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We have four experienced doctors (alternative medicines) in our team.

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We are working with a Human Development program. This solution is one of our endeavors. To know about it, please visit— www.truehumandevelopment.webs.com &
www.maha-manan.webs.com & www.mahavad.webs.com & www.hdip.webs.com
Also search= MahaDharma / MahaManan / MahaManas / MahaVad.

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Eric Gehl and Olivier Audouze, the two co-founders of Hakisa have already launched and contributed to the international success of various mediation platforms. Eric Gehl worked for 18 years as an executive manager in the digital media, software and telecommunication industry. Olivier Audouze has 21 years of experience in the software and telecommunication industry, with an expertise in product marketing for software and the execution of strategies increasing market shares. Developing the Hakisa solution, this expert know-how is now applied to solve the problem of the usability digital divide.

The Hakisa Team is working with the agile software development framework method scrum with 2 week sprints. Composed of marketing and resource and development specialists the Hakisa mediation platform is newly released every 14 days. The two co-founders bring their sales and business development competence and experience which are required in the target and silver economy market.

The target groups are primarily seniors, their helpers, their local associations and their families who have access to the internet. As digital service and contents impact increasingly our lifestyle, the victims of digital divide are actually excluded from numerous online opportunities and activities. Not being in the mainstream of internet users is becoming a true social divide and a challenge in today's economies. The targeted group is also a challenge for businesses, administrations and institutions as not accessible digitally.

Almost all economies are increasingly becoming depended on digital services which might not be a challenge for Net Geners but will certainly be for non-internet users. Hakisa.com will help millions of people to stay in the digital evolution race and will give them access to all opportunities the internet offers. A greater component of the social link will be increasingly digital in the future.

Connecting seniors and their families with professionals from different service sectors (e.g. e-health and e-commerce), Hakisa.com is pioneer in offering a cost effective user friendly and fun solution to tackle the recent evolution of demographic change and its consequences.

After just a few months, Hakisa counts already 15.000 users benefiting from the different services that are already available on the platform.

Our goal is to improve the life of as many seniors and their families as possible. After a national and west European roll-out, the Hakisa platform will be available worldwide in 2015 with most languages of developed countries and in a position to serve potentially near 400 million users.

Insurance background (2 persons); 1 specifically within healthcare, which initiated a project to provide healthcare outside the EU. Another person has worked as a manager at the finance department in a large insurance company.
My own background is banking, with which I have experience in financing healthcare institutions. Also, I am known with the regulations and limitations in long-term healthcare.
I hired 2 freelance marketing and programming experts.
The project is backed by a director from a nursery home in the Netherlands, which advises informally.

Currently I am the only person fully active for the foundation, therefore all responsibilities and decisions are ultimately made by me. The foundation has an advisory board (currently 2 members), which holds me accountable for decisions made and strategy. They can also expel me.

Elderly (55-80 years) that want to stay abroad for several months per year, but are depending on basic long-term care. Within this group, 2 different targets can be distinguished: former immigrants (that want to spend some of their time in their country of origin; mostly outside EU) and native dutch citizens, that want to enjoy milder climates (mostly southern Europe).

Long-term healthcare can also be provided for less in southern European countries then in most northern European countries. Unfortunately, most European countries limit the possibilities to enjoy retirement, without losing the financial support they would be receiving while staying at home, or spend their time in a nursery home.

Better healthcare can be provided for less. With the challenge of an aging population and rising rising public expenses on healthcare, society is losing an opportunity by limiting elderly to go abroad. The current healthcare system, doesn’t meet the demands and possibilities of the modern society. Freedom of choice and international mobility should be enhanced to meet the modern day demands. The Crossborder Choice enhances the international mobility and freedom of choice by talking with regulators, national institutions and other stakeholders to improve the healthcare system.

Foundation The Crossborder Choice is established in the april 2013, hence there is no data to proof the impact of its activities. Nevertheless proof can be found in the number of native dutch retirees going to southern Europe for the winter months, which are estimated around 300.000 every year. Besides this, there is a growing group of former immigrants reaching retirement age.

1. A partnership with an organizations in 3 key-stakeholder groups: insurance companies, healthcare institution (nursery homes/ home care) and regulative authorities, in order to make a cooperative program that allows elderly to live half in the Netherlands and half abroad.
2. Pilot trip with a large group (minimum 30) from the Netherlands staying abroad for a longer period.
3. 1000 members that went with the foundation for a longer period abroad.

GIY and onsite co-operative allotments would build community, increase production to serve more marginalised people and fully integrate nutrition for all, across generations. Organic waste could act as renewable energy source to reduce operating costs. Comfortifi.com centres could become local well-being centres for all ages. Cookery skills learned by unemployed, will be brought back into homes, addressing poor nutrition in low-income families, hopefully inspiring healthy living and teaching the younger generations a new skill of 'living good with food'.

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It is very diverse, there are social workers knowing the problematic and discussing the possible solutions, lawyers that assist in the legal side of the project , project officers who work together with architects creating new ways for living together, .... a social housing society ( Ideale Woning cvba). So we cover the social and technical /legal dimentions that we are dealing with.

There is an administration board that exist of al the partners, who share the tasks. Our CM office does the 'projectrunning' side. ACW brings the board together. Ideale Woning works on the real estate sector. For legal advices we contact COOPBURO.

Espescially elderly who want to live @ home and have the possibility to expand their home for others. So they want to live with others on a cohousing site. Elderly who have the need for extra help are very important, they have to want, to agree that someone will help them.
The people that are going to participate will be wanting to support eachother and be prepaired to do something extra.
We also want to attract families who can't afford a home by itself. With this project they sometimes can live in an environment that is very attractive for a familie without paying to much.

We want to give everyone the possibility to live in the place where they want. We hope to start on two or three sites. We have interested focus groups. One are people living in the same street, they want to set up a collective assisted home in their own street. One group does already live together as a non-profit association, but want to turn it into a cooperative association, still with a non-profit view. Last but not least, a home for handicapped people is wanting to become one of the first cooperative sites of our initiative...

By living together the tolarance within the society can be elevated. And we hope to increase a number of better and safer houses for young&old. So there will be less people be stressed to find a affordable and reliable house.

Because the project isn't really started yet, we haven't made an impact. Unless, there is a lot of and a growing interest ...

- Testing the feasibility of the trialproject. And doing something with the work points that come out of the evaluation.
- Working out other projects and searching people for these projects.
- Making the project familiar to others
- Realising NOWA site(s), which means:
a) project development ( financial, legal, strategy, ... publising statutes, project prospection,...)
b) communication and publicity
c) fundraising to establish the cooperative organisation
d) buying and building of site(s)
e) people management: public participation en responsabilities
f) managing the care

Our team (3 elements) has a rich professional background and brings important competencies to our initiative. Two of its members have a degree in gerontology; one has also a PhD in Gerontology and Geriatrics and the other is a Master Student in Gerontology. They have experience in the development and coordination of community interventions for old people, related to intergenerational activities, active aging, and dementia caregiving. The third element is a psychologist and a PhD Student in Psychology, specialized in collaborative approaches and interventions with multi challenged families.

Since we do not have an organizational set, we can only refer to a committee of business development or direction, consisting of three elements.

We have identified a primary segment of customers: people aged ≥ 50 years (both genders), with educational background and living in the city of Aveiro. This characterization is the result of the preliminary analysis of our market study.
A second segment customers include family members and friends of these people, as they may acquire these services to offer to the older people an experience in any of the types of our services (e.g., a daughter who wants to offer to her 62 years old mother the creation of a personal development plan or 1 year of cognitive and functional stimulation sessions).

The main impact we pretend to achieve near our customers is their empowerment and, by promoting their self-esteem, social participation and personal fulfillment, contribute to their positive and active aging.

We intend to help to break down myths and stereotypes regarding old people and, by promoting family relationships and an intergenerational approach, contribute to the development of a more inclusive society.

Since we haven’t implemented our initiative yet, we can’t identify impacts already achieved.

The milestones for further developing, implementing, and establishing our initiative in the next three years are:
1. To develop a beta version of the project with our target audience, in order to test our approach and services and adjust our intervention;
2. To develop and complete the business plan of our company so that we can start our activity and implement the company.
3. Start the activity, through the provision of our services, and evaluate its impact.

Our value proposition is that we provide quality in-home senior care service not only complementary to facility-based solutions but also with high degrees of care than traditional live-in service, which makes the elderly live at home in a comfortable and healthy way.

Our target customers include 1) the elderly of high-income families in high-end communities who prefer to live home; 2) the middle class Chinese families who need help but cannot get a bed in retirement homes.

We will reach our future customers through opening a physical display office near the community, distributing promotion brochures to residents, and cooperating with local healthcare institutions to harness their recommendation.

We plan to develop a business model for delivering in-home care. In the model we will identify our potential customers, define our service offering, search potential partners and recruit experienced nursing professionals.

There are uncertainties in negotiation with local health care institutions and recruitment of experienced nursing professionals. We will try to convince local health care institutions that we provide in-home senior care as a supplement to hospital-based treatment and facility-based solution. In terms of recruitment, we will work with nursing schools to hire their graduates.

More customers: we intend to roll out our business to other communities in Shanghai.
More services: we intend to expand our offering to make our service more attractive.

We have done extensive market research, competitor case study, customer survey, high-level financial modeling about the project to make sure that this model can work. We are currently preparing to set up an in-home care service company.

We plan to offer in-home care service to thousands of seniors, with 200-400 in-home care associates, covering dozens of communities within 5 years. Our revenue will reach Rmb50-100 million revenue at that time.

Easy and fast AF detection and start of anticoagulation by primary health care providers will reduce unnecessary strokes and costs. This will increase Qualy's at a low price.

In developed countries the MyDiagnostick is used by general practitioners, neurologists (in case of cryptogenic stroke), geriatricians, internal medicine specialists, and cardiologists. At present, several pharmaceutical companies recognized the importance of this tool for detection of new AF patients which need anticoagulation and have purchased MyDiagnostics devices.
In developing countries our main customers will be primary health care providers.

In the developed countries, we increase awareness of the importance of AF detection by educational programs. Furthermore, 2 large screening programs in the general practitioners office are planned in The Netherlands and the UK. Several cardiology departments have purchased MyDiagnostics to follow-up treatment on their AF patients. Also clinical programs are under way in the area of the geriatric population and patients with cryptogenic strokes.

Development, sales and marketing of the MyDiagnostic.
We recently received CE approval. Next year we plan to enter the US market and will file for 510k FDA-approval in 2013

We expect a boost in the demand for MyDiagnostick devices, This will require a larger responsive organization to serve al customers. This organization should be properly linked to local networks supporting the availability of MyDiagnostick in the various health care settings and parts of the world. These local networks might include profit and non-profit health organizations, distributors, pharmaceutical companies.

We invited clinical key opinion leaders from several countries to initiate clinical trials and screening programs for AF. We plan to gain evidence in order to become incorporated in future guidelines on the management of AF.

The MyDiagnostic was developed and tested in close collaboration with cardiologists. The validation study provided excellent results (100% sensitivity and 96% specificity). As the device is CE marked, we can produce and distribute devices to customers at this moment.
Results from the first studies with the MyDiagnostic were received well by the medical community and led to increased demand.

We plan to sell 2000 devices in 2013, and doubled in 2014, approaching 10.000 devices/year within 3-4 years.
We plan to derive new opportunities for other diagnostics each 2 years
We plan to extent service with online expertise support

Addressing the problem of global disability involves the development of unique and strong value propositions for each stakeholder involved:

For healthcare providers who face the challenge of providing services for a growing population of individuals facing disability, mobile apps, like StrokeLink, allow for the optimization of healthcare resources by better enabling patients and their families to take on an active role in therapy. Clinicians are better equipped to effectively and efficiently communicate and monitor therapy plans while patients benefit from an enhanced understanding of the steps needed to regain independence through engaging independently in therapy in a community based setting.

Our primary customers are individuals affected with a disability and their family members. Ultimately, in order to create positive change in rehabilitative care, it is important that we engage all key stakeholders involved which include clinicians, healthcare providers and healthcare associations in addition to patients and their families.

A channel partnership strategy will be taken to reach our customers and facilitate growth into new markets. This strategy entails partnering with the leading patient advocacy organisation representing a form of disability in a geographic region. For example this could mean the MS Society of Canada, to reach MS patients in Canada, or the Mongolian Stroke Association, to reach stroke patients in Mongolia. This partnership provides us with key suppliers of validated content and strong existing channels to reach patients. In return we provide a white-labelled mobile platform to improve access to specialized rehabilitation resources and a proportion of the revenues generated.

Software Development - Building our platform and suite of mobile applications.
Partnership Development - Creating content and distribution partnerships with national patient advocacy organizations.
Relationship Development - Marketing to Healthcare Professionals and securing endorsement from experts in each field.

The biggest challenges we are currently facing relates to geographic growth and working with hospital timelines and budgets. Entering new markets requires both strong channel strategies as well as a clear understanding of the unique regulatory environments that exist in the region. Our partnership channel strategy will help us overcome both of these by utilizing existing channels to reach patients as well as connecting us with local experts to ensure compliance with regulations.

Our clinician-users are passionate about the possibilities that our platform can create in terms of more collaborative care models, but often lack the authority to make purchase decisions. Moving forward, we plan to empower a large network of clinicians as key stakeholders in our change process.

In order to capture a larger portion of the market our partnership strategy is critical to grow both geographically and across disease states. This strategy will provide us with capital up-front, from licensing our technology, in order to facilitate additional development across technology platforms to increase global accessibility.

Our numerous pilot studies in different stages of the care continuum have provided key insights into the incentives and objectives of all our major stakeholders. We have learned what engages patients and families most, we have iterated on our technology so that it integrates seamlessly within a clinician’s workflow, and we have identified a payer whose objectives are aligned with ours.

In the next 3 years we will meet the following objectives:
1) Develop 15 jointly developed applications with partner organisations from different disease states and geographic areas.
2) Increase membership in clinician network to over 10,000 clinicians from 25 countries
3) Expand our technology to operate on the iOS smartphone and all Android devices in order to improve accessibility

Queremos posicionar la plataforma como estandarte de un cambio de paradigma en la forma de ofrecer atención sanitaria; personalizada para cada paciente y optimizada desde una perspectiva de uso de recursos y tiempos de respuesta.
La plataforma ofrece, así, ventajas sustanciales para doctor y paciente por igual. Ahora (al reducir el tiempo dedicado a tareas rutinarias, al disponer de todos los datos y ficheros médicos del paciente, etc.), el doctor puede priorizar, personalizar y hacer más eficientes los procesos de prevención y seguimiento que ofrece a sus pacientes. Al mismo tiempo, hacemos que el paciente entienda mejor su salud y le empoderamos al ofrecerle disponer de toda su información médica y conductual unificada.

El principal beneficiario de la plataforma es el paciente. uPatient puede ser utilizado tanto en fase de prevención de diferentes enfermedades y mejora del bienestar, como en fase de seguimiento y evaluación continua de enfermedades. Por ejemplo, se están beneficiendo de la plataforma tanto recién nacidos (gestionados por sus padres) como pacientes crónicos de diferentes edades.

Llegamos al paciente a través de las empresas y organizaciones que tradicionalmente han estado relacionadas con él (centros sanitarios, colegios de médicos, asociaciones de pacientes, empresas farmacéuticas, administraciones públicas, clubs y entidades deportivas), dando valor añadido a sus productos y/o servicios. Integramos todos los agentes del ecosistema sanitario, el centro del cual es el paciente.

Nuestra actividad principal es el desarrollo del software agregador de datos. Éstos son mostrados al usuario de una forma fácilmente comprensible. Se ofrece la posibilidad de cruzar estos datos para poder entender mejor la relación existente entre diferentes variables tanto médicas, como conductuales o contextuales (por ejemplo, presión arterial, peso, nivel de actividad física, administración de medicamentos, etc.).

Otros obstáculos serían los relacionados con el acceso a internet, las limitaciones técnicas de entrada en un sector, o la reticencia en la aceptación de médicos y pacientes, no sólo por la adaptación de procesos médicos a un entorno electrónico, sino por el propio uso y aceptación de ordenadores, tabletas y smartphones.

Sin embargo, y dada la capacidad de integración con otros sistemas y a la verticalidad de la plataforma uPatient/uClinics, ésta se puede adaptar a diferentes contextos tanto en países desarrollados, como emergentes o en vías de desarrollo.

La continua/creciente colaboración con los diferentes agentes del ecosistema sanitario permitirá ampliar la base de pacientes. Además, con la información agregada de los hábitos de vida de los pacientes (disociada de los datos personales), se podrán elaborar estudios para desarrollar nuevas propuestas de atención médica y sanitaria con el fin de mejorar la calidad de vida de los pacientes.

Las características que nos permiten un rápido crecimiento son la escalabilidad y adaptabilidad de la plataforma base. La estructura modular con la que trabajamos, permite una continua mejora y adecuación al creciente número de pacientes, y a las necesidades de los agentes con los que colaboramos. Al operar en la nube, el acceso generalizado y global a internet facilita esta expansión.

Nuestros principales objetivos son consolidación en países UE e implantación en EEUU y otros países del continente americano. A largo plazo, entra la prospección e implantación en otros países en vías de desarrollo. Patologías: priorización de enfermos crónicos por razones sanitarias, socioeconómicas y presupuestarias. Colaboraciones: organizaciones y empresas líderes en el ámbito de la salud.

To provide an open platform for health care knowledge exchange based on case management oriented care

a. Health care professionals willing to exchange their clinical knowledge around a health condition and industry partners interested on sponsoring those teams to obtain better knowledge on their customers or products
b. Health care suppliers willing to deliver integrated care by collaborating at all care levels (primary care, community hospitals, tertiary centers,...
c. Health organizations interested on value measurement health care models that allow protocol benchmarking and health care outcome measurement

Linkcare relies exclusively on the reputation of its health professional users

To disseminate the Linkcare platform by enrolling clinical research teams
To introduce the Linckare platform to health service providers, payers and government offices

The health care information industry is highly segmented and diversifies. Linkcare tries to ensure easy connectivity by being an open platform that can be integrated with the existing information systems by the current integrators. Linkcare has already partnership agreements with some of those integrators, such as IBM and Accenture.
On the other hand, collaboration between health car professionals is not yet part of their daily culture. The fact that research teams are sponsored by industry companies provides and additional incentive to promote collaboration. On exchange, sponsors obtain very valuable information on the disease, the patient profile and the product effectiveness under certain protocols.

The company is now incorporated in Barcelona and London.
During the next years Linkcare is planning to open an office in Shanghai and Boston.
Most knowledge creation is expected to come from professional users adopting the Linkcare platform for knowledge sharing.
Linkcare plans to create a network of representatives, each one covering around 10 new health care service providers each year

The increase of interest of the health care professionals community to improve their knowledge around certain conditions. This need has grown as predictive medicine and personalized medicine has made clinical knowledge a "peer to peer" and community based process rather than a traditional "information exchange" (scientific publications, health care conferences) approach

As a knowledge sharing platform, Linkcare's corporate business developement indicators are based on:
a) Population served,
b) Health care service providers involved,
c) Active professional users, and
c) Patient profiles managed.
Linkcare goal is to reach 110 Health Care Service Providers, covering a population of 36 M (million) citizens and an estimated 1M (million) patients in 3 years