![]() Because of the nature of it being online, even the mother or the husband can participate in the whole treatment process.As the season gears up in earnest across the entire US, we’ve been significantly handicapped by 3 successive months of less-than-stellar (even normal?) weather so we’ve got some ground to make up during the upcoming core months. That dovetails nicely with Jim’s lead story that upping our game collectively on Customer Relationship Management is a key to retaining COVID gains and/or fighting off unfavorable weather. He suggests that it should be treated like a deferred CapEx expense in that it requires a meaningful (and persistent) investment and we’ve historically under-funded our marketing and relationship building “muscle” in both tools and execution. We’ll ensure it is a collaborative process of treatment. We’re building systems to keep track of everything for the period of 9-12 months. We also intend to move into gynaecology - we will be able to track right from ante-natal to pre-natal to the entire cycle of the pregnancy. ![]() This is slightly different - while the imaging part in radiology or ophthalmology involves still images, cardiology requires video. Well besides a commercial launch of the tele-ophthalmology network, we are also looking to expand to other areas like cardiology. If a patient has a serious problem, they can get him back in the same van, and perform further investigation or surgery at the hospital. Using the Internet, it is sent through our systems to the hospital itself, where the grader- who reads the image - conducts the diagnosis, and can send a report back almost in real time. The patient goes into the van and there is a machine that takes a snapshot of the eye. They’re using it currently to serve the rural population - for instance they have vans that go to the villages and conduct health camps, and these vans are equipped with wireless Internet connections. We’re also working with Aravind Eye hospitals where we are building a one-of-a-kind tele-ophthalmology network, which is very similar to tele-radiology. None of the employees that we really wanted to stay have left. We’ve been quite lucky to get good people right from the initial days. The domain expertise is something very difficult to get. Talent acquisition is a problem - we’re in a niche area, so we always need people who’ve had some sort of exposure to health-care. What I really feel is, that for somebody as large as that it would make more sense to eye us as a partner or an acquisition target, rather than building a solution from scratch. ![]() But that being said, a large player like GE or Siemens also could launch a solution. In terms of other challenges, we are one of the pioneers of on-demand applications specifically in health-care. It is as secure as a banking application is. To overcome this resistance, I ask them that if they can do all their monetary transactions online, why cant they do it with medical information. They would like the data to be at their centre and control it, rather than let it lie somewhere in the cloud. Health care centre owners tell you that healthcare data is very confidential data. ![]() They also helped us with markets in Singapore and the Asian countries. MC backed us 16 months ago, with the initial capital required to set up the company. We were backed by this VC firm, or angel investment firm as I would call it, Mercatus Capital. So we’ve been quite grateful to have investors who came in very early, even when the company was started. We are a Venture backed company that's principally one of the reasons why we were able to build a solution sitting in our lab before we went out into the market. And pretty much zero configuration - because of the nature of being on the web. It can be deployed in a matter of days as opposed to weeks or months. And this is because of a number of reasons: The number one reason is its truly low cost, which includes low capital cost, low risk, and low trial cost. ![]()
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