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Amazon is seriously considering entering the pharmacy business, according to CNBC, while Apple reportedly has been working on a noninvasive glucose monitor. That could be a good thing for the industry, according to Krishna Yeshwant, a general partner and head of the Life Sciences team at GV, formerly Google Ventures. He told Business Insider that when tech companies try to enter the healthcare space, their approach to competition could put them at an advantage. One of his colleagues once compared the different levels of competition to growing up as a bacterium versus as a mammal. Here's what that means: It's relatively easy to start a consumer tech company. There are platforms to use, and really, you need only a little bit of capital. So you'll frequently see a bunch of companies enter a particular space, and that intensifies the competitive pressure that much more. It's similar to how bacteria duke it out on surfaces. Health startups, particularly in life sciences, are an entirely different organism — the mammals in this analogy. "Competitive pressures for mammals are far less than the competitive pressures for bacteria," Yeshwant said. For example, there are often only one or two companies in a particular space. Yeshwant pointed to Aspire Health, a company GV invested in that's in the palliative health space. "There's not another company like that that I've ever come across," he said. That's because of all of the regulatory and health insurance hurdles that exist in healthcare but don't in tech. The entrance of more people with tech backgrounds into healthcare could have a dramatic impact on the industry — if they approach the business with the same level of competition as a tech company. "Whenever that person is willing to apply that same sort of thinking to the healthcare space, where nobody's used to that intensity, we can often find really exciting things can happen," Yeshwant said. Yeshwant pointed to Flatiron Health, another company GV has invested in. Its founders worked at Google before starting the cancer information-technology company. Coming from the advertising-technology world, they could carry that competitive energy into building the team that would start diving into cancer data. "I don't know if they would have done that if they hadn't had the exposure" to the competitive pressures of advertising technology, Yeshwant said. NOW WATCH: A cheese scientist tells us the cheese he would never eat


News Article | April 28, 2017
Site: www.npr.org

For Some, Pre-Hospice Care Can Be A Good Alternative To Hospitals Gerald Chinchar, a Navy veteran who loves TV Westerns, isn't quite at the end of his life, but the end is probably not far away. The 77-year-old's medications fill a dresser drawer, and congestive heart failure puts him at high risk of emergency room visits and long hospital stays. He fell twice last year, shattering his hip and femur, and now gets around his San Diego home in a wheelchair. Above all, Chinchar hopes to avoid another long stint in the hospital. He still likes to go watch his grandchildren's sporting events and play blackjack at the casino. "If they told me I had six months to live, or [could instead] go to the hospital and last two years, I'd say leave me home," he said. "That ain't no trade for me." Most aging people would choose to stay home in their last years of life. But for many, it doesn't work out: They go in and out of hospitals, getting treated for flare-ups of various chronic illnesses. It's a massive problem that costs the health care system billions of dollars and has galvanized health providers, hospital administrators and policymakers to search for solutions. Sharp HealthCare, the San Diego health system where Chinchar receives care, has devised a way to fulfill his wishes and reduce costs at the same time. It's a pre-hospice program called Transitions, designed to give elderly patients the care they want at home and keep them out of the hospital. Social workers and nurses from Sharp regularly visit patients in their homes to explain what they can expect in their final years, help them make end-of-life plans and teach them how to better manage their diseases. Physicians track their health and scrap unnecessary medications. Unlike hospice care, patients in this program don't need to have a prognosis of six months or less to live, and they can continue getting treatment that is aimed at curing their illnesses, not just treating symptoms. Before the Transitions program started, the only option for many patients in a health crisis was to call 911 and be rushed to the emergency room. Now, they can get round-the-clock access to nurses, one phone call away. "Transitions is for just that point where people are starting to realize they can see the end of the road," said Dr. Dan Hoefer, a San Diego palliative care and family practice physician, and one of the creators of the program. "We are trying to help them through that process," he said, "so it's not filled with chaos." The importance of programs like Transitions is likely to grow in coming years as 10,000 baby boomers — many with multiple chronic diseases — turn 65 every day. Transitions was among the first of its kind, but several such programs, formally known as home-based palliative care, have since opened around the country. They are part of a broader push to improve people's health and reduce spending through better coordination of care and more treatment outside hospital walls. But a huge barrier stands in the way of pre-hospice programs: There is no clear way to pay for them. Health providers typically get paid for office visits and procedures, and hospitals still get reimbursed for patients in their beds. The services provided by home-based palliative care don't fit that model. In recent years, however, pressure has mounted to continue moving away from traditional payment systems. The Affordable Care Act has established new rules and pilot programs that reward the quality of care, rather than the quantity. Those changes are helping to make home-based palliative care a more viable option. In San Diego, Sharp's palliative care program has a strong incentive to reduce the cost of caring for its patients, who are all in Medicare managed care. The nonprofit health organization receives a fixed amount of money per member each month, so it can pocket what it doesn't spend on hospital stays and other costly medical interventions. Palliative care focuses on relieving patients' stress, pain and other symptoms as their health declines, and it helps them maintain their quality of life. It's for people with serious illnesses, such as cancer, dementia and heart failure. The idea is for patients to get palliative care and then move into hospice care, but they don't always make that transition. The 2014 report "Dying in America," by the Institute of Medicine, recommended that all people with serious advanced illness have access to palliative care. Many hospitals now have palliative care programs, delivered by teams of social workers, chaplains, doctors and nurses, for patients who aren't yet ready for hospice. But until recently, few such efforts had opened beyond the confines of hospitals. Kaiser Permanente set out to address this gap nearly 20 years ago, creating a home-based palliative care program that it tested in California and later in Hawaii and Colorado. Two studies by Kaiser and others found that participants were far more likely to be satisfied with their care and more likely to die at home than those not in the program. (Kaiser Health News is not affiliated with Kaiser Permanente.) One of the studies, published in 2007, found that 36 percent of people receiving palliative care at home were hospitalized in their final months, compared with 59 percent of those getting standard care. The overall cost of care for those who participated in the program was a third less than for those who didn't. "We thought, 'Wow. We have something that works,'" said Susan Enguidanos, an associate professor of gerontology at the University of Southern California's Leonard Davis School of Gerontology, who worked on both studies. "Immediately we wanted to go and change the world." But Enguidanos knew that Kaiser Permanente was unlike most health organizations. It was responsible for both insuring and treating its patients, so it had a clear financial motivation to improve care and control costs. Enguidanos said she talked to medical providers around the nation about this type of palliative care, but the concept didn't take off at the time. Providers kept asking the same question: How do you pay for it without charging patients or insurers? "I liken it to paddling out too soon for the wave," she said. "We were out there too soon. ... But we didn't have the right environment, the right incentive." Hoefer is a former hospice and home health medical director and has spent years treating elderly patients. He learned an important lesson when seeing patients in his office: Despite the medical care they received, "they were far more likely to be admitted to the hospital than make it back to see me." When his patients were hospitalized, many would decline quickly. Even if their immediate symptoms were treated successfully, they would sometimes leave the hospital less able to take care of themselves. They would get infections or suffer from delirium. Some would fall. Hoefer's colleague, Suzi Johnson, a nurse and administrator in Sharp's hospice program, saw the opposite side of the equation. Patients admitted into hospice care would make surprising turnarounds once they stopped going to the hospital and started getting medical and social support at home, instead. Some lived longer than doctors had expected. In 2005, the pair hatched a bold idea: What if they could design a home-based program for patients before they were eligible for hospice? Thus, Transitions was born. They modeled their new program in part on the Kaiser experiment, then set out to persuade doctors, medical directors and financial officers to try it. But they met resistance from physicians and hospital administrators who were used to getting paid for seeing patients. "We were doing something that was really revolutionary, that really went against the culture of health care at the time," Johnson said. "We were inspired by the broken system and the opportunity we saw to fix something." Despite the concerns, Sharp's foundation board gave the pair a $180,000 grant to test out Transitions. And in 2007, they started with heart failure patients and later expanded the program to those with advanced cancer, dementia, chronic obstructive pulmonary disease and other progressive illnesses. They started to win over some doctors who appreciated having additional eyes on their patients, but they still encountered "some skepticism about whether it was really going to do any good for our patients," said Dr. Jeremy Hogan, a neurologist with Sharp. "It wasn't really clear to the group ... what the purpose of providing a service like this was." Nevertheless, Hogan referred some of his dementia patients to the program and quickly realized that the extra support for them and their families meant fewer panicked calls and emergency room trips. Hoefer said doctors started realizing home-based care made sense for these patients — many of whom were too frail to get to a doctor's office regularly. "At this point in the patient's life, we should be bringing health care to the patient, not the other way around," he said. Across the country, more doctors, hospitals and insurers are starting to see the value of home-based palliative care, said Kathleen Kerr, a health care consultant who researches palliative care. "It is picking up steam," she said. "You know you are going to take better care of this population, and you are absolutely going to have lower health care costs." Providers are motivated in part by a growing body of research. Two studies of Transitions in 2013 and 2016 reaffirmed that such programs save money. The second study, led by outside evaluators, showed it saved more than $4,200 per month on cancer patients and nearly $3,500 on those with heart failure. The biggest differences occurred in the final two months of life, said one of the researchers, Brian Cassel, who is palliative care research director at the Virginia Commonwealth University School of Medicine in Richmond. Nurse Sheri Juan and social worker Mike Velasco, who both work for Sharp, walked up a wooden ramp to the Chinchars' front door one recent January morning. Juan rolled a small suitcase behind her containing a blood pressure cuff, a stethoscope, books, a laptop computer and a printer. Late last year, Gerald Chinchar's doctor recommended he enroll in Transitions, explaining that his health was in a "tenuous position." Chinchar has nine grandchildren and four great-grandchildren. He has had breathing problems much of his life, suffering from asthma and chronic obstructive pulmonary disease — ailments he partly attributes to the four decades he spent painting and sandblasting fuel tanks for work. Chinchar also recently learned he had heart failure. "I never knew I had any heart trouble," he said. "That was the only good thing I had going for me." Now he's trying to figure out how to keep it from getting worse: How much should he drink? What is he supposed to eat? That's where Juan comes in. Her job is to make sure the Chinchars understand Gerald's disease so he doesn't have a flare-up that could send him to the emergency room. She sat beside the couple in their living room and asked a series of questions: Any pain today? How is your breathing? Juan checked his blood pressure and examined his feet and legs for signs of more swelling. She looked through his medications and told him which ones the doctor wanted him to stop taking. "What we like to do as a palliative care program is streamline your medication list," she told him. "They may be doing more harm than good." His wife, Mary Jo Chinchar, said she appreciates the visits, especially the advice about what Gerald should eat and drink. Her husband doesn't always listen to her, she said. "It's better to come from somebody else." Outpatient palliative care programs are cropping up in various forms. Some new ones are run by insurers, others by health systems or hospice organizations. Others are for-profit, including Aspire Health, which was started by former senator Bill Frist in 2013. Sutter Health operates a project called Advanced Illness Management to help patients manage symptoms and medications and plan for the future. The University of Southern California and Blue Shield of California recently received a $5 million grant to provide and study outpatient care. "The climate has changed for palliative care," said Enguidanos, the lead investigator on the USC-Blue Shield project. Ritchie said she expects even more home-based programs in the years to come. "My expectation is that much of what is being done in the hospital won't need to be done in the hospital anymore and it can be done in people's homes," she said. Challenges remain, however. Some doctors are unfamiliar with the approach, and patients may be reluctant, especially those who haven't clearly been told they have a terminal diagnosis. Now, some palliative care providers and researchers worry about the impact of President Donald Trump's plans to repeal the Affordable Care Act and revamp Medicare — efforts that seem to be back in play. Gerald Chinchar, who grew up in Connecticut, said he never expected to live into old age. In his family, Chinchar said, "you're an old-timer if you make 60." Chinchar said he gave up drinking and is trying to eat less of his favorite foods — steak sandwiches and fish and chips. He just turned 77, a milestone he credits partly to the pre-hospice program. "If I make 80, I figured I did pretty good," he said. "And if I make 80, I'll shoot for 85." This story is part of NPR's partnership with Kaiser Health News. KHN is an editorially independent program of the Henry J. Kaiser Family Foundation, a nonprofit, nonpartisan health policy research and communication organization not affiliated with Kaiser Permanente. You can follow Anna Gorman on Twitter: @annagorman.


Trademark
Aspire Health | Date: 2015-07-13

Hats; Shirts. Educational services, namely, providing classes, seminars, workshops and training in the fields of movement, fitness, and physical therapy; Instruction in the field of movement competency in the field of fitness and athletics; Providing a website featuring non-downloadable publications in the nature of articles and instructional materials in the field of movement, fitness, and physical therapy. Physical therapy.


News Article | June 1, 2015
Site: www.finsmes.com

Aspire Health, a Nashville, Tennessee-based provider of home and outpatient-based palliative care, raised $15m in Series C funding. The round was led by Oak HC/FT. In conjunction with the funding, Annie Lamont, managing partner at Oak HC/FT, will join Aspire Health’s board of directors. The company intends to use the funds to invest in additional data analytics, IT infrastructure and growth into new markets. Co-founded by Senator Bill Frist and led by Brad Smith, chief executive officer, Aspire Health is a home and outpatient-based palliative care provider that operates a group of specialized physician practices that care for patients facing a serious illness. The company currently operates 11 palliative care practices across 16 cities in seven states and their existing healthcare partners include Cigna-HealthSpring, Blue Cross Blue Shield of Tennessee, Highmark, Humana and Aetna, among others.


News Article | June 2, 2015
Site: blogs.wsj.com

HireVue  has raised $45 million in Series E funding to expand its video interview platform, Lizette Chapman reports for Dow Jones VentureWire. Technology Crossover Ventures participated in the round, as did previous investors Granite Ventures, Investor Growth Capital, Peterson Ventures, Rose Park Advisors and Sequoia Capital. In addition to video for interview, the service can analyze things such as voice pitch and word use. You can measure not only what they’re saying, but how they are saying it,” said Rodney Moses, vice president of global recruitment for Hilton Worldwide , which is a HireVue client. The company is looking to use the new funding to find more clients for its services. Aspire Health, a startup co-founded by former Tennessee Sen. Bill Frist that sends caregivers into the homes of patients with serious illnesses, has raised $15 million as it moves into new markets and invests in more data analytics. The Series C round was provided by new investor Oak HC/FT. Cylance, a cybersecurity startup, has named longtime former Intel executive Malcolm Harkins as its first chief information security officer, the company told Dow Jones VentureWire. Arsenal Medical and 480 Biomedical, which split off from each other in 2011, have raised a total of $26.5 million to develop respective treatments for abdominal trauma and vascular disease. Canary has raised a $30 million Series B round in a deal that points to how aggressively venture investors are funding hardware startups today. Walden Riverwood Ventures led the new round, with Cota Capital, Khosla Ventures, Two Sigma Ventures, venture debt provider Western Technology Investment, and manufacturer Flextronics , participating. Lookout–a mobile security company that started in 2007, the same year that Apple Inc. launched the iPhone–is expanding its software from consumers to large companies to better protect everybody from mobile hackers. ELSEWHERE AROUND THE WEB: Ellen Pao Appeals in Sex-Discrimination Case Against Kleiner Perkins. Former venture capitalist Ellen Pao‘s attorneys have filed a notice to appeal her March loss to Kleiner Perkins Caufield & Byers in a much-watched gender-discrimination trial, The Wall Street Journal’s Jeff Elder reports. The paperwork didn’t specify on what grounds Ms. Pao will appeal. Kleiner Perkins said in a statement, “a 12-member jury found decisively in favor of KPCB on all four claims. We remain committed to gender diversity in the workplace and believe that women in technology would be best served by focusing on this issue outside of continued litigation.” Coupa Valued at More Than $1 Billion in New Funding Round. Coupa Software has joined The Wall Street Journal’s Billion Dollar Startup Club with its newest $80 million funding round, the WSJ’s Timothy Hay reports. The company has cloud-based software that aims to help businesses save on the costs for goods, services and back-office operations. ‘Stealthy’ Big-Data Company Saama Emerges With $35 Million. It was in 1997 that Suresh Katta left Silicon Graphics to start Saama Technologies, a startup that focused on what now is called big data, the WSJ’s Deborah Gage reports. Now the company, which helps companies visualize data, has raised its first venture capital funding–$35 million from Carrick Capital Partners. Mr. Katta called the funding “coming out of stealth” despite the fact that the company claims more than 50 large customers that includes Cisco Systems and Delta Dental. Udemy Raises $65 Million Following Large Edtech Exits. Edtech startup Udemy has raised $65 million in Series D funding, the WSJ’s Lora Kolodny reports. The funding for the company follows noteworthy acquisitions in the sector, including LinkedIn‘s $1.5 billion acquisition of Lynda.com. The company’s service offers online instruction in subjects such as yoga, music and foreign languages. Write to Mike Billings at mike.billings@wsj.com. Follow him on Twitter at @mbillings


NASHVILLE, Tenn. & GREENWICH, Conn.--(BUSINESS WIRE)--Aspire Health (“Aspire”), the nation’s largest provider of home and outpatient-based palliative care announced $15 million in Series C funding. The investment was led by Oak HC/FT, a premier venture growth-equity fund focused on healthcare information and financial technology. “Demand for specialized medical care by patients facing a serious illness has increased rapidly in the U.S.,” said Annie Lamont, managing partner at Oak HC/FT. “Aspire Health is serving this important and growing segment of the healthcare market by delivering cost-effective, personalized palliative care services that patients and their families seek. We are excited to invest in their growth and support the continued expansion of palliative care in the U.S.” Brad Smith, chief executive officer of Aspire Health, added, “We are thrilled to partner with Oak HC/FT, which has one of the best track-records in the country at backing leading, high-growth healthcare companies. Their support will enable Aspire to invest in additional data analytics, IT infrastructure and growth into new markets.” The quality and cost of care for patients approaching the end of life has drawn increasing attention, with research showing that more than a quarter of Medicare expenditures go to care for patients in the last year of life. Aspire currently operates 11 palliative care practices across 16 cities in seven states and their existing healthcare partners include Cigna-HealthSpring, Blue Cross Blue Shield of Tennessee, Highmark, Humana and Aetna, among others. Since its founding in July 2013, Aspire has received an average rating of 4.9 out of 5 for patient satisfaction on internal customer surveys. Ms. Lamont, who ranked first among the leading healthcare investors on the 2015 Midas List, will join Aspire Health’s board of directors, which is chaired by former U.S. Senate Majority Leader Bill Frist, one of the ten most influential healthcare figures in the U.S., according to Modern Healthcare Magazine. Aspire Health is a home and outpatient-based palliative care provider that operates a group of specialized physician practices that care for patients facing a serious illness. Aspire was co-founded by Senator Bill Frist, a physician, and is based in Nashville, Tennessee. Additional information on Aspire Health can be found at www.aspirehealthcare.com. Oak HC/FT (http://oakhcft.com/) is the premier venture growth-equity fund investing in Healthcare Information & Services ("HC") and Financial Services Technology ("FT"). We are focused on driving transformation in these industries by providing entrepreneurs and companies with strategic counsel, board-level participation, business plan execution and access to our extensive network of industry leaders.


News Article | June 2, 2015
Site: www.strictlyvc.com

Top News in the A.M. All United Airlines flights in the U.S. were grounded this morning for nearly an hour over “dispatching information.” Wired has more here. Bessemer’s Byron Deeter on the Future of Cloud Companies Like many venture firms, Bessemer Venture Partners provides all manner of perks for its CEOs, including a day of race-car driving and wine tasting. Today, in San Francisco, the firm will be providing its CEOs with a different kind of perk. Together with Salesforce Ventures, Bessemer is hosting a day-long “cloud” summit that brings together CEOs backed by the two outfits to share best practices, let them learn from each other, and to dazzle them with speakers like quarterback-turned-investor Steve Young and the futurist Ray Kurzweil. Yesterday, we caught up with longtime Bessemer partner Byron Deeter, who organized the event, and who has led deals in numerous high-flying cloud companies — including the online storage service Box, the app-building software service Twilio, and the digital signatures specialist DocuSign – to learn more. What are you hoping these CEOs will learn today? Part of the event is just understanding where we are. Analysts are now predicting that midway through next year, the majority of application revenue in [customer relationship management] will be cloud-based, which is a tipping point we’ve long been predicting. More broadly, we’ve beentracking public cloud companies for a while now, and based on our data analysis, we’ve come to believe this group will have a combined market cap of half a trillion dollars by 2020, up from $180 billion today — which is itself up from $40 billion three years ago. As an investor looking to make two bets per year, roughly, where are you spending your time? What sub themes do you think are most interesting right now? I’ve personally been most active in industry cloud and enterprise mobile, which is finally coming of age. Industry cloud is really this notion of the “verticalization” of software and the opportunity for a large vendor like Veeva [which makes cloud-based software for the life sciences industry] or Athena Health [which provides its customers with electronic health records, revenue cycle management, and more] or Shopify [which juggles all kinds of store management issues for its retailer customers] to create dedicated [cloud-based] software for a dedicated industry group. And these models can have massive success. And enterprise mobile? We have to admit that long-suffering Good Technology [among the first startups to provide email access via mobile devices] still springs to mind whenever we hear those words. We founded Visto [which acquired Good in 2009 and took its name] at Bessemer [in 1996]. Early investors lost money, but out of the wreckage has emerged a valuable business. It represents some of the challenges of entering a market before it’s ready. Being early is the same as being wrong if you’re just too aggressive and run out of money before the market comes to you. Now, with the penetration of smart phones, internet usage is tipping to mobile and empowering a workforce of people who have smart phones but don’t sit in front of a PC all day. And this is just the early days of that opportunity. Privately held cloud companies are trading at multiples well above their public market counterparts. It’s about double the public company multiples for the hottest late-stage private companies, which is unusual in that private companies used to trade at a discount to public comps because they were illiquid. Does this now years-long trend concern you? Well, it’s very hard to lead new investments in late-stage cloud companies because many are priced to perfection. You have all these groups – late stage investors, private equity investors, crossover public investors – that want exposure to hypergrowth and that are being aggressive about it, and they’re combining to drive up valuations. In many cases, they’ve been rewarded for their actions, too, with very positive, profitable returns. But companies are also staying private longer as a result. I think you need to disconnect the two. Investors can invest at any stage and, within reason, still have very positive results. That’s separate from when the company chooses to go public. Does it make sense to wait [on an IPO]? I do think companies are overthinking it and waiting too long. When they have strong businesses with proven business models, waiting to grow from $2 billion to $10 billion in market cap makes less sense. Many are staying private for the right reasons, though, [such as] to work through business model and strategic issues. Bessemer is the largest shareholder in Pinterest. Does it make sense for Pinterest to go public any time soon? It doesn’t. Pinterest is still refining its business model, and that’s best done as a private company, where you can take a lot of risk and not have to report on every action in a public setting.


NASHVILLE, Tenn. & GREENWICH, Conn.--(BUSINESS WIRE)--Aspire Health (“Aspire”), the nation’s largest provider of home and outpatient-based palliative care announced $15 million in Series C funding. The investment was led by Oak HC/FT, a premier venture growth-equity fund focused on healthcare information and financial technology. “Demand for specialized medical care by patients facing a serious illness has increased rapidly in the U.S.,” said Annie Lamont, managing partner at Oak HC/FT. “Aspire Health is serving this important and growing segment of the healthcare market by delivering cost-effective, personalized palliative care services that patients and their families seek. We are excited to invest in their growth and support the continued expansion of palliative care in the U.S.” Brad Smith, chief executive officer of Aspire Health, added, “We are thrilled to partner with Oak HC/FT, which has one of the best track-records in the country at backing leading, high-growth healthcare companies. Their support will enable Aspire to invest in additional data analytics, IT infrastructure and growth into new markets.” The quality and cost of care for patients approaching the end of life has drawn increasing attention, with research showing that more than a quarter of Medicare expenditures go to care for patients in the last year of life. Aspire currently operates 11 palliative care practices across 16 cities in seven states and their existing healthcare partners include Cigna-HealthSpring, Blue Cross Blue Shield of Tennessee, Highmark, Humana and Aetna, among others. Since its founding in July 2013, Aspire has received an average rating of 4.9 out of 5 for patient satisfaction on internal customer surveys. Ms. Lamont, who ranked first among the leading healthcare investors on the 2015 Midas List, will join Aspire Health’s board of directors, which is chaired by former U.S. Senate Majority Leader Bill Frist, one of the ten most influential healthcare figures in the U.S., according to Modern Healthcare Magazine. Aspire Health is a home and outpatient-based palliative care provider that operates a group of specialized physician practices that care for patients facing a serious illness. Aspire was co-founded by Senator Bill Frist, a physician, and is based in Nashville, Tennessee. Additional information on Aspire Health can be found at www.aspirehealthcare.com. Oak HC/FT (http://oakhcft.com/) is the premier venture growth-equity fund investing in Healthcare Information & Services ("HC") and Financial Services Technology ("FT"). We are focused on driving transformation in these industries by providing entrepreneurs and companies with strategic counsel, board-level participation, business plan execution and access to our extensive network of industry leaders.


News Article | February 28, 2017
Site: www.businesswire.com

NASHVILLE, Tenn.--(BUSINESS WIRE)--Contessa Health announced today the addition of Aaron Stein as the company’s Chief Operating Officer. In this role, Aaron will lead all of Contessa Health’s market operations, including expanding operations across the nation to help providers deliver high quality care in patients’ homes. “Aaron brings a robust combination of operating experience and strategic vision,” said Travis Messina, Contessa Health’s Chief Executive Officer. “His history leading population health and patient engagement efforts will prove valuable as we advance our hospital-level care at home model and continue to enhance the patient experience.” Contessa Health is a leader in successfully operating patient-centered prospective bundled payment programs through a care model that delivers hospital-level care in the comfort of patient’s homes. “It’s an honor to join the Contessa Health team,” said Aaron Stein, Chief Operating Officer. “Contessa’s hospital-level care at home model coupled with a prospective bundled payment program fills a unique gap in healthcare delivery while reducing costs. I’m excited to have the opportunity to truly enhance the patient’s experience and bring value to our partnerships.” Aaron has more than 20 years of healthcare experience. Most recently, Aaron served as the Chief Strategy Officer of Aspire Health where he led the company’s efforts in strategy, centralized clinical operations and patient engagement. Prior to Aspire, Aaron was President for Evolent Health’s Mid-Atlantic Region, where he operated commercial and Medicare Advantage plans and the region’s population health program. In addition, he held national and regional leadership roles with UnitedHealth Group. Contessa Health is a leading healthcare company that operates patient-centered prospective bundled payment programs by partnering with payers and providers. We create and manage episodic risk arrangements by leveraging managed services, our proprietary analytics and claims platform, ContradoClaim®, and evidence-based clinical protocols. Contessa Health aims to make the healing experience enjoyable, both for those receiving care and for those delivering care. With our clinical model, ContessaCare™, providers are able to deliver hospital-level care to patients in the comforts of their homes without an administrative burden.

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