Healthcare

Healthcare

Between March 2020 and March 2022, over 100 million telemedicine services were delivered to approximately 17 million Australians. The Australian government invested $409 million to make telehealth permanent, whilst the UK announced £600 million for digital health infrastructure in April 2025. Patient adoption is equally impressive: 60% find telemedicine more convenient than in-person appointments, 55% report higher satisfaction with teleconsultations, and 74% of millennials prefer virtual appointments for routine care. These aren't temporary shifts; they represent a fundamental transformation in healthcare delivery.

I see this daily in veterinary medicine, where high burnout rates cost the sector upwards of $2 billion per year. It's a challenging environment with long hours, stressful workloads and patients that can't even tell you what's wrong. But I've found that the best way to boost performance and even increase capacity with maxed-out teams is to address the underlying operational issues.

The senior center, operated by the nonprofit North East Medical Services, will take over the existing two-story, 11,093-square-foot building at 25th Avenue and Noriega Street, according to a planning application approved in January. The new facility will serve as a primary care clinic for seniors, featuring a 1,620-square-foot activity room and 959-square-foot dining area - much like a sister location in Chinatown, which provides health care and community activities for seniors.

This couple faces a classic retirement dilemma-balancing longevity risk against lifestyle flexibility. Their $2 million portfolio ($1.4 million tax-deferred, $600,000 taxable) must bridge a critical gap: ages 62 to 67 (when Social Security starts) and 62 to 65 (when the pension begins and Medicare kicks in). During this three-year window, they need $95,000 annually with zero guaranteed income and must self-fund health insurance-likely $1,500 to $2,000 per month for a couple in their early 60s.

Q I manage an engineering company in the north-west, with a staff of about 50. Recruitment and retention are key issues, because staff are constantly being poached, and are then difficult to replace.

In 2025, the frequency of healthcare data breaches more than doubled. However, the number of patient records exposed has significantly decreased, indicating a shift in the data breach landscape, according to a new report from Fortified Health Security.

The world of medical practice management is changing faster than ever, driven by two simultaneous forces: escalating patient expectations and crushing administrative complexity. In my years working with healthcare organizations, I've seen these challenges evolve from nuisances into crises. Research by Bain & Company found that 65% of healthcare consumers want more convenient experiences, and 70% want more responsiveness from providers. They want instant answers to routine questions, immediate scheduling access and minimal friction.

As Theresa Defino recently reported, HHS OCR will prioritize risk assessments and expand its investigations into risk management in 2026. Alisa Chestler and Layna Cook Rush of Baker Donelson have summarized some recent recommendations from HHS OCR's January 2026 Cybersecurity Newsletter that regulated entities may want to pay increased attention to at this point: Patching Is a Required Risk Management Activity Legacy Systems and Unpatchable Vulnerabilities Are Not Excuses Unnecessary Software and Default Accounts Create Hidden Risk

The JP Morgan Healthcare Conference is back in town, and while biotech executives are 80% men, a renegade group of women executives took over Union Square in so many pink pantsuits it would have made Mary Tyler Moore proud. If you haven't noticed, the JP Morgan Annual Healthcare Conference is in town again, and the famed big-money biotech conference runs through Thursday. It's considered SF's second largest revenue-generating conference of the year, behind only Dreamforce.

Denise Kvapil has built her career in environments where decisions are immediate, outcomes are measurable, and accountability is non‑negotiable. From emergency departments to senior executive roles, she has led with a singular conviction: results matter more than rhetoric. "I define success by patient outcomes," she says. "If patients do better and teams grow stronger, then the leadership is working." That philosophy has guided her ascent through clinical practice, hospital operations, and executive leadership across complex healthcare systems.

"They were amazing... everybody was so professional and they really did put me at ease."

Fiona Wilcox, Senior Coroner for Inner West London, issued a Prevention of Future Deaths report to Health Secretary Wes Streeting, in which she said there were not enough beds or nurses to manage demand in A&E in both cases. She warned that while hospitals like St George's had put in place measures to try to manage demand, A&E departments were still exceptionally busy and a risk of further deaths remained.

When my mom was dying, hospice came daily and stayed for about ninety minutes. They answered questions, checked what needed to be checked, and did what good professionals do: They made a brutal situation feel slightly less impossible. And then they left. Ninety minutes go fast when you are watching your mother decline. The rest of the day stretches out in a way that does not feel like time so much as exposure. Every sound becomes a data point.