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Thought Leaders in Healthcare IT: Abraham Gutman, CEO of AG Mednet (Part 5)

Abrahama Gutman: You have to check the sub-assemblies where they are being assembled and put together into a data submission, which occurs typically every six weeks for a period of three to four years. You should also check that the submission meets the requirements of the charter of the clinical trial. It’s important and is typically done after the data has been sent. What we have been doing is developing more and more functionality that checks the quality of that data before the data leaves the clinical site. Think of it as a hospital somewhere in Southern China, Northern India, or Russia. It checks that quality.

Sramana Mitra: When you say it checks the quality, can you illustrate what that involves. Are we talking about metadata? >>>

Building a Secondary Ticketing Business From Spain: Ander Michelena, CEO of Ticketbis (Part 1)

Spain’s economy has been devastated, and it is really up to entrepreneurs to build it back to health. Anders Michelena is doing his part.

Sramana Mitra: Let’s start at the very beginning of your personal story. Where are you from? Where were you born, raised, and in what kind of circumstances?

Ander Michelena: I was born in northern Spain. I moved to Madrid when I was 12. I studied in a French school. I then studied at one of the biggest economic universities in Spain for my bachelor’s degree. It was a five-year program of which I spent a year at Marquette University, Milwaukee. That is where I met my wife.

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Thought Leaders in Internet of Things: Coby Sella, CEO of Sansa Security (Part 2)

Sramana Mitra: What part of that map are you playing in?

Coby Sella: The most important part that Sansa is contributing to is the challenges around provisioning of secrets and assets into devices. Being the industry veterans for the last 15 years, we’ve been injecting assets and provisioning secrets across a wide range of devices for quite a while. We think that this challenge is not addressed in a holistic enough manner. It’s certainly not in the use case of diversified IoT scenery and certainly not in a way that will be service-oriented. That’s really the essence of our innovative technology. On top of it, we can create applications and layers of functionality. This infrastructure, by itself, is what we’ve singled out as the most important technology that needs to >>>

Thought Leaders in Healthcare IT: Abraham Gutman, CEO of AG Mednet (Part 4)

Abraham Gutman: We needed to figure out a way of using our infrastructure. It was the same infrastructure as for the eBay of radiology, but I needed to have a way of enabling people to send these images using just a software front-end. There were a number of things that you needed to be able to do. One of them was being able to de-identify the images because unlike care environment where it’s very important that a patient record always has the patient name, it is exactly the opposite in clinical trials. Any subject record should not have the patient name because these are blind trials. So, we developed a front-end and we released it on October 31, 2008. I always remember that date because it was Halloween.

Again, luck struck because as we had been developing this, a pharmaceutical company called Glaxo Smith Kline somehow heard about what we were doing. >>>

Bootstrapping to $10 Million from Canada: Jory Lamb, CEO of VistaVu (Part 7)

Jory Lamb: In the middle of 2007, I moved to Denver to get things off the ground in the US market. In the early years in Houston, the company was a bit of a revolving door. It was really hard to retain the staff. Again, I made another error, for which I’m smarter today. I kept hiring staff, sticking them in the office and trying to manage from a distance. We had our clients and staff but every six months, we were changing at least one or two people. I couldn’t get them to stick.

The recession in 2009 was hard. But we got really close to our existing clients. We did all sorts of project work for them. We made sure that we didn’t take on any new expenditure. Especially having faced bankruptcy once, my management is probably more conservative. In 2010, I made one of the most significant hires I’ve made in my career. We hired Roy Garcia who’s the VP – Sales out of Oildex to head up sales for our company. >>>

Thought Leaders in Healthcare IT: Abraham Gutman, CEO of AG Mednet (Part 3)

Abraham Gutman: Pretty soon, I realized that that’s not how medicine works. It’s not arbitrage. This whole notion that people have that most radiology images are leaving the United States and going to India to be read, is absolutely wrong. In the United States, you are required to have three things in order to be able to do a final diagnosis. The final diagnosis is what you need to have in order to be reimbursed by Medicare or insurance companies. The three things are the following. You need to have board certification in the United States. You can have this if you’re a foreign doctor. You need to have a license in the State where the images were taken. That’s also manageable. But, you also have to be on US soil to do the reading.

Sramana Mitra: That rules out all this off-shore business.

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Bootstrapping to $10 Million from Canada: Jory Lamb, CEO of VistaVu (Part 6)

Sramana Mitra: Right now, we don’t have any visibility into how you built the business. I understand that you opened offices here and there, but I need mechanics of how you built the business. You built your product on top of SAP. Was SAP helping you generate leads in the oil and gas industry or were you generating the leads? What was the sales and pricing strategy? What was the competitive landscape?

Jory Lamb: When we first entered the market in Canada, we did a series of toolbox practice. We invited people from the industry to come see what our product could do. We had about 80 to 100 attendees. We closed 17 clients in 2006. 17 clients in the early days would be a week-long engagement. When you’re putting in SAP, these engagements can be months. What happened to >>>

Bootstrapping Using Services: Robin Wiener, CEO of Get Real Health (Part 7)

Sramana Mitra: What about the team? Tell me a bit about the three best at the Maryland Incubator. How did that all play out?

Robin Wiener: We started out with three people. One of the guys we worked with early on was Raj. He is kind of our fourth partner and a phenomenal one. He moved back to Bangalore where he started our Indian office, which is not the typical Indian office. They’re part of our company. He has built a phenomenal team. We have two offices. We’ve 34 people in India. Here in Maryland, we’ve 33. Then we’ve three people in Texas.

My Vice President came out of our first client, American Heart Association. She really wanted to try something different. She lives in Dallas and wanted to stay in Dallas. If you’re talented, I want you to work on my team, but you don’t have to sit next to me. You can work wherever you want. Then, we also have two people in England. We’re about 71 right now. We went from four or five of us to this. I have the most phenomenal team. They’re just really fantastic.

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