Read the Conversation
EF: With the complex political and economic landscape and major corporate restructuring, how do you perceive the upcoming year of 2023? Is it seen as an opportunity or a challenge?
SB: I firmly believe that every challenge presents growth and innovation opportunities. Although Mexico has faced numerous challenges this year, including high inflation rates, supply chain disruptions due to the pandemic, political turbulence across the region, and the upcoming US elections, I remain optimistic about the future.
While the healthcare sector has not been immune to these challenges, it has previously weathered similar storms and emerged stronger. Despite the current economic climate, it is essential to prioritize patient care and ensure that everyone has access to high-quality healthcare.
One of the most pressing issues facing the private healthcare sector is the high cost of healthcare, which has resulted in limited access for the majority of the population, with less than 9% having health insurance. Addressing this issue is critical in expanding access to healthcare for all.
EF: What attracted you to Auna's new project in Mexico, and what excited you about this role?
SB: Auna's philosophy aligns with my beliefs about healthcare - putting the patient first and ensuring high-quality care and patient safety. As in my previous work, I will uphold these principles. What particularly attracted me to Auna was the prospect of strong growth in Mexico. We started in Monterrey and planned to implement the successful model from Perú and Colombia here in Mexico and eventually expand it to other parts of the country. This was an exciting opportunity for me at this point in my career, so I decided to take it.
One of the challenges in healthcare is access, and Auna has a model that includes insurance. For example, 35 years ago, we launched oncology insurance that provided affordable access to excellent facilities and treatment for people with limited resources. It started at just $1.00 per month, with no deductibles or copayments, and now costs around $30.00 monthly. The Auna model offers a unique approach we have yet to see in Mexico. It allows for coverage of specific risks, such as cancer, which we are currently studying and hoping to implement. We are currently exploring ways to make this type of product more widely available in Mexico, and my mission is to implement and expand this model across the country successfully.
EF: What was the opportunity that Auna saw in Mexico last year to begin expansion into the country?
SB: Mexico is a vast country, more than twice the size of Colombia and Peru combined. The percentage of insured individuals in Mexico is higher in the northern region, especially Monterrey. Therefore, it is a good place to start expanding our insurance product. The main goal is to replicate the successful expansion we previously achieved in Peru and Colombia. We have learned valuable lessons from our experiences in these countries. Now, we plan to use that knowledge to grow in Mexico while adapting to the specific characteristics and pricing of the Mexican market.
There are still many areas with limited access to healthcare. One of the challenges in Mexico is the need for adherence to clinical guidelines for good-quality outcomes, which underscores the importance of bringing Auna's proven model to the country. By doing so, we can improve the quality of life for Mexicans and provide more healthcare options in underserved areas.
EF: What are the expectations for Auna's evolution in Mexico in the next five years?
SB: In the case of OCA, our hospital in Monterrey, we have a significant presence in the private healthcare market with 35 percent of the private beds. Our hospital is equipped with over 550 beds, more than 130 ICU boxes, and 48 operating theaters, making it a tertiary hospital capable of handling almost any medical issue. We have state-of-the-art equipment, including in oncology and cyclotrons, which are exclusive to the northern region of Mexico. Our well-equipped hospitals are ready to provide high-quality care to patients.
After perfecting our healthcare model in Monterrey, we plan to expand to other cities in Mexico. At the same time, we have some preliminary ideas of which cities to target. We are looking to expand in large under-served cities requiring a high-quality model of care. Our goal is to grow rapidly and provide access to quality healthcare to more patients in other parts of the country.
EF: How do you use technology, particularly AI, to improve patient outcomes and diagnostics in your operations?
SB: Our company has a dedicated committee responsible for assessing new technologies and their potential applications, including those related to artificial intelligence. However, it is a well-known fact that the healthcare sector, as a whole, has been somewhat slow when it comes to adopting new technologies. Even something as fundamental as the electronic medical record has taken considerable time to become widely adopted.
One potential explanation for this phenomenon is that healthcare professionals, including physicians, tend to be risk-averse and may therefore be reluctant to embrace new technologies once they are proven to be safe and effective. Machines can now suggest possible diagnoses, which physicians can review to determine their accuracy. At Auna, we have a dedicated arm called Auna Ideas and can provide more information on this topic.
We held a small symposium on artificial intelligence in the laboratory during our Congress in Monterrey. Physicians can make a diagnosis out of the knowledge of maybe a thousand cases, while AI has the ability to analyze millions of cases. This is particularly important in cases such as cancer, where early detection can significantly impact survival rates. Artificial intelligence is a promising tool in healthcare, especially in improving diagnostic accuracy.
EF: How do you attract and retain top talent as you expand across the country, and what skills are you seeking in future employees?
SB: Attracting talent is crucial in two aspects. It is not just about hiring the best physicians in the front office but also the best nurses who are always with our patients. They are the ones providing direct care and support.
First, we prioritize patient safety and quality of care. Patients always come first, even if it goes against economic interests or the opinions of insurance companies or private physicians. We always encourage our staff to prioritize patients' needs and do the right thing, even if something goes wrong.
Second, we focus on delivering the right kind of service, which includes treating patients with respect and compassion. Patients are often anxious and uncertain about their outcomes, so our responsibility is to ensure they are treated correctly and that their rights are respected. Service orientation and commitment to patient safety and quality are essential pillars in providing the best care possible.
EF: If you were to create a healthcare company in Mexico tomorrow, which startup idea would you pursue, and why do you believe it would make a meaningful impact on the country's healthcare sector?
SB: I would consider creating a company focused on electronic health record systems. Such a system could help with patient safety by providing a comprehensive medical history that tracks a patient's health records across different hospitals and sectors. For instance, a patient's past treatments, medications, and reactions can be accessed, informing future treatments and improving the quality of care.
Moreover, an electronic medical record system would allow patients to have their records transferred easily between hospitals or sectors. This can be especially beneficial for patients receiving care in the public and private sectors.
An electronic medical record system can be especially helpful for patients who take multiple medications and have complex medical histories, like the elderly. By tracking all the medications taken and their interactions, medical professionals can more accurately monitor patients' health and make informed decisions about their care.
There is a lack of a reliable electronic medical record system in Mexico. Many hospitals face similar challenges in finding an effective system that is efficient and compatible with their operations in Spanish. There are very good products in the United States and other parts of the world. However, they are only available in English and other languages. If you try to bring a similar product to Mexico, it would cost over 30 million dollars.
EF: How does the approach at your facility prioritize patient care over profit, and what benefits does this approach provide for patients?
SB: Clinical guidelines are a key aspect of quality healthcare that ensure good clinical outcomes, but they are not commonly followed in private medicine in Mexico. Physicians often rely on their beliefs rather than established guidelines that are easily available online. Guidelines are comparable to cooking recipes; specifying the order of actions to achieve optimal results and following them can improve clinical outcomes.
To improve care quality, Mexico needs to transition from fee-for-service to fee-per-clinical outcome. This would shift incentives for vendors, insurance companies, hospitals, and doctors to prioritize patients' needs over profit. Unlike some healthcare providers who keep patients hospitalized longer to increase revenue, our facilities prioritize quality patient care over profit and strive to serve a higher volume of patients with the same level of care.
