Read the Conversation
EF: Could you elaborate on the role Cerba Lancet is playing in Africa?
MG: Timely diagnosis is pivotal to healthcare, as it can significantly impact the progression of diseases and one's quality of life. We aim to establish a consistent quality standard throughout Africa, on par with global healthcare benchmarks in South Africa, Europe, the US, Japan, and Asia. We aim to achieve uniformity in equipment, processes, and skills across all African nations, from Kenya to Nigeria, ensuring everyone receives the same level of top-notch healthcare.
However, affordability poses a challenge. We strive to strike a balance between maintaining profitability and providing accessible healthcare. Leveraging economies of scale and innovation, we aim to reduce diagnostic costs to around $5, enabling communities to access vital diagnoses and transform lives.
Collaborating with governments, we work towards universal medical coverage, recognizing that private entities' involvement is vital in achieving these objectives. By improving healthcare quality, we not only save lives but also reduce global healthcare costs. Early-stage diagnosis leads to fewer hospital visits, decreased reliance on treatments like chemotherapy, and overall cost savings. Our mission is clear: to save lives through superior diagnostic services.
EF: What are the key factors involved in achieving sustainability in healthcare?
MG: To ensure long-term sustainability, enhancing efficiency and capacity is paramount. Over the past 15 years, Lancet has made significant strides, expanding its reach to numerous cities and communities. However, we face challenges due to the high costs associated with this growth. To attain full sustainability, we must leverage the economy of scale through partnerships, particularly with PHP, enabling access to quality primary care and hospital services for all.
Currently managing 3,000,000 patients annually, our infrastructure can handle ten times that capacity, reaching 30 million patients annually. By achieving this scale level, Lancet can reduce prices by 50%, promoting affordability and accessibility for a wider population. The foundation established over the years has made the business sustainable and profitable, but further growth allows us to maximize impact and foster affordability.
Throughout our journey, we've focused on improving lab quality, offering radiology services, fostering partnerships, conducting Continuing Medical Education (CME) programs, and facilitating skills transfer. Our collaboration with healthcare professionals from France, Europe, and the United States has enriched the efficiency and quality of care delivered in Africa.
EF: Does the government see the value of these transfer skills?
MG: The government acknowledges the value of skills transfer and has long been enthusiastic about it. Recently, we experienced a significant breakthrough when we partnered with the government in Zanzibar through a PPP. Over the past two years, 12 hospitals, including district, national, and regional facilities, were constructed. Recognizing the importance of skills impacting all communities, they entrusted us with their laboratory and diagnostic activities, which were previously challenging to manage.
Since our involvement, patient numbers have surged, with the regional hospital now serving an average of 300 patients daily, compared to less than 50 before. The government appreciates the commitment and accountability that private entities bring to the table, especially in achieving targets and budgets. This efficient and results-oriented approach has garnered increasing interest, with requests pouring in from Nigeria and Ghana.
The paradigm is shifting, with NGOs advocating for PPPs as a more sustainable model for community healthcare. The aim is to move away from yearly injections of funds and make a one-time investment that ensures ongoing sustainability.
As a private entity, we remain dedicated to generating positive healthcare outcomes while focusing on long-term sustainability. Embracing global PPPs, we seek to revolutionize healthcare systems in Ethiopia, Ghana, and Kenya, effecting meaningful and lasting change."
EF: Trends identify Women’s health as a point of focus. Could you elaborate on the role you are playing in Women’s health?
MG: Building capacity and adapting COVID-related technologies, such as PCR, has been our top priority. Our experience in Sub-Saharan Africa, particularly with HPV screening for women, has been significant. However, challenges arise due to the absence of consistent guidance and guidelines from the Scientific Committee, particularly in West Africa.
To address this, we are actively working with researchers and experts to tailor screening protocols for each country, accounting for varying sexual activity patterns among women. Our goal is to make screening accessible, cost-effective, and scalable. Introducing self-collection kits for sample collection has proven successful in France, South Africa, and Kenya, and we aim to expand its adoption, ultimately increasing the number of women screened.
Screening plays a pivotal role in detecting various pathologies, including breast cancer. Unfortunately, limited mammogram access and a lack of comprehensive screening approaches pose challenges. By advocating for the widespread adoption of 3D mammograms and promoting the incorporation of ultrasounds alongside mammograms, we aim to improve the screening experience and reduce unnecessary stress for women.
Another pressing matter is the inadequate allocation of resources for Women's Health in clinical trials budgets. We are committed to showcasing the value and potential for profitability in Women's Health to stimulate increased investment and recognition within the healthcare industry.
Through training initiatives and raising awareness about the importance of comprehensive screenings, we strive to empower the entire healthcare industry to prioritize Women's Health and save lives.
EF: How are the different levels and rates of adapting, like your interpretive areas?
MG: Having a local presence is key to successfully managing 14 countries. In Africa, particularly South Africa, we maintain a small headquarters with just 25 people, while we employ 2,000 individuals across the continent. This approach ensures sustainability and allows us to establish a strong local foothold in each country.
We prioritize partnering with the right managers and stakeholders in each region to achieve this. We emphasize local empowerment and build everything with the support of our group, which provides strategic assistance in areas like HR, marketing, and procurement. However, day-to-day operations are managed locally, with global guidance and solution tools offered by our headquarters.
While we fund the initiatives, the execution, and implementation are carried out at the local level. This localized approach enables us to adapt to specific regional needs and foster a greater sense of ownership and commitment in each country.
EF: As you work with partners in different countries, how do you select them? What criteria make them your partners?
MG: As a unified group operating in 14 countries, we establish local entities in each country to obtain licenses and operate effectively. While our group primarily owns these local companies, we aim to collaborate with local partners, typically pathologists or doctors, who bring valuable expertise and knowledge of the local healthcare landscape.
Through partnerships and acquisitions, we integrate existing laboratories and leverage their processes, tools, skills, and reputation. We prioritize working with local partners or pathologists in all our operations, recognizing the significance of existing ecosystems and stakeholder management.
Understanding and respecting each country's rules, behaviors, and culture is paramount. While we have our institutional culture, success lies in integrating the local culture to create a harmonious blend that generates greater value. This approach contrasts with unsuccessful attempts by other companies that disregarded the local culture in their expansion efforts.
We emphasize combining South African and local perspectives to design tailored products and services for each market. Preventive medicine and other healthcare needs vary from country to country, and we adapt our offerings accordingly to meet specific requirements.
EF: How would you want to be remembered as your fifth-anniversary approaches?
MG: What matters most is the collective achievements of our company. Personal branding isn't significant to me; I'm driven by the desire to save lives for over 3 million people. It's a team effort involving pathologists, nurses, technologies, and everyone at HQ.
In Africa, healthcare isn't always the top priority for many due to other pressing needs like food and housing. As a continent, we must work together to address this challenge and improve the quality of life by increasing GDP and focusing on healthcare.
Healthcare is a key component in generating value and creating wealth for the future. In Africa, if people die prematurely, the potential for economic growth and prosperity diminishes. Investing in healthcare is essential to improve Africa's overall well-being and GDP.
