Becker's Hospital Review

24 INNOVATION Robot pills and telenutrition: The startups Northwell, Mayo and Memorial Hermann are investing in By Naomi Diaz L arge health systems are fueling healthcare innovation by making their own investments in biotech, therapeutics and health tech by supporting intriguing new startups. Here are four investments health systems have made since Jan. 5: 1. Houston-based Memorial Hermann Health System is investing an undisclosed amount in telenutrition company Foodsmart and is joining the company's Foodscript Network as a founding member. 2. Northwell Holdings, the venture capital arm of New Hyde Park, N.Y.-based Northwell Health, poured $45 million into data analytics company Holmusk. 3. The venture capital arm of Houston-based Memorial Hermann participated in a $375 million funding round for Monogram Health, a home healthcare company specializing in providing care and benefit management services to patients with polychronic conditions. 4. Rochester, Minn.-based Mayo Clinic has obtained a stake in Endiatx, a startup making a pill-sized robot to diagnose digestive conditions, under a know-how licensing agreement with the company. n JPMorgan wants to bring back 60-minute doctor's appointments By Molly Gamble T he demise of Haven — a coalition of three big employers aiming to lower the cost of healthcare for their workers — was met with a surprising reaction from Jamie Dimon, CEO of JPMorgan Chase: "We want to do this again." A Dec. 6 report from Bloomberg details some of the aermath of Haven's end and also the origins of Morgan Health, the bank's second go at lowering healthcare costs that was rolled out in spring 2021. While still in its early stages, one tenet of its strategy is a return to basics, including appointments between clinicians and patients that take at least 30 minutes if not an hour. Haven was the healthcare partnership formed in 2018 by Amazon, JPMorgan Chase and Berkshire Hathaway with an aim to lower healthcare costs for their 1.2 million workers. It disbanded in 2021. As its end neared, Mr. Dimon set out to learn what had gone wrong. When he asked the question of Bill Wulf, MD, CEO of Central Ohio Primary Care, the internist told the businessman the initiative had moved too slowly. A virtual care program drew in only 150 people in Ohio, for example, before it was scrapped. Shortly aer the debrief with Dr. Wulf, Mr. Dimon assigned a lieutenant to restart the work on lowering employer healthcare costs, this time focusing on JPMorgan Chase alone. at leader was Peter Scher, vice chairman with the bank, who had his doubts at first. "ere are a lot of things we could be spending our time on," he told Bloomberg. "I was perfectly prepared to go back to Jamie and the operating committee and say, 'Listen, it was a good try.'" Mr. Scher stuck with it and brought on Dan Mendelson, founder and former CEO of healthcare advisory group Avalere Health, to lay the groundwork for JPMorgan's second healthcare attempt. Mr. Mendelson, who had been a skeptic of Haven, spent three months craing a strategy and playbook that recognized where Haven had fallen short and avoided repeated mistakes. He signed on to lead the group, dubbed Morgan Health. e group has made more headlines since its launch than its predecessor Haven, which premiered with much bravado but went nearly a year without releasing any news except for its name and a new website. In fall 2022, Morgan Health opened three advanced primary care centers in Ohio for a total of five and formed a healthcare venture capital team targeting early- to later-stage healthcare companies with innovations in areas like genetic medicine, autoimmune diseases, cardiometabolic diseases and rare disorders. It also hired Cheryl Pegus, MD, Walmart's executive vice president of health and wellness, as a managing director. Morgan Health's strategy is marked by what appears to be common sense and a return to basics, including the placement of clinics in office building atriums — "a full-service practice where employees can develop long-term relationships with primary-care providers, wellness coaches, mental health providers and care coordinators." All appointments are booked for at least 30 minutes with many going an hour, according to Bloomberg. Patients generally see the same practitioner for each visit to build long-term relationships. Clinicians' payments are tied to goals like avoiding emergency room visits, providing cancer screenings and keeping high blood pressure in check. If it plays out as designed, JPMorgan says the investment in prevention and primary care will curb high-cost services and hospital stays, ultimately leading to meaningful savings. e goal is to " identify high-risk patients and then bubble-wrap them," Dr. Wulf told Ohio business leaders in an October meeting, Bloomberg reports. "How do we keep you out of the hospital?" JPMorgan has opened five clinics in the area of Columbus, Ohio, which will also be open to other employers who want to sign on. e clinics and primary care centers are managed and staffed by Vera Whole Health and Central Ohio Primary Care. JPMorgan is seeking "like-minded" medical groups in markets like New York, Chicago and Dallas where it has hubs of workers, Bloomberg reports. n

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