs, accustomed to one-size-fits-all devices, face challenges but also can find opportunities from individualised care for growth and innovation
  • To capitalise on these opportunities, conventional corporations must recalibrate their strategies and collaborate with start-ups and healthcare institutions
 
The Impact of Personalised Healthcare on Traditional MedTechs

Personalised medicine, also known as precision medicine, marks a departure from traditional medical practices by acknowledging the interplay of genetics, lifestyle, and environment in shaping an individual's health. Rather than adhering to one-size-fits-all treatments, individualised care prioritises early detection and proactive prevention, tailoring interventions based on each patient's unique genetic makeup. Digitalisation, together with advances in medical technology, enables the combination and analysis of genomic information with other diagnostic data to identify patterns that help to determine an individual’s risk of developing a disease, detect illness earlier, and determine the most effective interventions. For example, in cancer treatment, personalised therapies target specific proteins driving cancer growth, offering more effective alternatives to conventional methods like customary chemotherapy. Findings of a 2012 study published in Trends in Molecular Medicine found that the response rate to a targeted therapy for acute myeloid leukaemia to be at 90% compared with 35% for standard chemotherapy. Another notable development in customised care is the DNA medication pass, which enables clinicians to identify the most suitable drugs for individual patients, reducing adverse reactions and hospital admissions due to drug-related complications. Such personalised approaches empower patients with treatments aligned to their genetic predispositions and foster greater autonomy and engagement in healthcare decisions.

In today's data-driven environment, the emphasis on precision care is growing, and creating a shift in healthcare delivery. A recent research paper published in the Journal of Translational Medicine suggests that personalised medicine will lead to the next generation of healthcare by 2030. While many traditional medical technology companies are content with supplying standardised medical devices to hospitals, an increasing number wish to pivot and capitalise on the rapidly growing targeted healthcare segment. However, they face the challenge of adapting their established frameworks, which are not designed to create bespoke solutions and services. This emphasises the significance of adaptability across diverse healthcare settings. Forward-thinking corporations, however, recognise the need to evolve. By investing in novel R&D initiatives and fostering collaboration throughout the healthcare spectrum, they position themselves favourably. Conversely, companies resistant to change risk stagnation and eventual obsolescence in an era where personalised care is rapidly gaining traction.

 
In this Commentary

This Commentary delves into the impact of personalised healthcare on traditional MedTech companies, highlighting the imperative for alignment with customised care to remain competitive. It explores how targeted medicine, driven by advancements in genetics, digitalisation, and medical technology, is reshaping healthcare delivery by prioritising individualised treatments tailored to patients' unique genetic makeup. The Commentary emphasises the need to adapt conventional strategies amidst industry trends, addressing challenges such as regulatory complexities and technology adoption barriers. Through initiatives like partnerships, novel R&D, diversification, and strategic M&A, traditional MedTechs can position themselves to lead in the era of precision care. The Commentary offers examples of start-ups and established firms addressing this segment, insights into the opportunities and challenges traditional companies face in adapting to the growing emphasis on personalised healthcare, and emphasises the importance of innovation, collaboration, and proactive responses to industry shifts.
 
Brief History

The roots of personalised healthcare can be traced back to ancient civilisations where healers recognised individual differences in response to treatments. However, formalised concepts began to emerge in the late 19th and early 20th centuries with the advent of modern medicine. The discovery of the structure of DNA by James Watson and Francis Crick in 1953 laid the foundation for understanding the role of genetics in health and disease. Advances in DNA sequencing technologies in the late 20th century, particularly the completion of the Human Genome Project in 2003, enabled scientists to decipher the entire human genetic code, ushering in the genomic era.
 
In the late 20th century, researchers began to explore how genetic variations influence an individual's response to drugs. Pharmacogenomics emerged as a field focused on tailoring drug treatments to a person's genetic makeup, aiming to maximise efficacy and minimise adverse effects. Rapid advancements in technology, such as next-generation sequencing and high-throughput screening, have made it more feasible and cost-effective to analyse large amounts of genetic data. This has accelerated research in tailored therapies and expanded their application beyond pharmacogenomics to include risk assessment, disease diagnosis, and treatment selection.
As we suggested, one of the earliest and most successful applications of customised healthcare has been in oncology. Precision oncology uses genomic profiling to identify genetic mutations driving cancer growth and matches patients with targeted therapies designed to address their specific mutations. The success stories in treating certain cancers, such as leukaemia and melanoma have fuelled further interest and investment in personalised approaches.
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Healthcare 2040


 
The rise of big data analytics and artificial intelligence (AI) has been instrumental in advancing targeted care. By integrating genetic, clinical, lifestyle, and environmental data, AI algorithms can identify patterns, predict disease risks, and recommend precise interventions targeted to an individual’s unique profile. Governments have recognised the potential of these approaches to improve patient outcomes and reduce healthcare costs. Endeavours such as the Precision Medicine Initiative in the US, the NHS Long Term Plan in the UK, and similar efforts in other countries aim to accelerate the adoption of customised medicine. As technology continues to evolve and our understanding of genetics and biology deepens, personalised healthcare is poised to become increasingly integral to mainstream medical practice, ultimately leading to better health outcomes.
 
Challenges and Barriers to Personalised Care

Customised medicine, while promising, faces challenges. One hurdle lies in the complexity and sheer volume of data required to tailor treatments to individual patients. Integrating diverse datasets from genomics, medical history, lifestyle factors, and environmental influences demands sophisticated analytics and robust privacy safeguards. Additionally, interoperability issues between different healthcare systems impede data exchange and collaboration among healthcare providers. Economic constraints further obstruct widespread adoption, as customised therapies often come with hefty price tags, limiting access for many patients. Regulatory frameworks must also evolve to accommodate the dynamic nature of tailored medicine, ensuring rigorous oversight without stifling innovation. Moreover, educating healthcare professionals and patients about the benefits and limitations of personalised approaches is essential for fostering trust and acceptance. Overcoming these challenges demands interdisciplinary collaboration, technological advancements, and a commitment to equitable access to focussed healthcare.
 
The Changing Landscape of Traditional MedTechs

Despite these challenges, the growing emphasis on personalised care represents a shift in traditional MedTech markets. Although the precise timeline for tailored therapies to substantially influence conventional corporations remains uncertain, the trend signals a clear direction for the industry. The International Consortium for Personalised Medicine (ICPerMed) envisions a healthcare landscape firmly rooted in customised medicine principles by 2030. This vision entails an ecosystem where individual characteristics inform diagnostics, treatments, and preventive measures, resulting in heightened effectiveness and economic value, all while ensuring equitable access for all individuals.
 
Historically, MedTech markets have exhibited a degree of reluctance in adopting new technologies, offering some comfort to conventional leaders in the field. However, the insights provided by the ICPerMed research should serve as a catalyst for traditional enterprises to re-evaluate their strategies and product offerings if they intend to capitalise on the growing trend of customised care. Notably, investments in innovative technologies that facilitate precision diagnostics, targeted therapies, and patient-centric interventions have already proven effective and are on the rise.
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Unleashing MedTech's Competitive Edge through Transformational Technologies
Furthermore, the integration of data analytics and remote monitoring capabilities is reshaping the dynamics among medical devices, patients, and healthcare providers. This integration fosters enhanced connectivity and delivers real-time insights, thereby helping to transform the healthcare ecosystem. As tailored care gains momentum, traditional corporations must embrace agility, collaboration, and an understanding of patient preferences to thrive. This necessitates a proactive re-evaluation of their strategies.
Healthcare Firms Leading the Shift Towards Personalised Care

Many early-stage MedTech companies and established healthcare firms are leveraging evolving technologies and data to meet the growing demand for personalised healthcare. Omada Health, for instance, offers a platform combining connected devices and data analytics to help manage chronic conditions through tailored lifestyle interventions. iRhythm Technologies' Zio patch, a wearable cardiac monitor, uses advanced algorithms to detect heart conditions more accurately. Butterfly Network's Butterfly iQ is the first smartphone-connected whole-body ultrasound system, enhancing imaging quality and diagnostic capabilities through AI. Mature enterprises like AliveCor and Fitbit, now part of Google, have also pivoted to tailored healthcare. AliveCor’s  KardiaMobile provides at-home ECGs and shares data for customised treatment plans, while Fitbit offers devices with advanced health monitoring features and personalised wellness programmes. Dexcom's G6 CGM System provides real-time glucose tracking integrated with health data platforms. Roche has shifted towards customised healthcare with digital health solutions like the Roche Diabetes Care platform and the NAVIFY Tumor Board for personalised cancer treatments. 23andMe, initially known for genetic testing, now partners with pharmaceutical companies for drug discovery and develops tailored treatment plans based on genetic data.
 
Transforming MedTech in the Era of Personalised Care

The healthcare industry is undergoing a transformation marked by a shift towards patient-centric care and the adoption of value-based healthcare models. This shift is driving increased collaboration among traditional MedTech firms, healthcare providers, and emerging players, all united in their goal to innovate and tackle the complex challenges facing healthcare today. Regulatory changes and technological advancements also are playing roles in reshaping the competitive landscape, guiding the industry towards more patient-centred, value-driven, and collaborative approaches. In response to these evolving dynamics, MedTech companies are transforming their product development strategies by embracing agile and interdisciplinary approaches. Leveraging digital technologies, they are adapting to changing demands through virtual testing, data-driven design optimisation, and rapid prototyping.
 
The move towards personalised care is not only transforming product development strategies but also reshaping business models within the MedTech industry. There is a growing emphasis on outcome-based pricing and service-oriented solutions, reflecting the industry's focus on delivering measurable results and comprehensive care experiences. Digital health platforms and software-as-a-service (SaaS) offerings are emerging as key drivers of revenue, highlighting the importance of innovation and customer engagement in staying competitive and relevant.
 
Amid these transformations, regulatory and compliance considerations are crucial. Regulatory frameworks are becoming more stringent, emphasising product safety, efficacy, and data privacy. Compliance with varying standards across geographies is essential for market access, requiring companies to navigate these landscapes skilfully to sustain growth. Regulatory bodies are also evolving to tackle emerging challenges like cybersecurity and interoperability, highlighting the need for effective regulatory management in today's MedTech ecosystem. Addressing these challenges demands collaboration among stakeholders to build trust, promote standards, and ease the adoption of innovative technologies. Only through concerted efforts can the industry overcome these obstacles and fully realise the potential of customised care in transforming healthcare delivery.
 
Adaptation Strategies for Traditional MedTech Companies

To strengthen their alignment with personalised healthcare, traditional MedTechs can adopt several strategies. One effective approach, which, in a previous Commentary, we referred to as the Third Way, involves forming partnerships and collaborations with start-ups, research institutions, or other industry players. Through these partnerships, corporations can gain access to novel technologies, broaden their market reach, and expedite the pace of innovation. Additionally, diversification emerges as another adaptation strategy, enabling companies to venture into adjacent markets or therapeutic areas. This not only helps in mitigating risks but also enables them to capitalise on emerging opportunities within the healthcare landscape. Furthermore, many traditional corporations opt for M&A to bolster their market position, acquire specialised capabilities, or tap into new customer segments. Collectively, these strategies empower traditional corporations to navigate industry transitions towards customised care, foster sustained growth, and uphold their competitive edge.
 
Takeaways
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This Commentary highlights the need for companies to re-evaluate their strategies in response to the industry's shift toward personalised care, a force shaping the future of healthcare delivery. It suggests traditional enterprises should proactively address challenges such as regulatory compliance, data security, and technological adoption barriers. Yet, within these challenges lie significant opportunities for growth and innovation. By pursuing strategic partnerships, investing in R&D, diversifying, and engaging in M&A, corporations can lead in the era of customised care, influencing healthcare's trajectory. Despite obstacles, the outlook for traditional enterprises is promising, driven by technological advancements and global healthcare demands. Success, however, depends on their agility, resilience, and proactive adaptation to the evolving landscape. By leveraging innovation and fostering collaboration, traditional MedTechs can navigate complexity and continue to drive positive transformation within the industry.
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Henry Wendt, 1933 - 2024
Obituary

Henry Wendt, born on July 19, 1933, in Neptune City, NJ, passed away on April 11, 2024, leaving behind a legacy that will endure for generations. Raised in Sands Point and Tuxedo Park NY, Henry embarked on a journey after graduating from Princeton University in 1955, starting his career as a salesperson for Smith, Kline & French, an American pharmaceutical company. His dedication and strategic acumen propelled him through various roles within the corporation, spanning locations such as Hawaii, Montreal, Tokyo, and Philadelphia, ultimately culminating in his appointment as President and CEO in 1976.
 
As CEO, Henry implemented a transformative 3-point strategy, reshaping the company's trajectory through strategic divestments and a focus on core products. This foresight laid the groundwork for the historic merger in 1989 with the UK-based Beecham Company, resulting in the formation of SmithKline Beecham (SKB). This was the largest cross-border merger of its time, and heralded the birth of a truly transnational corporation that would redefine global competition in the pharmaceutical industry. Under Henry's leadership, SKB emerged as the world’s second largest pharmaceutical company, both in prescription and over-the-counter drugs, solidifying its position as a global powerhouse.
 
Henry was more than just a businessperson; he was a visionary who recognised the significance of the evolving nature of transnational corporations. In his book, Global Embrace, published in 1993, he described a transition from the era of multinationals to the rise of transnational enterprises, painting a picture of a world where corporate operations transcended national borders in the pursuit of progress and prosperity. Henry's conceptualisation of transnational entities diverged from traditional multinationals primarily in their ownership structure. Unlike their predecessors, transnational corporations boasted a shareholder base that spanned the globe, marking a departure from the conventional reliance on temporary global marketing strategies like foreign branches, offshore acquisitions, joint ventures, or licensing agreements. This distinction emphasised a shift towards a more interconnected and globally oriented business paradigm. Henry's work not only explored market dynamics and competitive strategies but also explored the broader societal implications of this emerging corporate model, advocating for policies that fostered international cooperation and celebrated cultural diversity.

Henry Wendt's influence reached far beyond the boardroom, embodying integrity, moral fortitude, and an unwavering commitment to his country. His life epitomised timeless values of fairness, honesty, and optimism, evident in his many achievements and philanthropic endeavours. His diverse interests mirrored his commitment to improving society, seen through initiatives such as establishing academic chairs, sponsoring educational programmes, and funding research laboratories nationwide. A polymath, Henry found fulfilment in exploration, whether navigating the seas or delving into the realms of knowledge. Through ventures like the Quivira Estate Vineyards and Winery and his contributions to academia and research, his enduring impact continues to inspire future generations. In his passing, Henry Wendt leaves behind a rich legacy of leadership, generosity, and foresight that will echo through the years, serving as a powerful testament to the impact an individual can have on shaping a better world.

  
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  • MedTechs traditionally prioritise M&A over in-house R&D yielding size without always improving quality
  • Amidst healthcare's rapid evolution, companies must explore new avenues for growth and staying competitive
  • Embracing a Third Way, MedTechs can invest in start-ups to access disruptive technologies, mitigate risks, foster growth, and competitive advantage
 
A Third Way Growth Strategy for MedTechs
 
MedTech industry leaders must welcome fresh ideas to maintain their competitive edge and ensure ongoing growth. However, the conventional avenues of development, such as merger and acquisitions (M&A) and in-house research and development (R&D), often encounter obstacles that diminish their effectiveness. As the industry advances, companies face the dual challenge of adopting new technologies while breaking down entrenched organisational barriers. In an era marked by transformative breakthroughs and turbulent market forces, adaptability and innovation are indispensable drivers of success.
 
The line separating established enterprises from agile newcomers has blurred, paving the way for potential collaboration and strategic investment. To excel in this environment, traditional MedTechs should consider recalibrating their conventional growth strategies. Rather than solely relying on M&A or low-risk tweaks to in-house R&D, they should explore a Third Way: investing in and collaborating with a range of innovative start-ups. Giant MedTech have been doing this for decades and reaping the benefits of nascent enterprises, fuelled by high-energy talent, leveraging novel technologies, and offering a fresh approach to growth and value creation.
 
Collaborating with early-stage entities empowers traditional firms to foster a culture of innovation and adaptability, thereby improving patient outcomes and strengthening healthcare systems to thrive in an era of unprecedented change. Effectively managing inventiveness becomes imperative for traditional MedTech companies to successfully navigate the evolving healthcare ecosystem.

 
In this Commentary

This Commentary emphasises the importance for MedTechs to define a clear strategic path in response to the challenges posed by rapid technological advancements, geopolitical shifts, and advancing market dynamics. We propose a Third Way that moves beyond conventional strategies of M&A and internal R&D. We advocate for investment in a varied portfolio of innovative early-stage enterprises focused on developing disruptive healthcare solutions and services. This approach aims to avoid the drawbacks associated with conventional growth strategies and set up MedTechs for long-term growth and improved competitiveness.
 
Challenges of M&A

For more than four decades, the MedTech industry has predominantly relied on M&A as its primary growth strategy, which, over time led to the financialisaton of the industry. Larger conglomerates emerged, but their size does not always translate into enhanced patient outcomes or improved operational efficiency. This pattern emphasises a tendency where short-term financial objectives frequently overshadow longer-term strategies focused on quality systems, organisational structure, and talent within the acquired companies.
In many instances, early-stage enterprises have deficiencies in their operational and human resource systems. These weaknesses are frequently overlooked or insufficiently addressed during the integration phase. While the repercussions of such oversight might not be readily apparent, they tend to surface over time, potentially hindering growth.
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The Financialization Dilemma of MedTechs

 
The fallout from prioritising financial integration strategies can jeopardise the long-term viability of the merged entity and hamper its ability to innovate and adapt to shifting market dynamics. Successfully merging disparate corporate cultures, technological platforms, and operational processes requires meticulous planning and execution across all facets of the integration process. Neglecting to allocate adequate time and resources to address these non-financial aspects can lead to disruptions in workflow, employee discontent, and diminished performance.
 
Moving forward, corporations might consider adopting a more balanced approach to growth, one that not only factors in financial gains but also prioritises the assimilation of quality systems, organisational coherence, and human capital to ensure sustained success. Strategic complacency seems to be present in many large entities, and associated with an excessive dependence on conventional M&A for growth can dampen internal innovation.
 
Challenges of In-House R&D

Traditional MedTechs encounter challenges when considering disruptive in-house R&D endeavours. The inherent risks, coupled with resource constraints, often dissuade many traditional companies from pursuing innovative avenues of development. Also, complex regulatory environments present hurdles that require expertise, investment, and stringent compliance measures. The infrastructural needs for integrating new technologies exacerbate the situation, necessitating updates to current manufacturing facilities, supply chains, and distribution networks. These conditions emphasise the demanding nature of pursuing innovative R&D in-house. 

The demands of sales and marketing add additional complexity to internal development initiatives. New offerings require educating healthcare providers and consumers regarding their benefits, alongside developing specialised sales teams and tailored marketing strategies aligned with the product's unique demands. Incentivising sales teams to prioritise new offerings over established ones can be testing, which reinforces the hesitation of traditional MedTechs to pursue disruptive R&D projects.

 
A culture of risk aversion often prevails within traditional firms, leading to a reluctance to depart from established business models and technologies. This is reinforced by corporate structures that highlight stability and predictability over innovation and agility. Executives may hesitate to invest in ground-breaking R&D projects, opting instead for incremental improvements to existing devices. The allure of legacy products, despite their age and slow growth rates, provides a sense of security that dissuades corporations from exploring new technologies.
 
A Third Way

A Third Way for achieving growth and competitiveness, involves investing in innovative early-stage enterprises. Start-up culture thrives on creativity, fuelled by agility, entrepreneurial spirit, and a focus on disruptive solutions. Unlike traditional MedTechs, new ventures are free from the constraints of legacy systems, which enables them to take bold risks and explore new ideas. The collaborative culture of emerging businesses frequently attracts top talent from diverse disciplines, promoting interdisciplinary cooperation and fresh perspectives. This convergence of talent, flexibility, and risk-taking propels start-ups to the forefront of progress, extending the boundaries of what is achievable and contributing to transformative change in healthcare delivery and patient outcomes.
 
Engagement with entrepreneurial businesses warrants larger companies access to cutting-edge technologies while mitigating risk across a portfolio of ventures. Investment in early-stage entities opens avenues for collaboration, partnership, and potential acquisitions, enabling traditional firms to capitalise on emerging trends to maintain and enhance their competitiveness. Overall, embracing a broad-based investment strategy in start-ups represents a prudent approach for traditional MedTechs aiming to reconcile progress with risk.
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Healthcare disrupters

Supporting a variety of new ventures that are developing novel products through off-balance sheet investments presents a strategic advantage for traditional corporations. This approach allows them to access advancements without immediately bearing the financial burden of traditional acquisitions, thereby preserving their financial flexibility, and safeguarding their core business. 
By providing tax benefits and mitigating the impact on financial ratios, these commitments contribute to the overall financial wellbeing of the company. Additionally, they facilitate low-risk incremental acquisitions. As start-ups mature and demonstrate success, traditional enterprises can acquire them, leveraging their initial investment and minimising the risk associated with unproven technologies. This model fosters an ecosystem where new entrepreneurial entities thrive with support from established players.
 
Investing in emerging businesses for MedTechs extends beyond financial contributions and can include injections of expertise and knowledge. Established firms possess the capability to offer invaluable guidance and mentorship, drawing on their experience in navigating complex regulations, executing successful clinical trials, and effectively scaling manufacturing operations. By sharing their expertise and knowhow, mature companies amplify the impact of their financial stakes and strengthen their ability and reputation to drive innovation. 

 
The Potential of Venture Arms for MedTechs

The creation of venture arms by leading MedTech companies has facilitated creativity and driven commercial success. Johnson & Johnson (J&J) and Medtronic, for example, have embraced this trend with positive outcomes. J&J's venture initiative, JLabs, was initiated in 2015 in San Francisco to nurture ~50 start-ups across a spectrum of healthcare sectors, including medical devices and digital health. Since then, it has burgeoned into a dynamic ecosystem with key incubation hubs worldwide, from New York to China.
 
While J&J typically refrains from immediate investments, its strategic commitments to enterprises like Mauna Kea Technologies, Protekt Therapeutics, Cara Care, Cala Health, and Sight Diagnostics demonstrate the company's interest in nurturing entrepreneurial solutions aligned with its strategic objectives. Similarly, Medtronic's venture arm has effectively made strategic investments in a diverse array of early-stage businesses, with Axonics as a notable example. Axonics' recent (January 2023) FDA approval for its fourth-generation rechargeable sacral neuromodulation system serves as a testament to the success that can arise from such collaborative endeavours.
 
Traditional MedTech companies can take valuable lessons from industry giants such as J&J and Medtronic, especially in establishing their own venture funds to invest in a range of start-ups. This strategic manoeuvre not only provides these companies access to cutting-edge technologies and disruptive innovations that might outstrip their internal development capacities but also allows them to diversify their product portfolio and helps mitigate risks associated with reliance on a narrow range of offerings.
 
Entrepreneurial ventures often boast agility, enabling them to swiftly bring products to market, surmount bureaucratic hurdles that larger corporations may face, cultivate a culture centred on innovation within their organisations, and inspire employees to explore fresh ideas and collaborate with external partners. 
However, this can only be achieved if the MedTech market offers realistic opportunities.
 
The MedTech Start-up Market

We have argued that the MedTech start-up market holds potential for traditional companies seeking to revitalise their portfolios to maintain and increase their competitiveness. However, what are the realities of this market? Recent studies shed light on its trends and opportunities, and from these, we can judge whether such investments strategies are a viable option for mature MedTechs.

A 2017 study by the Deloitte Center for Health Solutions and AdvaMed Accel suggested that venture capital investments in early-stage MedTechs were slowing because alongside lacklustre returns, investors showed reluctance towards unproven technologies, and were deterred by regulatory and reimbursement obstacles. However, findings of a similar study repeated in 2021 paint a more promising picture. Since 2017 and the onset of the Covid-19 pandemic in 2020, venture financing in early stage MedTechs surged by ~67%, suggesting a renewed investor confidence. Notably, the bulk of investments were towards late-stage diagnostic and digital companies, highlighting a shift in investor priorities towards more mature ventures. Furthermore, alternative financing avenues such as public markets and family offices have emerged as viable options, opening new pathways for entrepreneurial endeavours. Notwithstanding, amidst this surge, seed, and Series A funding continued to decline, which poses difficulties for fledgling MedTech entities.

For traditional MedTech companies contending with aging legacy products in slow-moving markets, bridging the funding gap presents an opportunity to enhance their growth prospects and strengthen their competitive position. As we have asserted, beyond financial backing, start-ups often seek guidance on regulatory navigation, clinical studies, intellectual property, and reimbursement procedures. Leveraging their wealth of experience and established networks, large firms are ideally situated to provide such valuable insights and support to emerging ventures. 

 
Takeaways

By strategically committing to a diverse range of start-ups, traditional firms bolster their capacity to navigate the complexities of the technology ecosystem. This proactive stance not only positions enterprises to shape the future of healthcare but also augments their prospects for sustained growth and competitiveness in an industry experiencing rapid evolution.
 
Collaborating with emerging businesses at the forefront of technological development empowers large corporations to respond adeptly to market dynamics and drive progress. Such strategic engagement reinforces their relevance in the market, fosters a culture of cooperation and improvement across the healthcare continuum, strengthens traditional enterprises' competitive edge and ensures their long-term viability.
 
The entrepreneurial spirit inherent in start-ups can rejuvenate the development pipelines of traditional MedTechs, enhancing their decision-making and cultivating an environment of creativity conducive to growth. Establishing a fund to invest in start-ups helps to reduce risk and maximise returns, thus protecting corporations against potential disruptions. Adaptation is crucial for survival, and the approach outlined in this Commentary provides traditional companies reliant on legacy offerings with an opportunity to adapt and thrive, reaffirming their relevance in an era characterised by constant change.
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Understanding Medical Abortion: Procedures and Risks

Women opt for an abortion due to multiple causes. If the gestation is unwanted, there are issues in the growth of the fetus or the life of the mom is in danger because of the pregnancy. The pregnancy can be terminated in two forms. One is by a Surgical Abortion, and the other is by a Medical Abortion.

People prefer medical abortion because of less invasiveness and is possible in the privacy of a home. It is affordable in comparison to traditional surgical abortion. Let us discuss in detail the complete procedure of a medical abortion.

Medical Abortion 

It is also known as an abortion pill but involves taking two medicines needing no surgery or anesthesia.

There are 2 kinds of Medical Abortion.

  1. Methotrexate & Misoprostol
  2. Mifepristone and Misoprostol

 

Methotrexate & Misoprostol (MTX) 


Within the first 49 days of her pregnancy, the patient will take this medication. Oral administration of "Methotrexate" is the first medication. After three to seven days, the second medicine, "Misoprostol," is to be given either orally or vaginally. These medications force the fetus to evacuate itself in hours or days through squeezes and bleeding. In addition, antibiotics are provided to avoid any infections.

Mifepristone and Misoprostol 


Another name for the Abortion Pill approach is RU-486. The patient takes a drug named Mifepristone, which stops Progesterone and stops the pregnancy from growing any further.

The patient then receives a Misoprostol tablet about 36 to 72 hours later. It forms the uterine contractions that lead to the fetus's advanced removal from the body. This procedure can take a few hours or days to complete.

 

Some Adverse Effects 


These are some side effects of the Abortion pill:

  • Infections- Medicinal abortion procedure also has a risk of some infections. So, the doctors prescribe antibiotics along with abortion pills.
  • Cramping and heavy bleeding- The cramping will be painful with a risk of much heavier bleeding. It may need a medical professional's help.
  • Vomiting and diarrhea- The patient can vomit and loose stools as the pills are very strong medications. They have side effects that can be temporary.
  • Nausea- The patients may feel sick and uncomfortable. They might feel dizzy and vomiting.
  • 8 to 10% failure rate- This abortion procedure is effective but still has a failure rate of eight to ten percent. In case of an unsuccessful abortion, a surgical procedure is required for the patient.
  • Non-eligibility- If the patient has ovarian mass, high B.P., or Intrauterine devices, then this abortion procedure may not be advisable due to the health risks involved.
  • Not for patients with chronic diseases- Some patients are suffering previously from chronic diseases like liver, kidney, or bowel disease. Medicinal abortion is not advisable for such patients.
  • Plenty of bed rest- The procedure can sometimes take a toll on the health and overall well-being. It is temporary, and one may need bed rest for a few days to recover.
  • Not suitable for some patients- This medication is not suitable for patients with a history of ectopic pregnancy where the fetus develops outside the uterus and will not grow further.

How can you prepare yourself before a medicinal termination? 


These are some things you can consider before coming to the Abortion Pill Clinic for having an unwanted pregnancy termination.

  1. Knowledge about the procedure
  2. Awareness about the Abortion Legislation in your State
  3. Consideration of finances, affordability, and coverage
  4. Confide in trustworthy people
  5. Arrange for pads, painkillers, water, and food
  6. Bringing along a supporting loved one
  7. Arrangements for things to divert attention
  8. Counseling before and after the procedure
  9. Be confident about your decision
  10. Follow-ups after the procedure


Conclusion 


Medicinal abortion is generally a safe procedure with fewer side effects than many over-the-counter medicines. However, in some patients, the adverse effects might be severe and need immediate medical attention. Orlando Women's Center is an Advanced Abortion Pill Clinic with a supportive staff and a non-judgemental environment. In the case of having a medicinal abortion, you get treatment with compassion and respect in a comfortable environment. Contact us to know more.

 

Orlando Women’s Center
1103 Lucerne Terrace
Orlando, FL 32806
Ph (407) 245-7999
Toll Free (877) 692-2273

Our Location On The Map:  https://www.google.com/maps/place/Orlando+Women's+Center/@28.528912,-81.3805015,17z/data=!3m1!4b1!4m6!3m5!1s0x88e77b0638702803:0xc70c03ccfee1cdd1!8m2!3d28.528912!4d-81.3805015!16s%2Fg%2F1tf5lgnj?entry=ttu

Near By Locations:

Women’s Center Of Hyde Park
4602 N Nebraska Ave,
Tampa, Florida 33606
Ph (813) 258-5995
Toll Free (855) 214-9964


Fort Lauderdale Women’s Center
2161 E Commercial Blvd, Fort Lauderdale, FL 33308
Ph (954) 733-0121
Toll Free (877) 966-3673

 

Working Hours:  24 Hours 7 Days a Week

 

You can also visit our social accounts:

Facebook: https://www.facebook.com/OrlandoWomensCenter

Instagram: https://www.instagram.com/orlandowomenscenter/

 

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Learn about early surgical abortion, also known as menstrual extraction, performed at Women's Center. Discover the advancements in medical techniques that allow for the procedure to be performed as early as 3 to 4 weeks into pregnancy. Find out how ultrasound guidance ensures the complete removal of the pregnancy. Understand the process, including cervical preparation, dilation, and the use of a sterile curette. Explore the low complication rate and aftercare instructions. Get comprehensive information and compassionate care at Women's Center for early surgical abortion.

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One Visit Crowns in LuxDen Dental Center

LuxDen Dental Center offers its patients the latest and most advanced technology. This is why we have an on-site milling machine. Our on-site

machine is capable of producing precision-made ceramic crowns while you wait. They are made from porcelain and are high quality and long-lasting.

There are several advantages to choosing this option. There is no need for us to take a dental impression prior to making this type of crown. We digitally scan the tooth. This information is transmitted to a computer. Using specialized software, our dentist Dr. Umanoff designs your crown. The design is then sent to our milling machine. This will mill your crown from a solid block of tooth-colored porcelain. The whole process only takes a few minutes.

Once the crown has been milled, it is hand-finished. We first ensure it is perfect. Then, on the same day, we fit the tooth crown into place. There is no need for a second appointment. This saves you time. There will be no need to have a temporary crown.

The latest CADCAM technology is used to make these crowns. We don’t compromise on quality in any way. CEREC teeth may not be suitable for every occasion. If we feel this treatment is suitable for you we will suggest it. CERED is a popular option for many patients.

LuxDen Dental Center
2579 East 17th Street #11,
Brooklyn, NY 11235
(718) 489–2966
Web Address: https://luxden.com/ 
Our location on the map: https://g.page/LuxDenDentalCenter 

https://plus.codes/87G8H2QX+C4 Brooklyn

Nearby Locations: Sheepshead Bay | Homecrest | Gravesend | Brighton Beach | Manhattan Beach 11235 | 11229 | 11223 | 11235

Working Hours:
Monday: 10AM — 8PM
Tuesday: 10AM — 8PM
Wednesday: Closed
Thursday: 10AM — 8PM
Friday: 10AM — 3PM
Saturday: Closed
Sunday: 10AM — 3PM

Payment: cash, check, credit cards.

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Why Choose Full Mouth Dental Implants?
All on 6 Dental Implants are perfect if you have complete tooth loss. Tooth loss can be in your upper or lower arch or both arches. Full mouth implants are great if you wear dentures. Opting for full mouth implants in Brooklyn, NY, will provide you with optimal stability. You can bite as you would with your natural teeth with your new teeth. You can enjoy just about anything you wish to eat. Full mouth implants are positioned throughout your jawbone. Your jawbone preserves your new set of teeth. Your new teeth preserve natural tooth roots and bone resorption.

Full Dental Implants Dentist at LuxDen
Jaw bone
Your jaw bone must provide enough support for a full new set of teeth. People who lost teeth years ago, who have active periodontal disease, or who had periodontal disease in the past are more likely to have lost a significant amount of jawbone. Advanced periodontal disease can destroy the bone around natural teeth. Periodontal disease is a common cause of tooth loss. Even if you have missing teeth, you may be able to consider this treatment. However, you may need bone grafts to restore bone levels. For optimal teeth placement, you need adequate bone levels.

Other factors
Dr. Umanoff must consider several other factors before suggesting this treatment. One issue to discuss is the thickness of the final prosthesis. If bone loss is significant, the prosthesis may be thicker than expected. This might not feel as natural as anticipated.
People who have full mouth implants may have difficulty recognizing excessive biting forces. This is due to a lack of sensation. Biting hard on full-mouth dental implants could increase the risk of failure by putting them under excessive stress.

Bruxism
Some people have dental issues that include bruxism. Bruxism is when you bite and clench during sleep. Biting hard places pressure on dental implants.
Yet another factor is speech. Some patients may achieve better results with shorter span bridges. Others may need single dental implants.
Although this may increase the overall cost and time of treatment, the outcome may better fit your needs.

LuxDen Dental Center
2579 East 17th Street #11,
Brooklyn, NY 11235
(718) 489–2966
Web Address: https://luxden.com/ 
Our location on the map: https://g.page/LuxDenDentalCenter 

https://plus.codes/87G8H2QX+C4  Brooklyn

Nearby Locations: Sheepshead Bay | Homecrest | Gravesend | Brighton Beach | Manhattan Beach 11235 | 11229 | 11223 | 11235

Working Hours:
Monday: 10AM — 8PM
Tuesday: 10AM — 8PM
Wednesday: Closed
Thursday: 10AM — 8PM
Friday: 10AM — 3PM
Saturday: Closed
Sunday: 10AM — 3PM

Payment: cash, check, credit cards.

 

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What Are Veneers?
One of the most frequently used procedures at LuxDen Dentistry Center is veneers. They can correct many dental problems and give you the beautiful smile of your dreams.

Veneers cover teeth stained from discolored resin fillings, exposure to excessive fluoride (fluorosis), antibiotics, especially tetracycline, or older root canal treatments. They can hide teeth that are small, oddly shaped, or that have become worn down.

Veneers are a popular way to rejuvenate your smile. There are several different types to choose from, and it is essential to know a bit about each option.

The best-in-class dentist in Brooklyn, Dr. Umanoff, can explain which choice will be the best for you and why.

Why Get Dental Veneers?
Veneers are great for covering up teeth and can be used in many different situations.

You may think about getting instant smile veneers if you have teeth that are:

  • Chipped
  • Cracked
  • Worn down
  • Too short
  • Gaps or space between teeth

They are also perfect for covering up teeth that are too small or which don’t have the ideal shape.

While teeth whitening can bleach away some stains, it cannot lift more deeply seated or internal stains. You can use teeth veneers to hide teeth that are badly stained or discolored, and this can happen if a tooth has an old root canal treatment if you used tetracycline or because of dental fluorosis.

Dental fluorosis can lead to white lacey flecks developing on teeth. In more severe cases, it can cause unsightly brown spots. It is harmless but is caused by exposure to excess fluoride during childhood.

Do you have unsightly gaps in between one or more of your teeth? Sometimes dental veneers can be used to reduce or completely close up these gaps, depending on the size of the space.

 

LuxDen Dental Center
2579 East 17th Street #11,
Brooklyn, NY 11235
(718) 489–2966
Web Address: https://luxden.com/ 
Our location on the map: https://g.page/LuxDenDentalCenter 

https://plus.codes/87G8H2QX+C4  Brooklyn

Nearby Locations: Sheepshead Bay | Homecrest | Gravesend | Brighton Beach | Manhattan Beach 11235 | 11229 | 11223 | 11235

Working Hours:
Monday: 10AM — 8PM
Tuesday: 10AM — 8PM
Wednesday: Closed
Thursday: 10AM — 8PM
Friday: 10AM — 3PM
Saturday: Closed
Sunday: 10AM — 3PM

Payment: cash, check, credit cards.

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