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Meeting highlights:
- GE HealthCare’s Priorities: Leadership in precision health through early diagnostics, advanced therapies, and monitoring. Very strong focus on nuclear imaging and AI-powered devices.
- Partnership: Aiming to become the industry partner of choice for the Spanish healthcare sector.
- Theranostics are the Future of Precision Oncology: GE HealthCare fosters strategic collaborations in Spain for theranostic research.
- Strategic Importance of Spain: a “living lab” with various ecosystems, strong economic growth, lower labor costs, a high-skilled talent pool, and robust infrastructure.
- Local Innovation & Partnerships: GE HealthCare has strategic partnerships with local hospitals and universities for the development of AI algorithms and hardware. Building a national innovation ecosystem in healthcare.
- Talent Development & Culture: GE HealthCare fosters intellectual curiosity and continuous learning. Employees are encouraged to self-learn and stay updated on healthcare advances.
- Personal Reflections: Proud of GE Healthcare’s positioning as a trusted long-term partner to customers in Spain, establishing a company culture of openness and excellence, and building a respected team of talent within GE.
EF: GE Healthcare is actively supporting the healthcare system and driving sustainability through innovation. How does this mission shape your priorities for 2025?
LC: Our key priorities are set beyond 2025, with the aim to continue for several years while changing in content.
The first priority is to become a leader in precision health, which we define as earlier diagnosis and better health. Achieving this involves two levers: pharmaceuticals and cutting-edge technology. On the pharma side, we are introducing new tracers and advancing molecular imaging. Traditional imaging gives an anatomical view, while molecular imaging focuses on the metabolic aspect. We are working on new tracers and contrast agents to strengthen this approach.
On the technology side, we are pushing forward with AI-supported devices. The FDA recently published a chart tracking approved AI-based devices. We are proud to lead the field with 100 AI solutions. Radiology and imaging, along with cardiology and oncology, are at the forefront of AI adoption, and in all these areas, we are particularly strong.
The second priority is becoming the partner of choice for our customers. This means supporting them sustainably and for the long term. Sustainability comes not only from introducing new technologies but also from helping customers improve processes and efficiency. Healthcare is full of highly qualified professionals, but also significant inefficiencies. There is much to be done in reducing variability and making processes leaner. We work on this from several angles. For example, we have delivered over 1,000 hours of lean projects with customers, which has helped us build trust and stronger positioning.
Beyond process work, we are also advancing with initiatives like the Command Center solutions. Although we do not yet have major projects in Spain, we expect them soon. A Command Center displays key hospital KPIs and forecasts on large screens, allowing teams to spot bottlenecks and act immediately. While it is a technology solution, its real power is cultural, transforming how hospitals work and make decisions. Globally, we are leading in this space, and Spain is next on the horizon.
EF: Diving deeper into GE Healthcare´s initiatives in theranostics. What role do you see Spain playing in advancing this field and transforming research, treatment, and diagnostic innovation locally?
LB: Let me start with the concept of Spain as a living lab. Spain offers a unique mix of ecosystems within one country. We are not too big to be slow or too small to be insignificant. We have agility, excellent professionals, and a healthcare system spread across 17 regions, each with its own policies, alongside a strong private sector. Combined with a solid team at GE Healthcare, this makes Spain an ideal place to test new approaches.
On diagnosis, statistics clearly show that molecular imaging is set to grow rapidly. This is driven by new tracers that enable diagnoses previously impossible, but also enter into the therapeutic space. That is the essence of theranostics. Using the same transporter that identifies diseased tissue, you can also deliver a treatment. For example, we can detect Alzheimer’s disease by identifying specific proteins in the brain. Using the same pathway, someday, we might be able to deliver a molecule that treats the disease, as we do today with prostate cancer. This is true precision medicine: targeting only the diseased area instead of affecting healthy tissue.
The growth potential here is enormous, and we are well-positioned. We already have a strong foundation in molecular imaging, so we are in the right place at the right time. To succeed in theranostics, you need the full process: production of FDG through cyclotrons, the tracers themselves, and the supporting technologies. GE Healthcare covers this end-to-end, with a broad portfolio in molecular imaging and digital solutions across SPECT CT, PET CT, and PET MR.
We are also expanding through acquisitions and partnerships. A recent example is MIM, a leading company in the digital space. Customers have been particularly excited about this acquisition, which strengthens our capabilities. Partnerships are equally key. For instance, we work with Hospital Gregorio Marañón in Spain, which leads in diagnosis, and we recently completed a European-funded project with them. Another multi-country project in cardiology has just been closed, and more collaborations are underway.
EF: Why is a dollar invested in Spain better invested here than anywhere else?
LB: There are many reasons Spain stands out, and not in any particular order. First, the economic situation. Spain is currently one of the fastest-growing economies in the EU. Last year, it led the pack, and this year it is again expected to be among the top performers. Second, labor costs. Compared to much of Europe, Spain remains very competitive, with solid flexibility in the labor market. Third, strong public support. Programs like the Next Generation EU funds are fueling industrial development. Last year, for example, we secured mid-scale R&D funding under this framework, showing the support is there if you know how to access it. Fourth, public administrations are highly accessible. There is a genuine appetite to attract and support development, with doors open and a willingness to collaborate.
Fifth, infrastructure. Spain offers a robust network of roads, railways, ports, and airports, making it a natural hub connecting the Mediterranean and Atlantic. It serves as a bridge to Latin America, North Africa, and Northern Europe. Within Spain, logistics and connectivity are excellent, supported by a strong pool of university graduates and skilled professionals. Finally, Spain offers political and legal stability. Compared to many markets, the environment combines security, manageable costs, and flexibility in operations. Altogether, Spain is a very attractive place to do business.
EF: Spain is becoming a healthcare hub. How is GE Healthcare tapping into the opportunity? How do you leverage Spain´s spirit of innovation?
LB: At one of the last radiology congresses in Málaga, the mayor himself attended, stopping at the booths to meet company CEOs. When he visited ours, his message was very clear: “Invest in Málaga, and we will find the means for you to do it.” This anecdote shows the appetite Spain has for development.
Spain truly is a strong hub for healthcare. Clinical studies are a perfect example, where Spain is among the leading countries worldwide. This leadership is especially visible on the pharma side, sending a clear message that Spain is an excellent place to invest. However, on the medTech side, the potential is still emerging. We collaborate with several local companies, actively building an ecosystem through partnerships. A good example is a project we won last year to develop new technologies in prostate cancer, in collaboration with Hospital La Fe and the Polytechnic University of Valencia. Together, we are developing both hardware and AI algorithms. This is exactly the type of initiative we want to expand: regionally rooted projects that combine healthcare institutions, academia, and technology to drive meaningful innovation in Spain.
EF: How do you keep your employees motivated and engaged, and also make sure they have the right skill sets?
LB: If you do not get excited in our sector, you probably have no blood. It is as simple as that. We work hard to engage our people, with initiatives across many areas aimed at making this a great place to work, reducing attrition, and ensuring our teams truly want to be here. When it comes to keeping people engaged and up to speed, we specifically look for those with a real appetite for intellectual growth. That is the profile we seek.
Our sector has no clear endpoint; it is a black hole of knowledge. You could keep learning forever and never finish. People have a choice: go through their careers passively, just doing what is asked, or step up to influence and drive change. My challenge to the team is simple: learn, learn, learn. Personally, even on the bike or while exercising, I watch something on my tablet to learn; often about diagnostics, sometimes about other topics in our field. That is the mindset I encourage, because the more knowledge you gain, the better you can support customers and become the trusted partner they need.
EF: Looking back on your experience, what are the achievements you are most proud of?
LB: For me, it is about the positioning we achieved, both externally and internally. Externally, we are now a respected partner in the market. We have strong people, and despite the huge challenges in our sector, like rising costs, an aging population, and labor scarcity, we continue to help our customers by listening, understanding, and connecting the dots to truly support them.
Internally, we have built a strong reputation within GE Healthcare. We may not yet have a large manufacturing plant or R&D center, though I hope we will one day, but we are a credible team. People listen to us, and many of our professionals have gone on to take broader roles. In that sense, we are also an exporter of talent, which makes me proud.
We have created a culture, one where people can give their best, raise concerns, and feel respected regardless of gender, race, or age. We are flexible, trusting people to deliver without micromanagement. Not everyone will find the cultural match, but those who do tend to stay for the long term.
