5 Reasons US Digital Health Companies need to come to the UK

Even though I’m based in London most of the companies I advise are actually based in the US. From large corporates to seed funded startups many are seeing the tremendous potential the UK has to offer as a Tier 1 economy for market expansion. Being an investment hub with highly trained professionals and a shared language is very appealing but the intricacies and ongoing developments within the health system are creating tremendous commercial opportunities for those with a sound plan. Today, I’m going to give you an introduction to some of these and why you should use them to your advantage.

1. It’s an Immature System

Over the past two decades hospitals in the UK suffered tremendously due to the failed National Programme for Information Technology (NPfIT) leaving most without viable EHR systems. Now, the government and its associated bodies are playing catch-up setting ambitious targets to become paperless, secure financial savings and improve service delivery. Digital technology has been earmarked as one of the leading sources to achieve all of these over at least the next decade and has created opportunities for a range of vendors in sectors including care co-ordination, documentation management, remote monitoring and analytics.

2. There’s Money

To deliver on those plans someone has to pay for it. Hospitals need to be encouraged to adopt. The government has already initiated investment funds for technology: ‘The Safer Hospital, Safer Wards’ Technology Fund (£260m; $431m) and the Nursing Technology Fund (£100m; $166m). These pots will be used by hospitals to pilot and procure technologies they need and although the first tranches of these have already been allocated it demonstrates a significant trend towards helping hospitals manoeuvre around funding as an obstacle to technology adoption.

3. We Like Preferred Suppliers

The National Health Service (NHS) likes to stick to what works. If a provider can establish themselves within the market and build a track record of delivering well then they tend to be highlighted as preferred suppliers within the entire market. Indeed, frameworks exist which identify lists of vendors who are recognised as preferred suppliers to support hospitals to streamline the procurement process. The right market strategy and combination of partnerships can swiftly lead to global suppliers securing market leading positions.

4. The UK isn’t just England

Scotland, Wales and Northern Ireland are actually more digitally advanced than England and have been using national contracts to buy technology vendors’ services for quite some time. They are moving aggressively with significant digital strategies and remain open for business with vendors all over the world who make an effort to understand the intricacies of their systems. The individual markets may be smaller but offer tremendous commercial opportunities for those who know how to access them.

5. Upheaval = Opportunity

There have been sweeping reforms over the the last 3 years across reimbursement, procurement, quality control and stakeholder management in UK healthcare. There could be even more following next year’s elections. These all place stress and strain on healthcare providers to deliver more with less. Any technology vendor that can take the time to both understand, at a granular level, these intricacies and build appropriate business cases to help providers to achieve their targets and objectives will secure a position in the market.

So that’s a high level set of reasons for why you should be doing your research and making your strategic plans for expanding into the UK. It’s open for business and looking for the best to deliver!

Interested in finding out more about my work? Connect with me on LinkedIn – http://linkd.in/X0vtRV and tweet me @Saif_Abed

Dr Saif Abed

Founding Partner

AbedGraham Healthcare Strategies Ltd

http://www.abedgraham.com

5 Reasons your #DigitalHealth Company needs a CMIO

In between reviewing project proposals, running a consultancy and staying on top of the latest developments in Digital Health I’ve noticed an interesting trend. In that last few months I’ve started receiving offers from a range of organisations both small and large asking me to consider taking up a Chief Medical Informatics Officer (CMIO) role.

I started asking myself, “Why?”, so I dug a little deeper into the whole thing. The CMIO as a career path has really taken off in the US with ever more commercially minded, younger physicians moving into industry. Europe hasn’t shown the same interest but that may be about to change. Regardless, I think it presents a tremendous opportunity for a broad range of companies looking to leverage digital technology in healthcare and here’s why:

1. New Product Development

Telecom providers, pharma, IT vendors, medical device manufacturers, investors and plenty of other groups are all looking at opportunities to differentiate themselves through the use of digital technology platforms and systems. There’s no limit to the number of tremendously skilled developers and engineers who can create sophisticated systems but there is a lack of clinicians who have the commercial eye to spot opportunities. That’s a skill you simply can’t replicate without an intimate knowledge of the inner processes of healthcare systems. You want to create a positive a user experience? You need someone who’s been on the inside working with you.

2. Stakeholder Mapping

There’s more to healthcare than the doctor – patient relationship. There are nurses, physiotherapists, occupational therapists, community workers, management and many others for that matter. They all influence the patient journey in different ways and have different issues that bother them. They can also be key decision makers when it comes to technology adoption and ultimately procurement. Having someone who understands the key stakeholders can be the difference between a great product sinking while it’s still on the drawing board and one that experiences mass adoption and crosses the chasm.

3. Speaking the Language

This one’s pretty straightforward. You want to speak the same language as the people investing in and buying your services. If you’re using techspeak then you’re probably not going to have much success. A CMIO can make sure your message is clear, powerful and effective for the people who need to hear it.

4. Regional Differences

So far the US organisations that have approached me about providing CMIO type services in most cases already have a CMIO. What they’ve been looking for is someone who can provide the benefits I’ve been describing but in a manner that targets the UK and Europe. Now that is a shrewd move. When you start going global the range of healthcare systems you have to manage is going to gradually grow and your dealings with stakeholders and regulators will grow more complex. Having a regional CMIO will help you translate your successful services so that they fit the needs of global markets.

5. Trust

Whether you’re looking for your next round of investment or are a global organisation you know that people invest in people. Trust is critical and if you’re in healthcare without a clinician on the team then something’s amiss. You shouldn’t just go ahead and employ any healthcare professional but one who’s going to support your strategic development and execution and who has an eye for commercial success. Select the right person and they’ll help you build the type of trust you need to acquire and retain customers and ultimately have the positive clinical impact we’re all in this for.

So those are my reasons why you should be looking for a CMIO to add to your team if you don’t have one already. Whether now is the right time to make that call will vary on a case by case basis but I expect in the next 18 – 24 months that we’ll see more CMIO appointments and I hope it’ll have a positive impact for patients.

What do you think? Tweet me @Saif_Abed and connect with me on LinkedIn HERE

Dr Saif Abed
Founding Partner
AbedGraham Healthcare Strategies Ltd
www.abedgraham.com

The Top 5 Digital Health Buzzwords of 2013

2013. It’s nearly over and what a year it’s been. From rising investor expectations to new FDA guidance and regulations we’ve had a bumper year as far as Digital Health headlines go. However, those of you who’ve met me on both sides of the Atlantic know that I’m not a fan of jargon. It was my time as a doctor that taught me to speak to patients in a language that makes sense rather than a mishmash of technical terms so in this article I’m going to, somewhat controversially, list the terms that followed us around in 2013 and why I hope we DON’T see them in 2014!

1. DISRUPTION

I can’t stand this phrase and I’ll tell you why – it makes no sense in healthcare. The whole concept of disruption in consulting speak was about new companies with new technology finding novel applications allowing them to achieve economies of scale and traction which let them accelerate past large, established competitors who ignored them.

That entire concept got lost in translation in healthcare where it’s been taken to mean anything from replacing doctors with robots to the complete overhaul of hospital systems and processes. Let’s be clear, and anyone who’s worked in healthcare knows this, if you turn up and tell a doctor or nurse that you have new tech that’s going to ‘disrupt’ their workflow they’re going to respond with,”My job’s hard enough thanks!”

So, instead of disrupting can we just focus on spending time in hospitals and with patients understanding the existing processes and how we can use technology to make everyone’s lives easier instead…without the jargon?

2. INNOVATION

I love innovation. I love innovators. I love the ability to be novel and effective. Here’s the thing though, innovating just for the sake of doing it isn’t always helpful. Everything doesn’t need to be completely overhauled. In healthcare, there are a lot of existing IT systems which aren’t great but can be improved and optimised first. We can leverage the increasing presence of smartphones to take some small steps towards more effective patient management through technology for example. You might think ‘Hey, that’s still innovating…’ and I wouldn’t disagree but I think we need to move away from the use of the word innovation to mean radical, sweeping changes and to value its use in making small changes first. And anyway how is tech an innovation if it hasn’t been adopted into a system? Surely, it’s still an invention until then?

3. BIGDATA

Now I’m guilty of using this one. I have to admit early on I never really understood what it meant but then I realised that neither did a lot of other people unless they were data scientists. What bothered me most of this particular buzzword is that it seems to now represent the ability to gather, analyse and spew out trends based on as much data as possible. That quite frankly is a useless exercise. What patients and clinicians need isn’t more and more data but the RIGHT data, at the RIGHT time, in terminology that makes sense. Maybe 2014 needs to be about useful data instead?

4. QUANTIFY/QUANTIFIED

This’ll be a quick one since it really links directly to BigData. Do we need to quantify everything? I mean patients need far more access and transparency in terms of accessing and interpreting their health records but do we all need to be measuring everything we do? Especially when some of the things being quantified make very little sense to professionals let alone patients! Everyone needs the right, relevant data at the right time to stimulate proactive two-way conversations between professionals and their patients. Quantifying everything I think confuses the situation. Or do we expect everyone to have a a fundamental grounding in statistical analysis?

5. “WE WILL/WE NEED TO…”

Admittedly, more of a phrase than a buzzword but there’ve been a lot of conferences this year with an overriding trend discussing promises and necessary next steps for the evolution of Digital Health. Everyone talks about the need for interoperability, use cases, security, patient engagement, government engagement, human factors management and the list goes on and on yet I don’t see as much evidence of action based on all these talking points. We’re moving in the right direction and it’s great that market leaders are hammering home those points in 2013 but let’s see more ‘We are doing/We have done…’ in 2014.

So that’s my buzzwords roundup for 2013! Happy Holidays and New Year to you all and I look forward to an even more exciting year for Digital Health in 2014!

Have a comment or a buzzword you’d like to share? Tweet me @Saif_Abed and connect with me on LinkedIn HERE

Dr Saif Abed

Founding Partner

AbedGraham Healthcare Strategies Ltd

http://www.abedgraham.com

5 Reasons for a Digital Health Revolution

The first time someone used a smartphone for clinical practice both shocked and appalled me. I was doing a night shift with an intern and a resident and it’d been pretty quiet so we were all relaxing in the doctor’s mess, waiting out the calm before the inevitable storm.

A call comes in.

The intern goes down to see the patient but then ten minutes later my resident’s iPhone gave a quick beep and there it was. A picture of a heart tracing, an ECG, followed by a couple more. We take a good look,”Good job catching that one! Follow protocol,” calls down our resident. Meanwhile, I’m thinking about how many not yet existing privacy breaches I’ve just seen? At the same time, in a large hospital that picture let us call the specialists, set up the labs and start life saving treatment may be 10 – 15 minutes faster than we otherwise would have. That event put me on the road to where I am today and here are five reasons why you should wake up to the digital health revolution whether you’re an MD, CEO, regulator or anyone else for that matter!

1. It’s Already Here!

The beauty of mobile technology is that for the most part we don’t need lots of new infrastructure. A lot of doctors and hospital managers already carry smartphones with the requisite capabilities. Even tablets have been hurtling down in price for institutions. With all this excess capacity it only makes sense that we should use it to re-energise and even replace clunky, legacy IT systems.

2. It Co-ordinates Care

We all know that we’ve shortages of healthcare professionals on-site when we need them most. That experience can be the difference between life and death, delaying treatment and getting into the OR. Mobile and cloud based systems can mitigate against these by keeping our experts involved in care when we need them most. Sharing clinical information is more important now than ever before and being able to co-ordinate it between experts is critical. Even on an organisational level managing bed allocations and discharges is critical to continuous care. The cloud and mHealth are the answers.

3. The Business Case Exists

Saving money matters. In healthcare more than ever and all over the world. Whether using analytics to improve coding and billing, creating paperless systems or reducing litigation the systems and platforms exist to do that. Many providers need to be more obvious about the cost-benefits of their systems but providers need to also engage them more for their own benefit too. One company I recently worked with demonstrated a $350,000 saving just by eliminating the role of paper in a note taking process in a single department of a medium sized hospital. If that’s not a business case for digital health then I don’t know what is!

4. Data is the Currency of Healthcare

Forget IT for a second. There are mountains of archived paperwork all over the world being left to rot. That’s all clinical and organisational data that we could be analysing and using to support clinical and organisational decision making now! The trends, patterns and correlations could save time, money and more importantly, lives. Why aren’t we doing anything about this? Digital health can.

5. It Empowers Patients

Healthcare is divided into discrete events when it doesn’t have to be. It’s not just about when you’re in the doctor’s office once every couple of months. It’s what happens during the rest of the time that matters too. Remote monitoring and diagnostics are keeping healthcare professionals in the loop but more importantly mobile health can keep patients communicating and managing themselves proactively. Communication is the cornerstone of healthcare and digital health can make it happen.

So those are 5 reasons why providers, insurers, government and everyone else needs to be involved in and supporting the growth of digital health. I certainly hope you’ll join me in doing so!

Share your views with me on Twitter – @Saif_Abed – and connect with me on LinkedIn (http://linkd.in/X0vtRV)

Dr Saif Abed

Founding Partner

AbedGraham Healthcare Strategies Ltd

http://www.abedgraham.com

The 5 Fact Guide to DigitalHealth for Hospital CEOs

When I first started medical school I was warned by everyone about the long hours, the endless studying and all the blood and guts I’d be dealing with. That was all well and good but I soon realized that that wasn’t the main challenge I’d face. It was something far trickier.

COMMUNICATION.

Being able to recognize, understand and communicate how my patients’ priorities differed to mine as a healthcare professional was going to be absolutely critical to me becoming an effective medical practitioner.

Nowadays, having moved on from clinical practice I spend my time doing one of two things:

1. Scouring the globe for innovative digital health based clinical services

2. Talking to healthcare executives convincing them of the merits of the aforementioned solutions

Doing that I’ve noticed a similar communication and understanding chasm often exists between a lot of digital health companies (especially start-ups) and the organisations they’re trying to convince. Part of that though is because of a lack of exposure on the side of the healthcare CxOs to all this new tech so this article is for you guys. Whether you’re a physician running a small clinic or the largest teaching hospital I’m going to get you primed for the next time someone brings a ‘Digital Health’ solution to your door. Let’s get going!

1. Digital Health ≠ Apps

I have to get this out of the way first. With digital health came around 97,000 apps promising to perform all sorts of cool tasks. Now a lot of these are really useful (e.g. reference guides, medication reminders etc) but the sheer volume of options means that many also aren’t effective or intuitive. I know a lot of doctors and executives who have had poor experiences with apps and now, unfortunately associate the whole digital health sector with it.

NO. Don’t do that!

There’s so much more to the sector than that. Just sticking to informatics it’s about intelligent, elegant, adaptive and intuitive platforms. Everything from EHR systems and remote monitoring to care management platforms and data analytics falls under that banner of digital health. Even when there are apps they’re often just the user facing component so that you can access all these great tools from you mobile or tablet. So next time you think digital health take a minute to scratch the surface.

2. This ain’t Silicon Valley

Silicon valley’s great I’m sure (I still need a good excuse to visit…) but all these solutions aren’t restricted to the most advanced institutions in the world. In fact, a lot of the mobile health tools are made precisely for difficult scenarios such as rural communities or overrun ERs (A+Es in the UK). Even more heartening is the fact that ‘the cloud’ means a lot of services are becoming more accessible than ever. I know companies in New York providing their mHealth tools to clients as far as way as India safely and securely, changing clinical practice for the better. If you see something you like, send an e-mail, you’d be surprised how soon you could be up and running with a game changing piece of technology.

3. Expensive much?

Nope. It really doesn’t have to be. With fantastic start-up communities forming digital health is one of those sectors where a lot of companies are keen to pilot their products which can often be very cost-effective or even free to trial. Moreover, working with start-ups means you are in a position to develop long term relationships early on with favorable pricing plans. In some cases you can even discuss performance related fees based on the savings you hope to generate by using a new tool. Smartphones and tablets have also been around long enough now that we’re seeing price drops make them more accessible for healthcare institutions to invest in for their staff. At the end of the day, a digital health pilot with a financial analysis at the very least will let you cast a fresh eye on how you’re doing things now but at best might offer you a practical solution for doing it better.

4. Patients won’t like it

I hear this one surprisingly often actually. There’s this assumption that patients, especially the elderly, won’t be able to get their heads around smart phones or small remote devices. Well, I’m going to be pretty blunt here. If we make that decision on a patient’s behalf without asking them or trying things out then we’re doing them a disservice. If patients for years have been able to manage diabetes and allergies using often quite sophisticated equipment then, I believe, phones, tablets and portable devices, with the right support, can make a great difference. So before you deny them actually ask your patients and make an informed decision together.

5. What about regulations?

I might not be a regulatory expert but I do know that all hospitals have legal, IT and compliance departments. Moreover, I know that sometimes, miraculously, they talk to each other. Whether you’re talking HIPAA or medical devices with the FDA maybe it’s time you got the different experts in your hospital together to really suss out the situation. The sooner you start figuring things out, the sooner you’ll be able to start doing something about it. And who knows, maybe you’ll be surprised about how much you can do already?

So there you have it. No more excuses! It’s time to get out there and start talking to all the fantastic digital health start-ups and experts out there who can help you take your practice to the next level!

Enjoyed this article? Have any comments? Tweet me @Saif_Abed

Dr Saif Abed
Founding Partner
AbedGraham Healthcare Strategies Ltd

About

AbedGraham Healthcare Strategies Ltd

www.abedgraham.com

AbedGraham is a transatlantic market access and business development consultancy supporting the adoption of clinically oriented digital and mobile technologies. Founded by a pair of graduates from Cambridge University and Imperial College London the team is uniquely composed of medical doctors with commercial experience offering unparalleled insights into what is required to develop successful healthcare technology.

Top 5 Tips for Digital Health Startups to Go Global

“There must be a better way.”

Everyday those were the words that went through my mind as I paced up and down the hospital corridors seeing my patients during the long weekends on-call.

“Surely, we can do things faster, more efficiently, more effectively… and at a better price?”

I was convinced that technology had a part to play in making things better but where would I find the tools and solutions I needed? I went to Google first (obviously) and I found so many companies, and especially startups, offering great, tested innovations. Problem. They weren’t in the UK and they didn’t know how to get here either. So, when I set up my firm I promised that as soon as I could I would start working with companies large and small to bring their solutions where they would be most needed without allowing geography to become a barrier. Today, I’m going to share with you the top 5 steps I share with my clients when they look to go global.

1. More of the Same

The first shift you need to make is in your mind. Healthcare is part of a global agenda and the problems you see at home are often the same abroad. Let’s break things down to their simplest. What are the two big questions you need to answer when you have a healthcare product? – 1. Does it improve clinical outcomes? & 2. Does it save on costs?

Let’s take it to a more granular level. Billing, inventory, human resources, diagnostics, communication, multidisciplinary care, scheduling, monitoring and data management are problem areas all over the world. Wherever you go healthcare faces the same challenges and it’s just a matter of identifying where the pain points and bottlenecks are. The systems may be different but the principles are the same.

2. Speak the Language

As much as we are similar, systems will always have different names and pieces of jargon associated with them. In the US you have Attending Physicians, in the UK we have Consultants. You have ACOs and we have CCGs. Our coding systems vary too. It can be daunting to unravel the word salad of a new healthcare system but it only takes a little bit of research and you’ll soon be on your way to understanding both the similarities and differences of your new market.

3. Find a Local Partner

As I’ve extended my relationships beyond Europe and into Africa, South America and the Middle East it’s become clear to me that speaking the language isn’t enough. It is essential to get a feel of the culture of a new market both in the clinical setting but especially when it comes to doing business. There will be shady characters out there and you can get caught out contractually so finding a local partner can be essential. A partner may be a government trade organisation but I tend to prefer to partner companies with other complementary firms. Doing so aligns incentives and ensures there’s bilateral market access potential. Everyone wins. Other options include setting up a local subsidiary with local employees or partnering with a local investor.

4. Do NOT Neglect Your Home Market

Remember how you got here. I’ve seen organisations squander market share and opportunity at home because they got caught up trying to conquer a market abroad. Consolidate! Make sure your house is in order with a firm business development plan and solid leadership in place before looking to new pastures. Ultimately, your existing customers are going to bankroll your next ventures and so you have to make sure you are continuing to deliver them exceptional service. Your competition will be surveying your every move so do not let expansion stretch you too thin and create chinks in your armor.

5. Be Flexible

New markets, new negotiations and new expectations. Your goal will still be to pilot to procure but you need to be able to adapt to the regulations, guidelines and priorities of local stakeholders. Beyond fitting in, your business model might need to change to fit reimbursement plans and protocols that vary between locations. All of this takes time but you need to present a package that makes it easy for your potential end-users to buy into. The smoother you make the process for your customers the easier they’ll make life for you.

So those are my top 5 steps when crafting a global market strategy for my clients. I spend an increasing amount of my time working with US companies looking to expand abroad. Whether they want to come to the UK or Chile I’ve found that these principles have always applied. So? What are you waiting for? Go get ’em!

Got a question or comment? Tweet me @Saif_Abed or e-mail me saif.abed@abedgraham.co.uk

Dr Saif Abed
Founding Partner
AbedGraham Healthcare Strategies Ltd
www.abedgraham.com

Dr Abed’s 5 Key Digital Health Investment Criteria

I know what it’s like.

I had a great idea. It was cutting edge and cool. I mean it involved robots and lasers, what’s cooler than that?! I was a young med student with some great research and a great idea that I thought was going to change the face of surgery. Then I did my first investor pitch…

I made my pitch, really selling the dream and potential but it just wouldn’t stick and that’s when I realised that I simply wasn’t giving the guys on the other side what they wanted. Now a few years older, a few years wiser and reincarnated as a commercial strategist & investment advisor I’m going to go through my top five key criteria when I’m reviewing a digital health investment proposal. (If you’re interested in hearing more of my advice about what it takes to succeed as a digital health startup check out this recent video interview I gave HERE)

1. What’s the Problem?

If there’s one thing I’ve brought with me as a physician is that I am great at being a skeptic and a cynic. The first thing I want to know is whatever you’ve created, does it actually solve a problem anyone cares about? For any solution to achieve scale it needs to demonstrate it solves a clinical and commercial problem. It has to improve care quality AND save costs one way or another.

I often also think if your tool is so good then there must be an equivalent out there or an incumbent piece of technology so is the problem already solved? Show me the facts and figures that matter from credible sources preferably from local communities, hospitals and clinics. Better yet, show me the results of a pilot that demonstrates both the scale of the problem and how far your solution can go to solve it.

2. What’s the Solution?

I see a lot of apps and it’s my firm opinion that no app, by itself, will change the world of healthcare. What I’m seeing increasingly is that apps are becoming the customer facing components of more complex cloud, big data and remote diagnostics systems. Often though startups lead by pitching their tool as merely an app and underselling themselves when in reality they are delivering more value adding, intelligent, interoperable systems which have significant intrinsic, unique value which is attractive to both potential users and investors. Make sure you have a refined pitch that clearly and simply demonstrates the entire value chain of your solution.

3. Who’s Backing You?

Before I get to discussing who’s actually in the team I want to know who’s already backing your team. I meet and talk to a lot of startups so it always makes my decision a bit easier to know you have support from local government, initial investors, large organisations, hospitals, clinics or universities. The best markers of support are time and resources. If you’ve received money and investment already that’s great but if you’ve had a hospital or tech organisation help you to set up and execute a 4 month product pilot then that’s even better. That shows that others think there’s a viable benefit or market to be gained here. Since, I am a physician I particularly value the support of healthcare systems or organisations as it’s a great sign of engagement, clinical buy-in and potential market wide procurement.

4. Who’s in the Team?

You’ve shown me the problem, you’ve shown me you’ve proven you might be able to solve it and you’ve got some backers. Well, I need to put you guys under the microscope because if the guys I work with put money into your venture then the heat is going to get turned up and I need to see if you’ve got the skills to scale. When it comes to digital health my ideal team tends to involve:

– A Developer

– A Doctor / Allied Healthcare Professional

– A Serial Enterpreneur

Sometimes I see two man teams where you have one or both individuals who are hybrids e.g. Doctor & Developer, Developer & Serial Entrepreneur which is great and I’m seeing that increasingly. The important thing here is you have team members who can give you the perspectives of the different types of stakeholders you’re going to encounter as a digital health startup and will help you predict and plan for the issues you will encounter. I often see startups cheating and bringing on a doctor very late in the game just for marketing purposes. WE SEE THROUGH THAT. It’s best to have a healthcare professional on board from day one as a part of product development and involved in the product pilots. They will open doors for you and serve as a reality check about what will and won’t work with your tools.

5. Costs & Profits

As far as investors go the bottom line is the bottom line. Your product pilots need to demonstrate clear revenue streams and procurement opportunities. Your network of backers need to demonstrate tangible, active sources of commitment based on achievable milestones which are both clinical & commercial. I need to see a prospective R&D pipeline, product pipeline and client pipeline. How are you going to retain your customers once you get them? How are you going to grow your team as business starts to take off and how long before you need more investment? How far is the money you get now going to take you along your journey? There are a lot of questions to answer and you need a clear, realistic, quantified and evidence based business case.

So that’s a whistle stop tour of my approach when it comes to vetting investment opportunities on behalf of my clients and although there’s much more detail and greater granularity and variety involved in my approach I find that these are the key areas where the startups I meet stumble. Hopefully, you now won’t have to!

You can find out more about my work by following me on Twitter —> @Saif_Abed & checking out www.AbedGraham.com

Dr Saif F Abed
Founding Partner
AbedGraham Healthcare Strategies Ltd
http://www.abedgraham.com