Read the Conversation
Meeting Highlights:
- With its beginnings in June 2021, its official launch in February 2022, now covering 44 specialties, 71 sub-specialties, and connecting 224 hospitals.
- Being the largest virtual hospital globally, providing advanced virtual care. Focusing on improving patient care quality.
- Pioneered virtual healthcare, addressing challenges in physician adoption and patient access across age groups through robust protocols and enhancing patient experience
- Developing new strategies for sustainability and expanding the business model internationally
- Driving real transformation in the healthcare domain through digital innovation
- The importance of Data: "Data as the new oil."
EF: SEHA Hospital now has a network of over 200 hospitals within three years of its inception, a clear testament to your progress in a fast-paced digital world. Could you elaborate on its development and share your current top priorities?
MA: We are inspired by Vision 2030 in the Kingdom, particularly by the healthcare transformation program that is part of the initiative. Our goal is to achieve its objectives. Vision 2030 is built on three pillars: a vibrant society, a driven economy, and an ambitious nation. Our work began at the end of 2020, during the pandemic, when we launched a telemedicine platform to assist patients and provide essential healthcare services virtually, helping to prevent the spread of infections. At that time, we were given a clear mandate and mission to build one of the best healthcare systems in the world. We translated this mission into strategic objectives, which include increasing access to care, improving efficiency, enhancing the patient experience, promoting knowledge transfer, expanding excellence in healthcare, and achieving better outcomes. We launched the first SEHA Virtual Hospital platform on June 1, 2021, starting with just three specialties: hematology, rehabilitation sub-specialties, and virtual radiology. At that time, our network included only 30 hospitals. We quickly explored new opportunities and identified gaps we could fill, expanding our services significantly. By February 2022, we officially launched SEHA Virtual Hospital with comprehensive and integrated services. Our offerings cover critical care, including virtual ICU and stroke services, and medical support services, such as virtual radiology and specialized clinics. Patients from cities across the Kingdom can take consultations from the comfort of their homes with the support of their families and avoid travel, adding a positive financial impact. We have activated multidisciplinary committees, with two currently in operation: one for cardiology, which now extends services to seven countries outside the Kingdom, and another focuses on tumor care. Also, offer a Consult Plus program, which provides specialized consultations to support more than 600 primary healthcare centers.
Today, our network has expanded to include 224 hospitals. Our services cover 44 specialties and 71 sub-specialties, serving over 300,000 cases. We have received Diamond-level accreditation, the highest possible recognition, and we are proud to be the first virtual hospital globally to achieve this accreditation. Additionally, we hold the Guinness World Record for being the largest virtual hospital in the world.
During our journey, we encountered various challenges related to infrastructure and technology, as well as change management, training, and resistance from people regarding using our virtual services. Our primary focus in 2025 is to enhance the quality of our services and share our achievements with the healthcare sector. Our challenges were not solely related to technology, as we activated a comprehensive service that adheres to government regulations and protocols. Virtual care still lacks standardization, which positions us as pioneers and leaders in this field. We prioritize sharing our accomplishments and exchanging knowledge within the healthcare sector, both in Saudi Arabia and beyond, and strengthen our capabilities in artificial intelligence. Our goal is to introduce more technology and AI-generated initiatives. We see significant potential in medical devices, IT infrastructure, and preventive solutions, and we are working to leverage these tools to improve patient engagement and ensure better health outcomes. Another key priority is to incubate innovative and emerging technologies in our digital clinical trial center, which we launched a few months ago. This year, we aim to incorporate five solutions from other major global entities for clinical trials at SEHA Hospital. This could potentially change the conversation around clinical trials.
EF: Could you elaborate on the digitalization processes and the learnings SEHA Hospital can share with the global business community?
MA: The learning and knowledge we can share globally encompass various tracks and aspects. There is a focus on government regulations, and collaboration is essential to ensure that the services provided are safe and of high quality. We possess expertise in technology, and it is crucial to utilize the best technologies to their fullest advantage. Additionally, we train practitioners to deliver high-quality care based on protocols designed to uphold the highest standards. We have already initiated collaborations with the World Health Organization (WHO) and the World Economic Forum (WEF) and are committed to building global alliances for virtual care.
EF: What has your experience been in reshaping within SEHA Virtual Hospitals the protocols and training new physicians to work with modern health models?
MA: We created most materials from scratch when activating the telemedicine platform. We started by conducting online workshops to train practitioners to deliver services effectively. These workshops cover essential topics such as interacting with patients, starting and ending conversations, and more. These steps are crucial, as patient satisfaction hinges on our service quality. In our teleconsultation and virtual clinic services, we measure patient satisfaction through surveys sent after they use our services. We designed these surveys to address various aspects, including technology and physician interaction. In addition to direct patient services, we offer virtual services to hospitals, such as radiology and ICU support. Moreover, we have a supervisory role under the Ministry of Health, overseeing the virtual clinic facilities. I lead a dedicated team focused on patient experience, responsible for providing analytics, reports, and feedback. Every quarter, I review satisfaction percentages and other feedback to identify areas for improvement in our services and to address any technical issues. This is an ongoing process, and we continuously learn and adapt to enhance our offerings. We are in a constant loop of innovation, which requires significant effort, flexibility, and adaptability.
EF: Who are the primary consumers of virtual health services? Is its use primarily a generational trend, with only younger populations engaging? How challenging is it to provide access to various age groups?
MA: Regarding demographics, our consumers are eligible patients from the general population. We operate under the SEHA Virtual Hospital but plan to extend our services beyond the Ministry of Health facilities soon. Our services are available to all eligible citizens and residents. We offer a 24/7 clinical consultation service accessible to the entire population and in multiple languages. Approximately 3 to 4 million guests annually visit Saudi Arabia during a specific season. Our services are also available through a hotline staffed by a diverse pool of doctors who can communicate in various languages.
Our consumers' age and ability to use technology can pose challenges. To address this, we have introduced a preliminary step in our protocols. Before a user can make an appointment, a team member calls the patient or caregiver to ensure that the patient can navigate the application. If they are uncomfortable using it, we offer services over the phone instead. We are actively working on making the experience seamless for the patient while maximizing understanding, and outcomes.
EF: What are your ambitions or visions for adopting a B2B model to provide your services globally? Or even a B2C approach in a large geographic area?
MA: We are developing a new strategy for SEHA Hospital, with a strong emphasis on sustainability. One of our main priorities is to define and design business models that allow us to provide services to more sectors and countries beyond the Kingdom of Saudi Arabia. Expanding our services internationally will also require diplomatic agreements. In 2022, we introduced a new service focused on disaster response, which can be activated when needed. During the 2023 earthquake outside of the kingdom, we assisted victims by sending telemedicine tents equipped with iPads and devices integrated with our platform to the affected areas. This allowed us to connect patients with our medical team at SEHA Hospital, enabling us to offer essential services such as pediatric care, infection treatment, consultations, and prescribed medications. Today, we have the infrastructure to respond rapidly within Saudi Arabia and internationally. Our teams can be active and on-site within 72 hours to deliver critical services and support.
EF: Data as a natural resource: What will the future of data be in healthcare?
MA: Data is akin to oil in today's technological revolution. Data and artificial intelligence have the potential to change the world significantly. With the data currently available, we can develop an increasing number of algorithms to assist in various areas. The Ministry of Health has a dedicated office responsible for data, and we are collaborating to validate the AI model. We adhere to the regulations established by our cybersecurity and data management office and the Saudi Data and Artificial Intelligence Authority (SDAIA). One of the essential requirements for any company operating in Saudi Arabia is that the data must be hosted within the country. At the beginning of 2024, we initially focused on specialized services, then broadened the services to make a significant difference.
As the number of cases escalated, we found we could help people by supporting their needs during this escalation. Based on comprehensive data from the Ministry of Health, which includes extensive information from about 300 hospitals and 2,400 primary healthcare centers nationwide, we requested data on individuals with high-risk factors. The Ministry provided information on 7,000 patients. At SEHA, we established a Virtual Health Advisors Team, a proactive multidisciplinary group that reached out to these patients. We encouraged them to schedule appointments with their family or primary healthcare doctors to address the identified risk factors. If necessary, we facilitated internal referrals to our psychiatric department. Last month, the medical team informed me that they identified four patients with cardiological issues, and we successfully referred them to our cardiologist. Throughout 2024, we served 3,000 patients and additionally expanded our efforts by providing remote monitoring devices to selected patients based on specific criteria. We engaged with them in a six-month program, tracking the effects of weight and blood pressure, among other indicators, on their health. This approach illustrates the clear benefits of data utilization. It has also encouraged monetization, with numerous entrepreneurs and startups seeking to validate their algorithm models, which would not be possible without access to this data. We are at the forefront of transforming healthcare by connecting investment with health and creating opportunities through effective health management.
EF: What legacy are you building, or what do you hope to create?
MA: I am incredibly proud of what we have accomplished so far. Creating the virtual hospital has been a completely different experience, leading to significant global achievement and a genuine transformation in healthcare. We will continue to work hard to realize our vision by exploring all opportunities, enabling innovation, and leveraging emerging technologies. We aim to find new solutions to help patients and improve healthcare outcomes.
Having a clear mission and believing in it is essential. By investing in your people, trusting them, incorporating innovative technologies, and placing the patient at the center of care, lives can be saved, and new global standards can be established. Focusing on the patient and embracing new technologies will transform and alter our perceptions of healthcare.
This success was not just about technology; it was about trusting our teams, empowering our healthcare workforce, and prioritizing every patient—no matter where they are.
