Dr. Michael Baker is charting the course for a new generation of lab directors.
Summiting Mountains [] Embryologists are the unsung heroes of egg banking
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Embryologists are the unsung heroes of egg banking
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Lynn Mason’s journey from emancipated youth to Wall Street banker to CEO of IVI RMA is a climb that took personal and professional grit, and highlights her commitment to increasing access to healthcare using her collaborative and empathetic leadership.
The views and opinions expressed in this article do not necessarily represent the views of the Advertiser or of Inside Reproductive Health.
BY TARA BELLUCCI
Lynn Mason’s journey from an investment banker on Wall Street to the helm of IVI RMA is marked by a commitment to healthcare accessibility. When the largest reproductive medicine group in the world chose Mason, a relative unknown in the fertility space, to run their North American operations in November 2023, some may have been left scratching their heads.
But Mason's career trajectory is filled with experiences that shaped her into a dynamic leader. Growing up in North Carolina, She was encouraged by her parents, neither of whom attended college, to pursue higher education. Her interest in business led her to Wall Street, where she spent six years in investment banking. This period allowed her to observe and learn from those at the pinnacle. "I got to see a whole bunch of different companies and how leaders operate," she says. "I got to truly sit in the seat of a learner with some of the biggest and best companies in the world."
Her experiences on Wall Street ignited a desire to transition to a more hands-on role within a company. She pursued an MBA and was inspired by Kent Thiry, chairman and CEO of DaVita, to consider a career in healthcare. "From that day forward, I've been in love with healthcare and what I can do to first expand access to care," she explains.
"From that day forward, I've been in love with healthcare and what I can do to first expand access to care”
Emancipated youth to top exec
Mason’s personal life also played a significant role in her career choices. She became an emancipated youth at age 15, and the challenges she faced during this period shaped her priorities. "Access to education, access to healthcare, and access to nutrition were always on my mind," she shares. Her commitment to these areas is evident in her career moves, which include senior care (ChenMed), dialysis and kidney care (DaVita), and behavioral and mental health (Broadstep Behavioral Health).
She says her transition to the fertility industry was personal. "I have a sister who has not been able to carry a child to full term, two aunts who could not have children, and a mother who somehow had four children with one ovary," she reveals. This connection fuels her passion for ensuring that everyone has the opportunity to build a family. "I want to make sure that anyone who wants to build their family and is having a challenge or who wants to build a family on their own terms has that ability."
Mason joined IVI RMA right as the company was closing a deal to acquire Eugin’s North American assets, including Boston IVF and TRIO. The timing is coincidental, the company says, and Mason wasn’t involved in the negotiations, but was hired based on her “proven track record of scaling businesses and leading teams to develop innovative programs that provide patients with better access to quality care.”
Going forward, it’s Mason’s job to set a new vision and future for IVI RMA North America, focused on leveraging the key strengths shared by its brands — research, innovation, and patient-centered care.
Mason chaired the NC Triangle American Hearth Association’s 2022 Go Red for Women event, one of her many philanthropic pursuits.
Leading with empathy
Mason’s leadership style is heavily influenced by her experiences at DaVita, where she learned the importance of leading with empathy. Her facility administrators were nearly all nurses, and they had some questions as to what a former investment banker had to bring to the table. One nicknamed her “Fancy Pants MBA.”
"We constantly talked about [how] to lead with our head, our heart, and our hands," she says, “and I was doing a lot of head work and hands work with these ladies.” A turning point came when she offered a hug to a frustrated team member instead of advice, which helped her realize the importance of showing care and empathy as a leader.
“We are here to be in service to patients. And as leaders, we're here to be in service to the people who do the patient care so they can do it well,” she says. “I walk into the room wanting teammates to understand I care about the work that we do first.”
Her tenure during the beginning of the COVID-19 pandemic was another significant challenge. Mason had just taken on her first CEO role at Broadstep when the pandemic hit. "To lead through a crisis—and it really felt like a crisis for everyone and us in particular," as it was a residential care facility, she recalls. Her approach was to provide stability and solutions, showing her team that she cared deeply about their well-being and the organization’s needs.
“At Asian Egg Bank, we believe our embryologists’ expertise not only enhance the outcomes of egg banking, but also provide a vital role and the human touch that machines alone cannot replicate.”
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She emphasizes the importance of having a diverse team (if you’re not careful, “it’s easy for all of us to hire replicas of ourselves,” she says) with complementary skills and aligning them with the organization's mission and values. "I want to hire a bunch of my successors. I want people on the team who are not only subject matter experts in what they do, but are willing to engage with each other," she states.
IVI RMA COO Iris Gonzalez worked with Mason at ChenMed, and left her 10-year stint at the company for the chance to work with her again. “The rising tide raises all ships, she's the tide,” Gonzalez says. “She knows how to observe and contemplate, ‘what are an industry's needs, what are then an organization's needs, where is my team today?’”
Mason hiking Mt. Kilimanjaro in 2022, where she carried the flag for the American Heart Association.
Climbing mountains
Mason not only climbs corporate ladders, she climbs literal mountains. She participates in Align’s Mountains and Marathons leadership immersion programs, with six months of virtual holistic leadership training. And then you climb a mountain.
“By the time we got to Tanzania, I felt like I had already climbed my mountain. And now I just needed to physically do it,” she recalls. “I was one of the oldest people who was in this group and I felt like I had something to prove.”
The 20,000-foot climb offered her some parallels. “Healthcare is a challenging industry. Our space is highly scientifically complex,” she says. “That's okay because we can do hard things.That's what that mountain represented for me.” She hopes to get to Everest base camp one day—”we’ll see if I have this same perspective.”
Clinical and business collaboration
Under Mason’s leadership, IVI RMA aims to stay at the forefront of scientific and clinical innovations while expanding access to fertility care. "Our outcomes are the best in the nation, and that's not by our numbers; that's by health plan numbers," she proudly shares, referencing Society for Assisted Reproductive Technologies (SART) data on live births per new patient nationally compared to RMA locations.
In her work and her board positions at ConvenientMD and Accanto, she sees that many segments of healthcare share the same issues. “We're actually moving a healthcare system inside of the United States to be better, no matter the lane of healthcare that it's in.”
Dr. Thomas Molinaro, IVI RMA’s Chief Medical Officer, agrees. Molinaro has been impressed by Mason’s knowledge of the inner workings of the US healthcare system, something he on the clinical side doesn’t always have. But more importantly, “she understands scale. She understands how to take the best of what we do and bottle it and how we're going to use that across the entire network,” he says. “There’s been a more thoughtful process about growth, about expansion, about standardization, and that's been really great for us.”
Molinaro notes the dyad partnership as an example of a new process Mason has introduced. Something Mason first saw in action at ChenMed, it features important collaboration between business and clinical operations. “Far too long have these sides been seen as in opposition,” but she “watched the two brothers Chen operate beautifully.” Molinaro says it “lets us have open and honest conversations” about the common goals between clinical and operational staff. “It's been really helpful for me to have her taking the lead on the business and operations side. I can focus on what I do best, which is taking care of patients.”
A global and tech-forward future
IVI RMA has a large and expansive network, at home and abroad. “Being across 15-plus countries, we're having discussions unlike anyone else in this space around the best scientific research coming out of various countries." It also helps patients get care wherever they are. "I received a message last week from my colleague in Spain about a patient from another country who needed help in the US. In less than 24 hours we had her set up," she shares.
“We are here to be in service to patients. And as leaders, we're here to be in service to the people who do the patient care so they can do it well.”
Mason not only champions technological innovation like AI, but using that technology to eventually provide around the clock care. "We don't want patients to be without the answers at the moment that they want an answer. If there is a question at 2 in the morning, that person is owed an answer at 2 in the morning." While IVI RMA works to make that happen, a current example of AI integration is Boston IVF’s partnership with Alife. The first-in-the-country program they are piloting uses AI to optimize IVF medication, and helps clinicians retrieve the optimal number of eggs for each patient and reduce overall medication costs.
Mason is committed to ensuring that everyone has access to fertility care, regardless of their financial situation. "We need to make families like that possible. We need to make all kinds of families possible," she says. And she offers this advice for other fertility leaders: "Spend a lot of time with patients. Especially for those of us who are leaders in this space and have not been patients. Walk through their journey."
Lynn Mason's path from Wall Street to fertility has been a mountain of its own. Her leadership, characterized by empathy, collaboration, and innovation, is now at the top of IVI RMA North America.
The advertiser does not have full editorial control over the content of the article above. As a brought-to-you-by sponsor of IRH In Scope, the advertiser only has editorial control over what is mentioned about their company. Inside Reproductive Health maintains full editorial independence over the remainder of the article. The views and opinions expressed in this article do not necessarily represent the views of the Advertiser or of Inside Reproductive Health.
EMBRYOLOGISTS ARE THE UNSUNG HEROES OF EGG BANKING
BY: KATHRYN WOZNIAK, SENIOR EMBRYOLOGIST & LEAD CRYOBIOLOGIST AT ASIAN EGG BANK
In the intricate world of egg banking, embryologists are often the unsung heroes, playing a crucial role in ensuring the success of this delicate process. As reproductive technologies advance, the importance of skilled embryologists becomes even more apparent especially as they help push the field forward. At Asian Egg Bank, we believe our embryologists’ expertise not only enhance the outcomes of egg banking, but also provide a vital role and the human touch that machines alone cannot replicate.
With a unique combination of scientific knowledge and technical proficiencies, embryologists have a skill set that is indispensable. From the moment eggs are retrieved, embryologists meticulously handle them, ensuring optimal conditions for freezing, storage, and eventual use in fertility treatments. This role requires not only precision but also a deep understanding of the biological nuances involved.
One of the key aspects of egg banking is the vitrification process, where eggs are frozen at ultra-low temperatures to preserve them for future use. Two steps make this process particularly challenging: the timing in the equilibration and vitrification solutions, and the loading of oocytes onto the freezing device. The amount of media used in loading is crucial as well; too much or too little media can drastically alter the freezing rate, impacting the survival of the eggs. Embryologists manage this difficult task with a steady hand and expertise.
Embryologists oversee another vital step: the warming process, where the temperature of the thawing solution and the initial placement of the frozen device are critical. Any deviation from the precise protocol can compromise the eggs, highlighting the need for an experienced embryologist to oversee this process. Without an embryologist’s expertise, the success rates of egg banking would be significantly lower.
While the freezing and thawing processes are the most recognized roles of embryologists, their influence extends far beyond these steps.
Embryologists at Asian Egg Bank work closely with other specialists to develop and refine lab protocols, ensuring that every aspect of the egg banking process meets the highest standards. They also collaborate with partner clinics, providing hands-on training and technical support to ensure the successful warming and use of frozen eggs.
This collaboration is a cornerstone of the success at Asian Egg Bank, where embryologists are not just technicians, but integral members of a multidisciplinary team. Their involvement in quality assurance and outcome meetings ensures that any necessary adjustments are made to continuously improve the egg banking process.
At Asian Egg Bank, the success of the egg banking process is a testament to the collaborative efforts between embryologists and other professionals. By staying at the forefront of research and technology, and by actively contributing to scientific advancements, the embryologists at AEB are helping to push the boundaries of what’s possible in the field of fertility preservation.
Discover how Asian Egg Bank’s embryologists are leading the industry. Visit asianeggbank.com/for-professionals to learn more.
The above News Digest Story is paid featured content. The advertiser has had editorial input and control over its creation. However, the views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
2024 Fertility Practice List: Who Owns America’s IVF Clinics?
Pioneering Precision: How Fertility Providers are Working Towards Reducing Errors in the IVF Lab
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Dr. Rob Kiltz's struggles, triumphs and vision [] The doctor fixing healthcare's information crisis eyes the fertility sector
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The Digital Doctor: How Dr. C. Anthony Jones is Fixing Healthcare’s Information Crisis
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Dr. Robert Kiltz, founder of CNY Fertility and avid potter, blends Western medicine and holistic practices–with a side of steak–in his quest to make fertility more accessible and affordable.
By Tara Bellucci
In the world of fertility medicine, where treatments often come with hefty price tags, Dr. Robert Kiltz stands out for making fertility care accessible and affordable. As the founder and director of CNY Fertility, Kiltz has disrupted the delivery of reproductive medicine by integrating holistic practices with traditional treatments, all while keeping costs manageable for his patients. His journey from a struggling student to a pioneering fertility specialist is marked by a pursuit of innovation and inclusivity.
Youthful struggles
Today, his life in central New York is very different from his early years growing up in Los Angeles. The author of multiple books, including The Fertile Feast: Dr. Kiltz’s Essential Guide to a Keto Way of Life, started off as a struggling student that couldn’t read. “I couldn’t read, until I had to. I was kicked out of school…I didn’t get into medical school the first time,” he says. “These experiences made me resilient.”
“Healing isn’t just strictly with shots, pills, and surgeries.”
And those weren’t the only challenges of his youth. “I was arrested in a gang,” he shares. But a young Rob Kiltz found pottery, an outlet for stress and anxiety that he’s kept up to this day. “I bought a potter's wheel in high school. I still have it. And it's always a place to go when I need to.” Over his 55-plus years as an accomplished artist and potter, he’s created everything from tea sets to large platters, though his favorite thing to make are cups which at one point he even sold on Etsy. “Pottery is something pretty amazing in that you take mud and it forms into something,” he muses. “It’s a place for me to de-stress, refocus, and clear my mind.”
Flying is another of Kiltz’s passions. Having become a pilot 12 years ago, he finds parallels between aviation and his medical practice. “In the operating room, if you’ve got a bleeder, you just put pressure on it, take a breath, and then move forward,” he explains. “Our breath is so powerful.” This ability to stay calm under pressure is a trait he values highly, whether navigating the skies or performing delicate medical procedures.
“Clinicians frequently overestimate patients' understanding and recall of instructions, while patients, even when confused, hesitate to admit their lack of comprehension.”
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Helping vs. hurting
Stress management is something he also looks to provide to his patients. “[Western] medicine can be very stressful,” Kiltz admits. “We go into a health practice to help people, but we often find that it doesn’t work, and sometimes it hurts people.” This realization has driven Kiltz to explore alternative therapies, including acupuncture, massage, meditation, and yoga. He believes these practices can alleviate the emotional and physical stress that often accompanies fertility treatments, providing a more comprehensive approach to patient care.
Kiltz’s personal struggles with health issues, including migraines, dyslexia, depression, and anxiety, fueled his interest in holistic health. “Through the years, it got worse,” he says, listing a litany of ailments from bowel bleeding to kidney stones. His quest for relief led him to adopt a ketogenic diet and eventually the Carnivore diet, which he credits with transforming his health and well-being. “I went to strictly a meat-based diet, eliminated plants of any significance or frequency, and I suddenly felt better.”
Eat meat
While the scientific community at large has concerns about keto and its more restrictive carnivore version, Dr. Kiltz is his own proof. After noticing patients who practiced keto diets having improved fertility results, the doctor left his omnivorous, Mediterranean-style eating habits behind. He says this dietary shift not only improved his own health, but also became a cornerstone of his practice.
Despite others who may not agree with his strategy, Kiltz advocates for a high-fat, low-carbohydrate diet, emphasizing the importance of ketosis—a metabolic state where the body burns fat for fuel instead of carbohydrates. “Ketosis is very anti-inflammatory and helps heal a lot of diseases,” he explains, suggesting that our modern diet, rich in processed foods and frequent meals, is a primary cause of many chronic illnesses. “That’s why I talk a lot about nutrition and meditation and other modalities, because what if we can help you remove the cause of your diseases and infertility, and you don't need us? I’m committed to that.”
Kiltz’s approach to medicine is deeply spiritual, reflecting a journey from Catholicism to a broader spiritual philosophy. “Spirituality is a big part of my life and my practice,” he shares. “It helps me stay grounded and connected with my patients on a deeper level.” This spiritual perspective permeates his work, as he encourages patients to adopt a positive mindset and incorporate faith into their healing processes. “Faith, in whatever form it takes, is essential for healing,” he says. “It’s about believing in something greater than ourselves.”
Removing barriers
One of the defining features of Kiltz’s practice is its affordability. He says he has made it a mission to provide high-quality fertility treatments at a fraction of the cost. “Our goal is to make fertility care accessible to everyone,” he says. “We believe that financial barriers should not stand in the way of building a family.” This philosophy is reflected in the pricing structure at CNY Fertility, where treatments are offered at significantly lower rates than the national average, and the practice offers interest-free self-financing to those patients who need it.
“Just because you have more money than someone else doesn't mean you have more of a right to have a family,” says Justine Taylor, Clinical Chief Nursing Officer at CNY Fertility, who has been working with Dr. Kiltz for 18 years. “And he truly believes that.”
“Our business model is focused on efficiency and affordability. We constantly look for ways to reduce expenses and pass those savings on to our patients,” says Kiltz. Through bundling services and streamlining processes, his team makes it happen. “We work hard to keep our costs low without sacrificing the quality of care. It’s a delicate balance, but it’s essential for our patients.”
Accessibility is also a huge focus. The company currently has eight locations across the US with more in the works.
Kiltz’s unique blend of holistic practices and conventional medicine has not only set him apart in the fertility field, but also garnered him a dedicated following. He has amassed over 300,000 followers across social media, where regularly goes live on Instagram at 5 a.m. to chat to his carnivore community. His patients appreciate his willingness to explore every possible avenue to improve their chances of conception. “We incorporate nutrition, faith, positivity—love yourself, love the environment, love your life,” he says, summarizing his philosophy.
“We believe that financial barriers should not stand in the way of building a family.”
“He gives everyone a chance,” Christina Salzberg, COO of CNY Fertility, says. And that was the case with a couple she knew. 20-plus years ago, IVF was even less accessible, relegated to celebrities and the pages of People magazine. Salzberg shares that back then, her friends dealt with a genetic disease that impacted their ability to conceive naturally. When other doctors were turning them away, not knowing if having embryos share a tank that were possible carriers might have a larger impact (which is not an issue today, of course), “Dr. Kiltz was like, ‘that’s ridiculous, I can do it, send them here.’ And they have two beautiful children today.”
Looking ahead, Kiltz remains committed to pushing the boundaries of fertility medicine. He continues to advocate for a holistic approach, believing that true health comes from a combination of physical, emotional, and spiritual well-being. “Healing isn’t just strictly with shots, pills, and surgeries,” he asserts. “We have to look at a lot of these ancient modalities and how they help humanity.”
In a field often focused on the latest technological advancements, Dr. Robert Kiltz’s holistic and affordable approach offers an additional perspective. While some of his methods are considered controversial, his career is a testament to the power of integrating mind, body, and spirit in the pursuit of health.
The content and themes expressed within the article above are that of the news. The advertiser does not have editorial control over the content of the previous article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
And what he plans to do in the fertility space…
By: Inside Reproductive Health
In the hushed corridors of medical innovation, where the clash between innovation in patient care and business often sparks as much friction as it does progress, stands a physician-entrepreneur.
Dr. C. Anthony Jones’ journey from medical school to the helm of Frontive is a narrative woven with the threads of necessity, punctuated by a singular mission: to transform healthcare information management.
Dr. Jones’ fascination with the failings of the healthcare system began in medical school. He found himself increasingly distracted by a recurring theme: the pervasive disarray in how medical information was managed.
Errors, ranging from scheduling mishaps to potentially fatal miscommunications, seemed to sprout from the chaotic handling of data.
The urgency of these issues led him to a pivotal decision: eschew a traditional residency in favor of a postdoctoral fellowship in medical informatics at Columbia University.
Dr. Jones’ professional trajectory took him through large consulting firms and burgeoning healthtech companies, each step marked by a relentless pursuit of making the healthcare experience smoother, more intuitive, and cost-effective.
From this foundational experience emerged Frontive, a venture that Dr. Jones regards as a natural progression in his career.
The inception of Frontive was not without its tribulations. Startups, particularly in the unforgiving arena of healthcare, are fraught with challenges.
Exclusive Pilot Opportunity-FREE for One Group Only
Choosing only one fertility clinic or network, Frontive Health, led by Dr. C. Anthony Jones, wants to replicate the results they’ve achieved in other healthcare sectors in the fertility space.
60% Reduction in Patient Questions
25% Reduction In Nurse Time
20% increase in patient satisfaction
Dr. Jones is willing to pilot Frontive Health’s program for free…. But for only one fertility clinic network.
One clinic or network will receive several thousand dollars in value for free, but they must be innovative leaders and have an integrative EMR.
To see if your group qualifies, simply e-mail Dr. Jones and say hello.
FUNDING, FOCUS, AND FEAR
The so-called three Fs—funding, focus, and fear—loom large, but for Dr. Jones, the real adversary was the entrenched skepticism of healthcare providers. Their default posture of caution, while vital for patient safety, often becomes a barrier to the adoption of genuinely transformative technologies.
Dr. Jones approached this skepticism with a methodical strategy: focus on solving substantial problems, delve into the nuances of these issues from multiple perspectives, and substantiate claims with rigorous data.
Following a minor outpatient procedure, he observed the disorienting confusion faced by patients and their families as they navigated the whirlwind of pre-op and post-op instructions. The disheartening realization was that even educated individuals struggled to grasp the often convoluted instructions they received.
This was exacerbated for non-native English speakers, who battled not only a knowledge gap but a language barrier. What struck Dr. Jones was not just the confusion but the reluctance of patients to seek clarification, driven by a fear of seeming uninformed or judged by their clinicians.
This observation led to a profound insight: clinicians frequently overestimate patients' understanding and recall of instructions, while patients, even when confused, hesitate to admit their lack of comprehension.
DATA AND INTEGRATION
Addressing this disconnect became a central focus of Frontive, where digitization was employed not as a goal but as a means to deliver clarity, timeliness, and personalization.
Frontive Health™, the company’s flagship product, employs a novel approach to information personalization and dissemination. It dissects each physician’s clinical instructions into digestible pieces, creating a repository of searchable FAQs and integrating real-time data to generate a daily Health Briefing™. This briefing—categorized into what to expect, what to do, and what to avoid—is dynamically tailored to the patient’s journey, streamlining information delivery and enhancing patient autonomy.
By interfacing directly with practices’ electronic health records (EHRs), the platform works seamlessly with a clinic’s workflow and ensures that patients receive accurate and timely information, thus alleviating staff burden and improving overall efficiency.
The success of Frontive Health™ is illustrated by a compelling case study with a cosmetic surgery practice. After implementing the platform, the practice saw a 60% reduction in patient inquiries and a 20% increase in satisfaction. More remarkably, the practice was able to cut its front-desk staff in half, reallocating resources to new patient intake and consultations, which in turn bolstered revenue and staff satisfaction. These metrics underscore not only the platform’s effectiveness but also its role as a strategic asset in a competitive market.
VISION FOR THE FERTILITY SPACE
Now, Dr. Jones’ vision extends into the realm of fertility medicine, a field rife with emotional and procedural complexities. Here, Frontive aims to mitigate patient anxiety and streamline protocol adherence, a goal that is particularly poignant given the emotional and financial stakes involved. The platform’s flexibility allows for rapid adjustments based on pilot feedback, a testament to Dr. Jones’s commitment to continuous improvement and adaptation.
In conversations about the future, Dr. Jones is both pragmatic and visionary. He acknowledges that Frontive will have to prove themselves in the fertility space, and is eager to do a pilot program with one forward thinking fertility clinic or network.
Ultimately, Dr. Jones’ work embodies a commitment to reshaping healthcare into a more intuitive, patient-centered experience. His journey from a disillusioned medical student to a pioneering tech entrepreneur reflects a deep-seated resolve to address systemic inefficiencies with innovative solutions.
In an industry often bogged down by inertia and skepticism, Dr. C. Anthony Jones’ story is one of relentless curiosity and a vision for a more coherent, compassionate healthcare system.
Exclusive Pilot Opportunity-FREE for One Group Only
Choosing only one fertility clinic or network, Frontive Health, led by Dr. C. Anthony Jones, wants to replicate the results they’ve achieved in other healthcare sectors in the fertility space.
60% Reduction in Patient Questions
25% Reduction In Nurse Time
20% increase in patient satisfaction
Dr. Jones is willing to pilot Frontive Health’s program for free…. But for only one fertility clinic network.
One clinic or network will receive several thousand dollars in value for free, but they must be innovative leaders and have an integrative EMR.
To see if your group qualifies, simply e-mail Dr. Jones and say hello.
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All-Woman Independent Practice Heartland Fertility Grows to Five Physicians [] New technology in egg banking on the horizon
DR. STEPHANIE GUSTIN SAYS SHE’S NOT SELLING, ENCOURAGES OTHER DOCS TO BUY PRACTICES
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
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As more fertility clinics and chains are bought up by investment firms across the U.S., reproductive endocrinologists who choose to own their own practices are becoming more of a rarity.
Stephanie L.F. Gustin, M.D., is one of the few who chose to take the leap into independent ownership. She is now managing partner at The Heartland Center for Reproductive Medicine in Omaha and Lincoln, NE, and has grown her all-women physician team from one reproductive endocrinologist to a total of five in five years.
Gustin told Inside Reproductive Health that after she finished her fellowship program at Stanford University, she knew she wanted to work either in an academic setting or at a private practice. As a University of Nebraska School of Medicine-affiliate, Heartland was a mix of both, and she started working there shortly after her fellowship ended.
Heartland offers a partnership track to its doctors, which is how Gustin was eventually able to become a partner and partial owner in 2019 and purchase the practice entirely from the previous owner, Dr. Victoria Maclin, in 2021. She said that once a doctor has a patient load that is similar in quantity to the other partners, that doctor will also have an opportunity to purchase part of the practice.
Gustin said the biggest changes she made upon purchasing the practice were in an area she still prioritizes today–recruitment. Shortly after she became the owner of Heartland, she hired Barry R. Behr, Ph.D., who was formerly the IVF laboratory director at Stanford.
“He was one of my mentors [at Stanford] and someone that I have a profound respect for,” Gustin said. “And I felt really confident that our practice, in terms of our success rates, was going to evolve quickly with his help.”
“When it comes to egg banking, there are technologies and protocols that are on the horizon that you need to know about.”
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Gustin said that though she believed recruitment may be difficult given the clinic’s more rural location, she has now hired a total of four reproductive endocrinologists in five years. She said she built relationships with the new staff before offering the job through advocacy, collaboration and mutual connections, and after introducing her business model, they each decided to make the leap.
The staff, Gustin said, has made all the difference.
“We all work really hard, but it's easy to do that when we really love who we work with,” she said. ”I don't think many people have the kind of job that I have.”
Though all five of Heartland’s reproductive endocrinologists are early or mid-way into their careers, and the IVF market is only getting more lucrative, Gustin said they have no interest in selling the practice, as they value the autonomy of private ownership and the ability to prioritize patient care over profits.
“We really enjoy the autonomy of creating the culture and running the practice in a way that feels authentic to us,” she said.
Gustin said she thinks the business side of owning a private practice might deter some doctors, especially those without a background in business. Still, she emphasized the importance of being confident in one’s own skill set to learn along the way and hire experts to fill any knowledge gaps.
“I haven't heard a single person [who has bought a private practice] say that they regret it,” Gustin said. “It’s something that I wish more people coming out of training would seek out.”
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
THE NEW TECHNOLOGY IN EGG BANKING: IMPROVED PROTOCOLS, AUTOMATION, AND AI, OH MY!
BY: KATHRYN WOZNIAK, MS SENIOR EMBRYOLOGIST & LEAD CRYOBIOLOGIST AT ASIAN EGG BANK
No matter the area of life or business, the newest and most notable advancements are often cause for excitement. When it comes to egg banking, there are technologies and protocols that are on the horizon that you need to know about. Here are three in particular that are worth your attention.
The overarching expectation is that technology moves fast and is constantly improving. While that’s certainly the case in some areas, the opposite can also be true. Over the past decade, there's been minimal progress made towards improving oocyte freezing techniques. At Asian Egg Bank, we are researching and reviewing the current processes of oocyte vitrification and warming, and this work is showing very promising results in the field with blastocyst embryos. While current methods have an over-90% survival rate, this new ultra-fast vitrification and rapid elution protocol gets outcomes much closer to fresh eggs, with survival rates close to 100%. It's still very new in terms of oocyte cryopreservation and the protocol will need to go into clinical trials to be implemented across the country, but we are very excited for the increased reliability of frozen oocytes so that they can be accessible to patients worldwide.
Like many industries, the field of ART is moving into an era of AI. This technology is going to be particularly relevant in the egg banking space because it will allow us to remove technologist bias and subjectivity from the egg selection process. It may also be able to provide additional information that is not visible with the human eye. AI uses images and markers, which will allow us to grade and group oocytes before the vitrification process, according to the likelihood that they'll produce the viable blastocysts. This is extremely valuable information for egg banks and for intended parents, so that they can make better decisions on their family planning.
While a little further out on the horizon, we could eventually see automated oocyte freezing. Oocyte vitrification can be a very tedious and lengthy process and automated vitrification could potentially alleviate the manual labor, and also help to standardize the outcomes by removing some of the operational error. And less manual labor could mean lower cost as well. We will have to wait and see on this one.
In addition to conducting our own research, Asian Egg Bank team members attend regular educational conferences and workshops to stay on top of new information. The fertility industry is so dynamic, and it’s growing every day. We need to have the most up-to-date techniques and technology in order to provide our patients with the best care.
Discover how Asian Egg Bank is leading the industry in new technology. Visit asianeggbank.com/for-professionals to learn more.
All external links active as of 8/29/2024
External links are being provided as a convenience and for informational purposes only; they do not constitute an endorsement or an approval by Fertility Bridge or Inside Reproductive Health of any of the products, services or opinions of the corporation or organization or individual. Neither Fertility Bridge nor Inside Reproductive Health bears responsibility for the accuracy, legality or content of the external site or for that of subsequent links. Contact the external site for answers to questions regarding its content.
Details: Hamilton Thorne and IVF/ART assets of Cook Medical to merge after Astorg acquisition
WOLF, ASTORG SAY TEAMS WILL REMAIN IN PLACE
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
BY RON SHINKMAN
Luxembourg private equity firm Astorg has beefed up its reproductive medicine portfolio with pending acquisitions of equipment supplier Hamilton Thorne and the IVF/ART business of Cook Medical.
Massachusetts-based Hamilton Thorne Ltd. – parent company of subsidiary Hamilton Thorne, Inc. – announced last week that Astorg is acquiring the company outright for $228 million, or $1.63 per share in U.S. dollars. That’s roughly a 54% premium over its recent trading price on the Toronto Stock Exchange. The deal is expected to close by late 2024.
Hamilton Thorne Executive Chairman David Wolf said in an email that all of the company’s employees will remain onboard after the transaction closes, including himself. And while the company is U.S.-based, it trades on a Toronto exchange because “the Canadian markets represented a desirable alternative for a company of our size and scale,” Wolf noted.
“When two high profile tank failures occurred in 2018, I sat there in disbelief along with so many of my colleagues.”
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Stock Performance
The company reported 2023 net income of $1.1 million on revenue of $67.2 million. However, that included a $1.7 million gain based on foreign currency fluctuations. Otherwise, the company reported an operating loss of $607,000 last year. In 2022, it lost $2.1 million on revenue of $58.2 million, although that included a nearly $4.1 million loss tied to currency fluctuations. Its 2022 operating profit was $1.9 million.
For the first quarter of 2024, Hamilton Thorne reported a loss of $2.1 million on revenue of $19.4 million. That included an operating loss of more than $936,000. In the first quarter of 2023 it reported net income of more than $896,000 on revenue of $16.7 million. That included operating income of $77,405.
Exit
Brian Leonard, chief executive officer and president of IVF on Demand, a Pennsylvania-based supplier for reproductive medical practices, observed that Hamilton Thorne was in a tight spot that made it look for a buyer, prompted in part by some acquisitions that did not spur hoped-for growth. Among the acquisitions Hamilton Thorne has made in recent years include Belgian consumables manufacturer Gynetics last October, as well as equipment manufacturer Planer Ltd. in 2019.
“Hamilton Thorne likely could have continued down the path they were on with the hopes of improving margins and (pre-tax earnings) but the headwinds they faced forced this less-than-ideal exit,” Leonard said in an email, in reference to the company’s recent losses.
Merger
At virtually the same time the Hamilton Thorne acquisition was underway, Astorg also announced that it had signed a letter of intent to acquire the IVF and other assisted reproductive technology business of Bloomington, Ind.-based Cook Medical
Financial terms of that transaction were not disclosed. The company said that all 93 employees who work in Cook’s ART division would immediately receive job offers from Astorg. After the transactions closed, Astorg said the Cook assets and Hamilton Thorne would be merged. Although the deal also includes Cook’s manufacturing facility in Pennsylvania, the spun off venture will continue to manufacture products for Cook for three years after the transaction closes. After that, the factory’s 209 employees will join the merged companies.
“I believe Astorg took advantage of two companies actively looking for an exit while also seeing a handful of synergies,” Leonard said. He added that Cook’s ART division mostly focused on consumables, while Hamilton Thorne is focused more on capital equipment.
Hamilton Thorne Ltd. has eight brands and sells about five dozen products to fertility medical practices, including computer assisted sperm analysis platforms, laser-guided imaging of oocytes and spindles, and numerous consumables in support of both sperm analysis and imaging. Brijinder Minhas, vice president of the healthcare division for MidCap Advisors, LLC, said the company developed one of the first automated and computerized platforms for semen analysis.
Cook’s ART line includes a benchtop incubator as well as products to assist in cervical ripening. Minhas observed that its best-known products are embryo transfer catheters, pumps and aspiration needles.
Cook Medical Senior Vice President D.J. Sirota said in a statement that “Astorg has exciting plans to build an IVF/ART manufacturing hub at our facility in Vandergrift…creating a core location for manufacturing operations for Cook ART products.”
The entire Cook enterprise reported revenue of about $2.3 billion in 2022, but as a private company it does not break out exact figures, or for its various divisions. It had struck a deal in 2023 to sell its ART business to the CooperCompanies for $875 million. However, CooperCompanies backed out of the deal last August, according to the Federal Trade Commission.
The acquisitions will be folded into Astorg’s portfolio of biotech firms, including hg medical, Demetra, Nemera, Echosens and Sebia, among others.
Leonard noted that Astorg’s portfolio could certainly leverage its resources to develop new technologies.
“Alternatively, they could keep business as usual while merging resources and cutting costs to improve the collective financial health,” he said. “That is the more likely outcome as with most private equity firm transactions.”
Wolf told Inside Reproductive Health that he will be able to provide more details on the transaction after Hamilton Thorne’s proxy materials are mailed in some weeks’ time.
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
GIVE ME A TIME MACHINE, THIS IS HOW I’LL STOP THE TWO CATASTROPHIC 2018 TANK FAILURES FROM EVER HAPPENING!
By Dr. William Baird, HCLD
Cryotank failures are devastating – it’s everyone’s worst nightmare in the field of IVF. When two high profile tank failures occurred in 2018, I sat there in disbelief along with so many of my colleagues.
Thousands of people lost their last chance at starting or expanding their families in those tanks – people with advanced ages, cancer patients, military personnel, and embryos of siblings that can no longer be conceived. Clinics were slapped with millions of dollars in lawsuits that are taking years to resolve because of the complexity that comes with human and manufacturing errors.
There were a few things that caused these tank failures, but ultimately it comes down to action and responsibility. Attempts were made to prevent these failures, but they either weren’t completed or done correctly. In one of the cases, the staff was able to flip a switch. The alarms were bothering them so much they turned them off on a Friday, then forgot to turn them back on. They dumped buckets of liquid nitrogen (LN) into the tanks that were empty by Monday. Vapor tanks are very unforgiving and more complicated than people think – they can be good one minute and bad the next. I don’t think this is always taken into consideration as labs move to these large tanks.
Technology and humans can both fail – that’s why these failures happened, and it’s important to note that both of these failures occurred in large vapor tanks. A failure is always catastrophic for the patients affected, but these large vapor tanks are holding thousands of samples. If you lose a typical dewar, you’re going to lose 100 or more individual patient samples. It’s still a failure and it’s horrific, but you’re not making 2500+ phone calls to patients to let them know that you’ve lost their irreplaceable samples. I am of the strong belief that you do not, literally, put all your eggs in one basket.
CAP has specific regulations in place to prevent catastrophes, but labs need to be more responsible for how fragile and important these specimens they’re storing are.
How would I have prevented these tank failures? Three things:
1 - Smaller tanks
2 - A greater sense of staff responsibility
3 - A state of the art, fool-proof, tank monitoring system
Our team at Boreas was already working on our initial product, a weight-based monitoring system called the CryoScout™, when these two tank failures occurred. The failures were the catalyst to finish what we started and create a monitoring system that was more accurate and reliable than anything else on the market, with an alarm system that couldn’t be manipulated.
Weight is far more accurate when it comes to measuring LN inside a cryotank than temperature is, but we needed to do more than that. We needed to build a system that couldn’t be turned off due to alarm fatigue, and gives you the ability to be proactive vs. reactive when monitoring your tanks. That’s why we started Boreas Monitoring and built the Cryoscout™. We provide relevant data points about your tank health that gives you the time to take corrective action.
As it stands today, most IVF labs are still at too high of a risk of repeating the 2018 tank failure catastrophes. Your lab staff, the courts, and most importantly, your patients expect a better system. We can help your lab create an implementation plan to protect your cryotanks, patients, and irreplaceable samples from catastrophes like the 2018 tank failures. Just grab a time with us to book your demo using the link below and we’ll set up a meeting to help.
All external links active as of 8/1/2024
External links are being provided as a convenience and for informational purposes only; they do not constitute an endorsement or an approval by Fertility Bridge or Inside Reproductive Health of any of the products, services or opinions of the corporation or organization or individual. Neither Fertility Bridge nor Inside Reproductive Health bears responsibility for the accuracy, legality or content of the external site or for that of subsequent links. Contact the external site for answers to questions regarding its content.
Expanding IVF Access: Initiatives to Make Fertility Treatments More Accessible
US CLINICS INNOVATE TO BREAK FINANCIAL, GEOGRAPHICAL, AND EDUCATIONAL BARRIERS
This News Digest Story is paid featured content. The advertiser has had editorial input and control over its creation. However, the views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
By Lisa Munger
As demand for fertility treatments surges and barriers persist, several leading fertility clinics and organizations in the U.S. are implementing innovative measures to make in-vitro fertilization (IVF) more accessible to a broader population. By working to address financial, geographical, and educational barriers, these organizations seek to ensure that more people can access the resources they need to expand their families.
CNY Fertility: Affordable and Accessible Care
William Kiltz, vice president of marketing and business development at CNY Fertility, said the company has emerged as a leader in making fertility treatments affordable and accessible.
Kiltz highlighted three primary mechanisms for expanding access: eliminating financial barriers, removing restrictive cutoffs based on age or health metrics and addressing geographical challenges.
ORGANON IS COMMITTED TO HELPING ASPIRING PARENTS ON THEIR FERTILITY JOURNEY
Organon is proud to collaborate with the fertility community in championing care equity around the world and is committed to:
Elevating fertility education and awareness
Expanding resources and access to care
Investing in innovative fertility solutions
Every journey to parenthood is unique, and Organon is here to empower aspiring parents every step of the way.
He said CNY Fertility's pricing stands out in the industry, with treatments costing one-third of the national average.
“Where standard IVF treatments typically cost around $20,000, CNY Fertility offers similar services for $6,764,” Kiltz said. “This affordability and flexible financing options allow more families to access fertility care. The average household income of CNY’s patients is around $80,000, significantly lower than the typical $180,000 for IVF patients nationwide.”
CNY Fertility has developed a patient-friendly travel program that leverages telehealth and local medical facilities to address geographical barriers.
"Patients can receive treatment remotely for most of the process, only needing to visit our clinics for two days," Kiltz said. "We believe that access to the care needed to grow one’s family is a fundamental human right."
Inception Fertility: Advocating for Improved Insurance Coverage
Under the leadership of CEO TJ Farnsworth, Inception Fertility is also at the forefront of expanding IVF access. Inception focuses on increasing insurance coverage and educating insurance companies about comprehensive fertility care.
"Our top priority is to remove capacity constraints and advocate for expanded coverage," Farnsworth said. "We are dedicated to adapting to changes in the insurance landscape and increasing the number of employers offering fertility care benefits."
Inception Fertility offers solutions for patients facing financial barriers. Through BUNDL Fertility, patients can bundle multiple cycles at a discount, reducing the overall cost and increasing success rates. Additionally, the Wyatt Fertility Foundation provides financial assistance and funds research in infertility.
"We are excited to award five $15,000 grants for IVF, demonstrating our commitment to the future of fertility care," Farnsworth said.
Kindbody: Training and Expanding Access
Kindbody is tackling the issue of limited access through innovative training programs. Angie Beltsos, M.D., chief executive physician, emphasized the importance of increasing the number of qualified fertility specialists.
"Kindbody was founded to create health equity and make family-building more affordable," Beltsos said. "Our new KindInstitute will train board-certified OB/GYNs in reproductive endocrinology and infertility, significantly increasing the number of professionals available to provide care.
This training program, set to graduate its first cohort in 2024, seeks to address the shortage of fertility specialists and improve access for underserved communities. By equipping OB/GYNs to perform fertility-related procedures, Beltsos hopes to increase the monthly cases treated by 50% or more. Additionally, Kindbody is expanding its online offerings to provide convenient, remote patient consultations.
Organon: Cost-Saving Programs for Medications
Organon, a company with a portfolio that has a long history in fertility medications, focuses on reducing patients' costs, said Mike Pohleven, U.S. Fertility Business Unit lead, regarding the effect of Organon’s partnership with ReUnite Rx on expanding access to fertility care
“Our two most popular and utilized programs are the ReUnite Discount Program, which offers point-of-sale discounts for cash-paying customers without insurance benefits, and ReUnite Assist, which provides additional savings for uninsured, income-eligible patients.”
Going forward, Pohleven said the company’s development “will be based on market dynamics and events, so we are always aiming to meet the needs of aspiring parents.. Organon’s mission-critical NorthStar is to be ‘Here for Her Health.’ We continually look for ways to address women's unmet needs.”
Through ReUnite Rx, Organon provides access to several cost-savings programs, benefiting 50,000 eligible patients since 2018, he said.
This News Digest Story is paid featured content. The advertiser has had editorial input and control over its creation. However, the views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
All external links active as of 7/18/2024
External links are being provided as a convenience and for informational purposes only; they do not constitute an endorsement or an approval by Fertility Bridge or Inside Reproductive Health of any of the products, services or opinions of the corporation or organization or individual. Neither Fertility Bridge nor Inside Reproductive Health bears responsibility for the accuracy, legality or content of the external site or for that of subsequent links. Contact the external site for answers to questions regarding its content.
The Regulatory Gap: Why Embryology Labs Are Exempt from CLIA Oversight
A PROPOSAL WAS QUIETLY SHOT DOWN BY THE U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES BACK IN 1998.
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
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BY RON SHINKMAN
The 144 pages of the Clinical Laboratory Improvement Amendments, known in healthcare circles as CLIA, were codified in the late 1980s. They have been regulating virtually every facet of U.S. medical laboratories since 1990.
Yet embryology labs – the linchpin of reproductive medicine practices – are exempt from CLIA. That’s despite the fact CLIA governs the andrology and endocrinology labs that often operate alongside their embryology counterparts. How this came to be is a bit of a mystery; some industry observers say politics played a role
In 1998, it appeared CLIA was on the cusp of expanding its regime to include embryology labs. The Clinical Laboratory Improvement Advisory Committee, a group of medical and laboratory experts attached to the Centers for Disease Control and Prevention that advises the U.S. Department of Health and Human Services, voted 12-2 in September 1998 to have CLIA regulate embryology labs, according to the American Board of Biologists.
However, the recommendations of CLIAC are not binding; they require the approval of the HHS Secretary. Once approved, HHS would draft regulations that would undergo a public comment period before they were finalized.
But HHS – then led by Secretary Donna Shalala – never approved CLIAC’s recommendation, according to the AAB and others familiar with CLIAC’s history. Shalala, now interim president of the New School, a university in New York City, did not respond to a request seeking comment.
Thomas “Rusty” Pool, an embryologist and director of the assisted reproductive technology laboratory at the Fertility Center of San Antonio, testified as a technical expert in favor of putting embryology labs under CLIA during a May 1998 CLIAC meeting. He testified that diagnostic data was generated when performing procedures in the embryology lab, and that given it could be used to diagnose infertility and future medical therapies, it should be governed by CLIA.
“There are unique challenges in recruiting Asian egg donors in particular, ones that require a nuanced approach and deep cultural understanding.”
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Nevertheless, “there was a reticence to do that, largely from the physicians associated with fertility practices,” Pool told Inside Reproductive Health about adopting those regulations. Minutes from that meeting indicated representatives from both the American Society for Reproductive Medicine and the affiliated Society for Assisted Reproductive Technology testified against modifying CLIA to govern embryology labs.
A spokesperson from ASRM declined to comment.
Eva Schenkman, an embryology lab director and consultant based in Rocky Mount, N.C., said the reasons ASRM and SART were against the CLIAC recommendations remain unclear to this day. “I don’t think it’s ever been fully transparent,” she said.
However, Schenkman believes the primary concern was economic: Under CLIA, all laboratory directors must either be a medical doctor, osteopath or hold a doctoral degree in certain fields and have a requisite amount of laboratory experience. Doctors running fertility practices didn’t want to spend the extra money recruiting and retaining employees whose educational background would command a premium, Schenkman said. And while ASRM and SART guidelines recommend that embryology labs hire such degreed professionals, the organizations recently proposed withdrawing that qualification, a trial balloon that was quickly dropped after it received pushback from Schenkman and other embryology lab directors.
In the absence of CLIA oversight, ASRM and SART have served as the de facto regulator for many embryology labs, Schenkman said. If such a lab wants a SART membership, it must be certified every two years by either the College of American Pathologists or the Joint Commission. The former is the primary trade group for physicians engaged in laboratory medicine, while the latter is the largest accrediting body for hospitals, clinics and other medical ventures in the U.S
Both CAP and the Joint Commission adhere to standards that are either CLIA-equivalent or go beyond those regulations, according to Sharon Ehrmeyer, a professor in the department of pathology and laboratory medicine at the University of Wisconsin and author of a well-regarded compliance manual for laboratory professionals.
“CAP is a very good accreditation” to have, Ehrmeyer said, adding that CLIA accreditation does not mean “bad apple” labs with quality issues have been completely eliminated. But there are also fertility practices not affiliated with SART or ASRM whose levels of quality remain a mystery.
“I'm sure that there are some very capable people running these laboratories that feel that they don’t need to be part of CAP or Joint Commission. And they still may be doing a good job,” Ehrmeyer said. “And then there is probably some other situations where people are perhaps trying to do things on the cheap and they’re not so concerned about quality.”
But even with an accreditation from CAP or the Joint Commission, some regulatory measures are missing from embryology labs. Schenkman noted that CLIA-accredited labs are required to report individual medical errors to the Centers for Medicare & Medicaid Services, which serves as the licensing agency to medical labs under CLIA. CMS does not gather such information from embryology labs, according to Schenkman. And errors can be significant, from the loss or accidental destruction of embryos to the accidental swapping of gametes or embryos. Labs have to report assisted reproductive technology success rates to the CDC, but not errors
According to Schenkman, although embryology labs submit incident reports to CAP, “they have no way of knowing if you’re committing egregious errors, and they don’t have the ability to stop you from doing business.” She noted that is different in other countries, such as the United Kingdom, whose regulatory body suspended the license of the Homerton Fertility Centre in northeast London after its embryology lab lost embryos in three separate incidents last year.
The lack of transparency on medical errors in the fertility sector recently prompted five U.S. Senators to ask the U.S. Department of Health and Human Services Office of the Inspector General to “audit the safety standards at fertility clinics and the quality of data collected by the Centers for Disease Control and Prevention (CDC) with respect to assisted reproductive technology procedures to treat infertility.” The June 20 letter was signed by Sens. Roger Marshall of Kansas, Markwayne Mullin and Bill Lankford of Oklahoma, Bill Cassidy of Louisiana and Tommy Tuberville of Alabama. All are Republicans.
As a result, patients are walking into fertility practices in the U.S. that “may have a very low error rate, or may have had some major incidents,” Schenkman observed. “And I think patients have a right to know that – especially since most are paying out of their own pockets.”
EVERYONE WANTS ASIAN EGG DONORS, SO WHY IS IT SO HARD TO RECRUIT THEM?
BY: ALEX FRANKLIN, CMO OF ASIAN EGG BANK
Despite the increasing demand for Asian egg donors, the supply won’t be secured by a few extra “$$$ for eggs” ads on social media or billboards. There are unique challenges in recruiting Asian egg donors in particular, ones that require a nuanced approach and deep cultural understanding.
The decline in birth rates, particularly in Asian countries, is making global headlines. South Korea even plans to create a government agency to tackle the “national emergency.” How did it get to this? There are many factors, one being marriage. An NIH study found that in many East Asian contexts, marriage and childbirth are proximally linked with low fertility because of the social expectation that marriage is a precondition for childbearing. In addition, Asian American patients have decreased clinical pregnancy and live birth rates, even after receiving treatment (Purcell et al, 9).
Another reason might be social stigma and shame. They can be strong motivators, and talking about sexual and reproductive health is often taboo—not just for donors, but for prospective parents as well. Asian women may conceal any fertility issues and it can keep them from seeking treatment (Missmer et al, 3). If they do pursue treatment, certain types such as gamete donation, either sperm or egg, are typically frowned upon in both religious and cultural contexts (Cross-Sudworth, 47). When they do explore gamete donation, couples have a preference for Asian donors, as mixed ethnicity oocytes can raise even more ethical dilemmas (Culley et al, 48).
With those cultural taboos, a major factor of donor onboarding is education. We cover everything from the basics, like what exactly is egg donation and the difference between ”fresh” and frozen egg donation, to how their eggs can help members of their community. With our Donate Love campaign, Asian Egg Bank is reaching potential donors on college campuses by providing education on sexual health, and offering fertility testing, as well as free egg storage with donation.
Another block to donor recruitment is the ability to identify possible donors online. When Meta got negative press for turning over abortion seekers’ data to police in states where abortion is illegal, the company significantly reduced its ad platform’s ability to market and measure the efficacy of ads to people seeking any form of reproductive care, including egg donation. Ad targeting is now more broad, and requires more input from our multicultural donor team to craft messages that will resonate with the intended audience.
Since Asian Egg Bank only works with Asian egg donors, the donor team is multilingual; any donor can communicate in their own language, which goes a long way in making donors more comfortable with the process. The team also understands the cultural taboos and nuances, and can answer questions about them.
While Asian egg donor recruitment has its challenges, there are significant ways the Asian Egg Bank team can combat them, with cultural sensitivity, education, and community.
Discover how Asian Egg Bank is leading the path in Asian egg donorship. Visit asianeggbank.com/for-professionals to learn more.
All external links active as of 6/27/2024
External links are being provided as a convenience and for informational purposes only; they do not constitute an endorsement or an approval by Fertility Bridge or Inside Reproductive Health of any of the products, services or opinions of the corporation or organization or individual. Neither Fertility Bridge nor Inside Reproductive Health bears responsibility for the accuracy, legality or content of the external site or for that of subsequent links. Contact the external site for answers to questions regarding its content.
$20M. Arredondo, Pozitivf's plans for affordable IVF expansion in Texas
THREE NEW CLINICS PLANNED IN 3-4 YEARS
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
In an effort to make IVF more accessible, fertility clinic network Pozitivf says it will use $20 million it recently secured in funding led by MonCap to develop three new sites, build a training academy and improve its current systems.
Pozitivf, founded in late 2022, currently has one clinic and IVF lab in an 8,000-square space in San Antonio, Texas in addition to a satellite office in Brownsville, Texas. In 2023, they conducted roughly 350 IVF cycles, but the new funding will give them the ability to expand, according to Dr. Francisco Arredondo, Pozitivf's co-founder & CEO. The goal is to open three new clinics during the next three to four years within the “Texas Triangle,” a region made up of the state’s major cities — San Antonio, Austin, Dallas-Fort Worth and Houston — that is home to nearly 70% of Texas’ population.
The company is also using the funds to address a major problem facing the fertility industry: a shortage of human capital. The team at Pozitivf created the andrology, embryology and nursing training program, IVF Academy USA, and has trained approximately four embryologists and andrologists every three to four months since June 2022 as well as three OBGYNs. Next year, it plans to train around 10 nurses, 10 nurse practitioners and 10 physician assistants. With the new funding, Pozitivf is building the physical academy in the 7,000-square feet below the clinic.
ORGANON IS COMMITTED TO HELPING ASPIRING PARENTS ON THEIR FERTILITY JOURNEY
Organon is proud to collaborate with the fertility community in championing care equity around the world and is committed to:
Elevating fertility education and awareness
Expanding resources and access to care
Investing in innovative fertility solutions
Every journey to parenthood is unique, and Organon is here to empower aspiring parents every step of the way.
“The idea is not to replace REIs with these other providers but to increase the capacity to make IVF more accessible geographically and financially,” Arredondo said.
Pozitivf is currently researching how to reduce variability and assessing what services do not add value. They say some add on tests haven’t been proven to be effective and some expensive filtering systems have not been proven by randomized controlled trials. The aim is to eliminate wasted inventory and inefficiency in their supply chain, Arredonodo said.
Focusing on long-term growth
Arredondo has expressed doubts about private equity’s role in medicine in the past. He said many firms are “obsessed with growth,” acquisitions and eliminating costs. That approach doesn’t work with the fertility industry, which is in its very early stages and only servicing around 20% of the women in the country who need IVF, he said. The cost of IVF continues to rise because a few companies dominate the market and there is a human capital shortage, so consolidation by private equity is not reducing costs, Arredondo added.
But MonCap is a venture capital firm whose investment strategy focuses on scalability, Arredondo said.
“One of the alignments that we had with MonCap was that we would not replicate things until we feel very confident that the processes have been documented… instead of replicating things that are not at an optimum place,” Arredondo said.
The $20 million funding round came amid a challenging time for raising capital, with venture funding falling in 2023 to its lowest level since 2017, according to research from market intelligence platform CB Insights. Moncap is also a primary investor of EngagedMD, which provides an admin software platform for caregivers in the fertility space.
Moncap’s managing partner, Jonathan Sockol, declined to comment on the firm’s investment strategy in the fertility sector at this time.
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
All external links active as of 6/13/2024
External links are being provided as a convenience and for informational purposes only; they do not constitute an endorsement or an approval by Fertility Bridge or Inside Reproductive Health of any of the products, services or opinions of the corporation or organization or individual. Neither Fertility Bridge nor Inside Reproductive Health bears responsibility for the accuracy, legality or content of the external site or for that of subsequent links. Contact the external site for answers to questions regarding its content.
Improvements in quality control, donor recruitment, in donor egg IVF
VIDEOING PROCEDURES, ADDING ‘SHARE AND FREEZE’ PROGRAM PARTS OF MEASURES
This News Digest Story is paid featured content. The advertiser has had editorial input and control over its creation. However, the views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
This News Digest is Paid Sponsored Content From
Evolving standards of egg-freezing care
Leading network of donor egg banks, MyEggBank, has introduced specific quality control measures to optimize egg freezing for fertility preservation. “Most of the quality control is based on the timing of the process,” Dr. Daniel Shapiro, Clinical Director of MyEggBank, says. “A lab director times everybody’s moves during the freeze process since it is done by hand and speed is essential,” adds Dr. Shapiro. MyEggBank also videos every procedure so they can monitor the entire process.
MyEggBank requires the inventory-producing centers to adhere to American Society for Reproductive Medicine (ASRM) criteria, Food and Drug Administration (FDA) guidance, genetic testing and counseling, and strict criteria for the states that require licensure. In addition, MyEggBank maintains strict policies and procedures when accepting donors for donor inventory.
Donors also have to do extensive screening before they are accepted. “The percentage of people who begin the process of enquiry and get to egg retrieval is very low,” Danielle Sheehan, President of the New England Fertility Society (NEFS), says. This increases potential productivity leaks and extensive time spent on administration. “Some egg banks have a model whereby they do all the recruiting, which is attractive to IVF center programs,” shares Sheehan.
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Maximizing donor recruitment
MyEggBank is raising the standard of freezing eggs to positively impact donor recruitment.
“Network recruitment numbers are high, or referred to as top of the funnel, meaning, many applications are received,” shares Deb Mecerod, Director of Clinical Operations at MyEggBank. “However, during the process of screening and testing donors, the number drastically reduces due to initial disqualification in the screening process, lack of donor commitment, or disqualification later in the process,” Mecerod added.
MyEggBank also strictly adheres to internal and external guidelines, which affects the number of donors accepted. “However, the quality of the donor candidates who pass all the milestones are quality donors who are presented to our intended parents,” Mecerod states.
Share and freeze solutions
As part of its unique egg donor value proposition, MyEggBank has a “share and freeze” program. The egg bank’s network has options at the local donor sites for its share program. For example, most donors recruited produce 24-26 mature egg (MII) oocytes. “Most donors with good outcomes will return for additional donation cycles,” says Mecerod.
Typically, on the third donation cycle, the donor is offered eight eggs for egg preservation and storage at no cost to the donor. The donor is paid full compensation for the donation, and the remainder of the eggs are added to the general inventory for intended parent selection.
The share and freeze program gives donors the benefit of fertility preservation for future use. “Many of our donors are single working towards advanced degrees. Freezing their eggs allows them a unique opportunity to control the timing of their own family building,” says Mecerod. This dually provides a service to the intended parents and donors, Mecerod adds: “The fertility clinics providing the service look at this as a goodwill gesture, or as some would say ‘paying it forward’”.
Technology enabling ‘premium’ standardized care
MyEggBank provides a strategic service in training the egg producing centers, maintaining strict quality control, and updating standard operating procedures (SOPs) and policies and procedures.
“The criteria for accepting donors is rigorous, but results in quality eggs being retrieved,” says Mecerod. Additionally, the intended parent clinics are trained by MyEggBank's embryologists to warm eggs and embryos to achieve the best possible outcomes.
“Recently, scientists proposed a simplified oocyte warming protocol with promising results that could potentially improve clinical pregnancy rates as well as its potential to significantly improve IVF success rates,” says Mecerod.
The research and collected data for the updated process are on the horizon. “Yet, it is currently too early to say if the simplified oocyte warming technique could be used in a clinical or laboratory setting,” Mecerod adds.
What is here, however, is the egg bank’s ability to collect “a profound amount of analytical data related to egg freezing and outcomes”, Mecerod says. This data is then utilized to troubleshoot when needed in their partner fertility clinics and production centers. “Ultimately, the data is used to provide ‘best in class’ outcomes,” Mecerod adds.
This News Digest Story is paid featured content. The advertiser has had editorial input and control over its creation. However, the views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
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Progyny stock falls 15% day after earnings call, down 35.9% since February
Company says decision from Alabama Supreme Court dampened utilization of ART services.
BY RON SHINKMAN
Progyny’s leadership said the Alabama Supreme Court’s ruling that embryos created by IVF are human beings was largely responsible for its missing first quarter revenue estimates that led to a $1 billion drop in its market capitalization.
Stock in Progyny – a New York City-based firm that provides fertility benefits to employers – dropped about 15% the day after it announced earnings on May 9, from $32.50 a share to $27.53. It has since dipped to $26.67 a share as of the end of trading on May 28. The company’s shares are down nearly 36% from its 2024 high of $41.62 per share on Feb. 12.
Progyny reported net income of $16.9 million on revenue of $278.1 million for the first quarter ending March 31. That compares to net income of $17.7 million on revenue of $258.4 million for the first quarter of 2023.
Although Progyny’s net income was in line with estimates from Wall Street analysts, its revenue for the quarter was more than $11 million short of the consensus number of $289.3 million.
Progyny leadership tied the revenue dip to a decrease in utilization of services for the first quarter. About 0.46% of people offered fertility benefits through Progyny used its services. During the first quarter of 2023 the utilization rate was 0.48%. That means utilization dropped about 4.2% year-over-year.
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The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
“We began to see the ramp in member activity leveling off slightly in March, coinciding with the national conversations about women’s access to reproductive healthcare sparked by the Alabama Supreme Court ruling,” Progyny Chief Executive Officer Pete Anevski told stock analysts during the company’s earnings call.
Anevski added that “the modest dip in activity that we saw across the country was more pronounced in the states [which have] the most restrictive laws for women’s reproductive healthcare, suggesting that a relatively small number of members were proceeding with a greater degree of caution before commencing their fertility journey.” He noted that initial user levels during the second quarter of this year were also lower than the second quarter of 2023.
Nevertheless, Progyny says activity is up. Chief Financial Officer Mark Livingston said during the earnings call with analysts that the number of overall assisted reproductive technology cycles performed during the first quarter totaled 14,800, up 12% from the first quarter of 2023. And the number of insured individuals who have access to Progyny through their health insurance rose to 6.4 million during the quarter, compared to 5.3 million during the same period a year ago.
However, Livingston also cautioned that with its utilization rate essentially remaining unchanged going into April, Progyny projects second quarter 2024 revenue of between $300 million and $310 million. The forecast from Wall Street is on the higher end, at $307.2 million, suggesting another revenue miss for the second quarter was possible.
Livingston said full-year 2024 revenue is now forecast at between $1.23 billion and $1.27 billion. Wall Street forecasts $1.24 billion. The company’s 2023 revenue was just under $1.1 billion.
“Our range assumes that utilization in the second half of the year will be nearer to what we saw in 2022 at the low end and closer to what we saw in 2023 at the high end,” Livingston said.
Progyny has responded by buying back its own shares, including a plan to repurchase $100 million worth of stock announced on May 22.
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FINALLY. The Data Every Fertility Executive Has Been Asking For. Stop paying consultants tens of thousands of dollars for less accurate information. eIVF has the real numbers, pulled from 130,000+ IVF cycles and 550+ providers. To promote their Fertility Vision Dashboard, they’re giving you this information for free, right now, in one report.
Only this report has accurate figures for:
Avg ART Conversion Rate
Avg IUI Conversion Rate
Avg days from registration to consult
Avg days from consult to ART
Avg days from consult to IUI
Avg new patients
Stop using random estimates. Download this free report to accurately benchmark your providers’ performance using real nationwide averages.
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Early Diagnosis, Better Outcomes: The Future of Fertility with Clinical Decision Support Software
LEVY Health reveals how 96% of women trying to conceive received diagnoses for previously undiagnosed conditions
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Shockingly, only 16% of women with infertility are properly diagnosed.
New data highlights the potential of clinical decision support software (CDSS) to revolutionize fertility diagnostics and treatment. CDSS can help providers identify conditions earlier and more efficiently, leading to an increase in treatment conversions and improved patient outcomes.
A recently published white paper by LEVY Health with first author Serena Chen, MD, FACOG reveals that including OB-GYNs in diagnostic fertility workups and early diagnostics is essential to improving access to fertility care. However, OB-GYNs also need support.
"Many women facing challenges with conception have conditions that don't necessarily require in-vitro fertilization," says Chen, the first author of the white paper. "Without increased involvement from OB-GYNs and tools to aid in diagnosis and treatment, infertility rates will continue to climb."
In a study using LEVY Health’s software, 96% of women received diagnoses for previously undiagnosed conditions, including polycystic ovary syndrome, thyroid disorders, or premature ovarian insufficiency - conditions that oftentimes need many years to diagnose. The white paper shows that clinical decision support can empower OB-GYNs, thereby improving patient triage and making fertility clinics more efficient.
This article has been authored by our advertiser, and is paid featured content. The advertiser had complete editorial control over its creation. The views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
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External links are being provided as a convenience and for informational purposes only; they do not constitute an endorsement or an approval by Fertility Bridge or Inside Reproductive Health of any of the products, services or opinions of the corporation or organization or individual. Neither Fertility Bridge nor Inside Reproductive Health bears responsibility for the accuracy, legality or content of the external site or for that of subsequent links. Contact the external site for answers to questions regarding its content.
Aetna Will Pay LGBTQ+ Enrollees up to $2 Million to Settle IVF Lawsuit, Law Firm Gets $1.65M
The litigation accused the health insurer – which is owned by pharmacy chain CVS Health – of having separate IVF coverage policies for same-sex and heterosexual couples.
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
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BY RON SHINKMAN
A national insurer under criticism for its reproductive health benefits design has agreed to settle a lawsuit and change its policies regarding IVF and other reproductive health coverage for same-sex couples.
Aetna – which is owned by pharmacy chain giant CVS Health – will set aside $2 million to reimburse same sex couples who had previously been denied coverage under its prior policies.
The insurer was sued in September 2021 by playwright Emma Goidel, who obtained her Aetna coverage through Columbia University.
Goidel’s lawsuit, a class-action filed in federal court in New York City, argued that Aetna’s policy of requiring same-sex couples to undergo a dozen rounds of intrauterine insemination at their own expense before it would provide IVF coverage was discriminatory. By contrast, heterosexual couples only had to claim 12 consecutive months of trying to get pregnant before IVF coverage would kick in.
Under the terms of the settlement, Aetna has agreed to change its coverage policy. “Aetna will apply and administer its clinical policies such that individuals with a uterus in an eligible LGBTQ+ relationship at the time of seeking IVF are not required to undergo any greater number of IUI cycles to qualify for IVF than individuals with a uterus in a heterosexual relationship,” the settlement stated.
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Aetna has also agreed to reimburse same sex couples who had IVF coverage from the insurer but previously had to pay for IUI treatments out of their own pocket. Each enrollee would be eligible to a default payment of $2,300, although they may apply for additional compensation if they spent money on procedures exceeding that sum.
“We celebrate this significant stride toward achieving justice for LGBTQ+ people who have faced obstacle after obstacle trying to access the health care services that they need to build their families,” said Alison Tanner, an attorney with the National Women’s Law Center, which represented Goidel in the litigation
Court records indicate 5,621 individuals belong in the various classes of plaintiffs, although only 850 are currently confirmed as qualifying for reimbursement, according to the settlement. The other individuals would have to prove they were in a same-sex relationship and denied fertility benefits in order to qualify. Any money left over from the $2 million fund will be donated to a charity of choice decided by the plaintiffs and Aetna.
The attorneys who represented Goidel and the other class members will receive $1.65 million in legal fees separate from the $2 million settlement fund. Aetna will also pay $130,000 to administer the settlement, which is comprised primarily of notifying class members that they may be due compensation.
“We are committed to providing quality care to all individuals regardless of their sexual orientation or gender identity and pleased to reach a resolution to this matter,” Aetna said in a statement provided to Inside Reproductive Health. A spokesperson for the health insurer declined to answer specific questions.
Meanwhile, Aetna was sued again in federal earlier this month, this time in Los Angeles. The plaintiff in that case, Amelia Rynkowska, claims Aetna has ambiguous language in its group employer coverage that appears to exclude coverage of many reproductive services completely.
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Down 70%. The IVF Clinic Network that Just Made Their IPO on the US Stock Market
How the Operator of a Handful of Asian IVF Clinics Wound up on Nasdaq
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
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BY RON SHINKMAN
A small chain of IVF clinics in Asia has gone public, with its stock listed on the Nasdaq exchange.
NewGen IVF Group operates single clinics in Hong Kong, Thailand, Cambodia and Kyrgyzstan. Its stock began trading on April 4, according to a statement issued by the company.
NewGen IVF was founded a decade ago, according to a video posted in 2019 by Alfred Siu, founder of its parent company, First Fertility Group. Siu said in the video that the clinic in Cambodia was conducting about 700 IVF cycles per year.
How did a company as small as NewGen IVF go public? It relied on a fairly new path for making an initial public offering: A blank check company or special purpose acquisition company, also known as a SPAC.
A SPAC is essentially a shell company that raises money from outside investors and issues stock. It then acquires a privately-held company that becomes the face of the organization as it is listed on a stock market such as Nasdaq. The best known SPAC transaction took Donald Trump’s Truth Social platform public, which combined the Digital World Acquisition Corp. SPAC with Trump Media & Technology Group.
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However, Goodman also noted that the company was not sizable and its stock offering wasn’t much different from so-called “penny stocks” or “pink sheet” stocks – shares issued by companies so minuscule they often can’t meet the requirements for trading on traditional stock exchanges.
To date, the market expressed extreme skepticism to the NewGen IVF stock. It was initially priced at $10 per share but dropped to around $3 per share on its first regular trading day on Nasdaq. The stock was trading at $1.22 per share midday on April 16. It had fallen below $1 a share, but was bolstered in late April by the announcement of a pending reverse merger with a company called European Wellness Investment Holdings Limited. That briefly pushed the NewGen IVF price above $2 a share, but it has since dropped.
“This may be an easier way to get to the IPO market for some companies, but you still have to be deserving (to remain there),” Goodman said of NewGen IVF Group’s approach. “You still have to have the fundamentals of a good management team and a good strategy to make the business work.”
In this case, the Bangkok-based NewGen IVF Ltd. was acquired by A SPAC I Acquisition Corp., which is based in the British Virgin Islands, according to a filing with the Securities and Exchange Commission. The merged companies then renamed itself NewGen IVF Group. Its stock trades on Nasdaq’s Capital Market, a tier of the exchange for newer and smaller companies whose rules are more relaxed than the Nasdaq Global Select Market and the Nasdaq Global Market, which are venues for larger and more established companies.
“We believe our public listing will help us to accelerate our growth and execute on our long-term vision,” Siu said in a statement announcing the merger, although no further details were provided. A spokesperson for NewGen IVF Group in New York City did not respond to a request seeking comment.
SPACs are a relatively rare vehicle for taking a company public, and this appears to be the first instance of a reproductive medicine company to take that route, according to Robert Goodman, vice president of healthcare for MidCap Advisors, a New York firm that assists in transactions among mid-sized companies.
“I think (Siu) saw value in the SPAC concept,” Goodman said, adding that the NewGen IVF founder was educated in the U.S. and is likely familiar with such an esoteric transaction.
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
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How These Fertility Centers Are Effectively Using APPs
NPs and PAs improve quality of care for patients, quality of life for physicians
This News Digest Story is paid featured content. The advertiser has had editorial input and control over its creation. However, the views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
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Advanced Practice Providers (APPs) can be effectively integrated into fertility clinic teams to enhance patient care. “APPs are often used as physician extenders in the fertility space,” Dr. Courtney Failor, Medical Director of Aspire Fertility, told Inside Reproductive Health.
Formerly called physician extenders, APPs manage new patient consults and introduce patients to the breadth and depth of fertility. They also help perform diagnostic workups with ultrasounds and radiology and monitor patients for lower-acuity fertility treatments like ovulation induction and insemination.
A recent patient survey by Inception Fertility found that over 80% of people considering fertility services across the US stated they were willing to see an APP if it would mean they were seen sooner.
“Fertility practices can integrate APPs in meaningful ways that support both patients and physicians, increase fertility center efficiency and productivity, and ultimately enhance patient care,” Dr. Jamie Grifo, Chief Executive Physician at Inception Fertility and the Program Director at NYU Langone Fertility Center told Inside Reproductive Health.
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How These Fertility Centers Are Effectively Using APPs
NPs and PAs improve quality of care for patients, quality of life for physicians
This News Digest Story is paid featured content. The advertiser has had editorial input and control over its creation. However, the views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
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Advanced Practice Providers (APPs) can be effectively integrated into fertility clinic teams to enhance patient care. “APPs are often used as physician extenders in the fertility space,” Dr. Courtney Failor, Medical Director of Aspire Fertility, told Inside Reproductive Health.
Formerly called physician extenders, APPs manage new patient consults and introduce patients to the breadth and depth of fertility. They also help perform diagnostic workups with ultrasounds and radiology and monitor patients for lower-acuity fertility treatments like ovulation induction and insemination.
A recent patient survey by Inception Fertility found that over 80% of people considering fertility services across the US stated they were willing to see an APP if it would mean they were seen sooner.
“Fertility practices can integrate APPs in meaningful ways that support both patients and physicians, increase fertility center efficiency and productivity, and ultimately enhance patient care,” Dr. Jamie Grifo, Chief Executive Physician at Inception Fertility and the Program Director at NYU Langone Fertility Center told Inside Reproductive Health.
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Innovative Environment: Work in facilities equipped with the most advanced reproductive technology, enhancing your ability to provide transformative care.
Expansive Network: Be part of the fastest-growing fertility network in North America, spanning over 90 locations, offering flexibility and security for your career growth.
Profound Impact: Contribute to a meaningful mission, having helped bring over 165,000 babies into the world, turning hopeful dreams into joyful realities.
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Improving the entire fertility journey
APPs have served as educators and ambassadors to patients during the fertility journey; fertility centers are now leveraging them to drive innovation. “Because many APPs have worked across various specialties, they bring a different perspective to ‘Fertility 101’ conversations, which can be especially helpful to someone who has never spoken to a reproductive specialist before,” says Dr. Grifo.
Underutilized APPs can result in lengthy new patient consultation timelines or geographical limitations due to challenges opening freestanding fertility clinics. “Access to care is a barrier that patients across the country face,” says Dr. Failor. Clinics can use APPs as an extender to these locations and improve access for more patients. “APPs can be ideal bridges into the often-overwhelming world of assisted reproduction,” says Dr. Grifo. The team also sees them as skilled providers who augment physician capacity.
APPs play a crucial role at satellite offices as leaders who can effectively expand a practice’s geographic footprint without the investment required to establish a new full-service clinic. Fertility clinics also use APPs to lead niche teams. “Many clinics have found specialty programs—such as third-party reproduction, including Donor Egg and Gestational Carrier services—to be game-changers for their practices and patients,” Dr. Grifo shares.
Wellbeing success and staff retention
A 2022 APP wellness survey conducted at Stanford Health Care broadly indicated that APPs with higher levels of professional fulfilment and self-compassion were less likely to experience burnout and, ultimately, leave the organization.
“Stanford’s initiatives closely align with the best practices identified at our own clinics,” says Dr. Grifo. Inception Fertility’s patient experience steering committee has found a highly effective way to maintain efficient, compassionate, and safe patient care is to care for its employees. It focuses on opportunities for professional development, role clarity, and the ability to practice at the “top of licensure”.
Clinics implementing and optimizing APP models have reported significant improvements in key performance indicators. “Having an APP can reduce the number of patients that need to be screened for an initial evaluation and ensure that all diagnostic testing is done and up-to-date prior to meeting with a physician,” says Dr. Failor.
At Aspire Austin, adding a nurse practitioner to their two-doctor practice has enabled them to see more patients and grow their revenue within the first year. Patients don’t have to wait three months to get in the door, but they have a treatment plan within six weeks of calling to set up an appointment.
APP-led consults, ultrasounds, IUI cycles, and third-party reproduction programs create space in REI schedules they can use with value. They may spend this extra time facilitating more IVF cycles, consulting with higher-risk patients, and following up with patients who have experienced an adverse outcome or multiple unsuccessful cycles.
Expanding an invaluable part of patient care
“APPs are already an extremely important part of patient care throughout The Prelude Network,” says Dr. Grifo. Inception Fertility has tested four models for leveraging APPs across its expansive network of 90+ clinics in North America. Its next step will be to roll out all four across all our regions, where applicable, allowing additional growth opportunities for each APP in the network.
“Prelude continues to maximize patient care from both a patient-experience mindset and success-driven outcomes,” says Dr. Failor. “The networking of APPs across the country and specifically across our network of clinics will enhance our ability to share and implement best practices.”
This News Digest Story is paid featured content. The advertiser has had editorial input and control over its creation. However, the views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
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External links are being provided as a convenience and for informational purposes only; they do not constitute an endorsement or an approval by Fertility Bridge or Inside Reproductive Health of any of the products, services or opinions of the corporation or organization or individual. Neither Fertility Bridge nor Inside Reproductive Health bears responsibility for the accuracy, legality or content of the external site or for that of subsequent links. Contact the external site for answers to questions regarding its content.
Lawsuits Against Ovation Prompted by Physician and Company ‘Whistleblower’
Physicians may later be named in suit, lawyer says
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
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BY RON SHINKMAN
A referring fertility physician and an employee are what led Ovation Fertility in part to face four separate lawsuits alleging it negligently killed embryos by exposing them to hydrogen peroxide.
According to one lawsuit, Terence Lee, M.D., an Ovation referring physician who is medical director of Fertility Care of Orange County, notified his patients that his recent patients suddenly had a zero IVF success rate. Lee and other physicians who work with Ovation pressed the company to conduct an investigation, according to the lawsuit. Although Lee is mentioned in the lawsuit, he is neither a plaintiff nor defendant in the case.
The lawsuits were filed in Orange County, Calif. Superior Court in late April. Seventeen different plaintiffs – most of whom are only referred to by their initials – accused Ovation’s laboratory in Newport Beach, Calif. of “killing” their embryos last January by exposing them to hydrogen peroxide during the thawing process and then failing to tell them about it.
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Compassionate Care Program: Offers up to 50% off on Gonal-f®, Ovidrel®, and Cetrotide® for eligible self pay patients.
Compassionate Corps Program: Provides at least 10% off for self-pay patients in military families, with potential savings up to 50%, based on financial eligibility. The EMD Serono Compassionate Corps Program helps eligible, uninsured, medically retired veterans (or their spouses) who have suffered service-related injuries affecting their fertility.
Click “Learn More” below to see how these programs can help your patients afford their egg freezing journey.
Also named in the lawsuits were FPG Services, LLC, FPG Labs LLC and Newport Beach IVF, LLC. Corporate records indicate they are all Ovation subsidiaries. The lawsuits state they all do business under the Ovation name.
Lee is one of 39 doctors listed as “partner physicians” on Ovation’s website.
An Ovation spokesperson did not respond to requests for comment on Ovation’s corporate structure.
According to Robert Marcereau, a Dana Point, Calif.-based attorney representing eight of the plaintiffs, Ovation’s physicians are either given an ownership interest in Ovation, or are paid financial incentives to make referrals to its laboratories.
No physicians are currently named as defendants in the lawsuits, but that may change, according to Marcereau.
“Were these doctors being forthright with their patients once they learned of what happened?” he asked. “Because a lot of these doctors were very slow to provide information to their patients and were not in my opinion forthcoming. That's something that's going to have to be explored.”
Marcereau said his firm was contacted by an Ovation employee at the Newport Beach lab. That employee made allegations of poor work being performed by embryologists, which was attributed in part to lax training provided by Ovation. Similar allegations were made in another of the four lawsuits.
Although Marcereau declined to name the whistleblower, the suit his firm filed mentioned an Ovation embryologist by name. It referred to her as an “unqualified and inexperienced employee” whose errors – along with others allegedly committed by Ovation staff – regularly killed embryos.
Ovation’s official statement on the incident appears to confirm at least a portion of Marcereau’s allegations. “This was an isolated incident related to an unintended laboratory technician error that impacted a very small number of patients,” Ovation said. “As soon as we recognized that pregnancy numbers were lower than our usually high success rates, we immediately initiated an investigation.”
However, Ovation did deny one of the primary accusations in the lawsuits: That embryos were implanted in patients even after the company was aware they were non-viable.
“We have been in close contact with these few impacted patients since the issue was discovered,” Ovation’s statement concluded. “We are grateful for the opportunity to help patients build a family and will continue to implement and enforce rigorous protocols to safeguard that process.”
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
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Under-utilization of fertility benefits negatively impacts patients and practices
One fertility savings program proves a useful tool for patients and practices.
This News Digest Story is paid featured content. The advertiser has had editorial input and control over its creation. However, the views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
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Reproductive Medicine Associates of New York (RMANY) has had to counsel their fair share of patients who have exhausted their fertility benefits.
“Patients may not be fully educated on the medical criteria of their fertility benefits, which plays a vital role,” said Romain Singramdoo, Finance Manager at RMANY.
In “cases where implantation needs to occur within a certain time frame, the patient was not fully educated, and did the implantation past the allowed time,” Singramdoo said. In this instance, the finance coordinator informed the patient that their Global Health Insurance (GHI) policy mandated her to have her frozen embryo transfer (FET) cycle within 60 days of the retrieval. “When the implantation happened past the allowed time, the implantation cycle counted as ‘another try’,” Singramdoo added.
Patients may see a total dollar amount ‘covered’ and want to use the entirety of that coverage as soon as possible to afford fertility treatment without understanding their potential treatment path. “They may need more than one cycle to achieve their goal, based on their individual circumstance”, Amanda Travis, Director of Brand Marketing, US Fertility at EMD Serono, said. “Or that the medication part of the treatment costs may be extracted and paid out of pocket”.
Fertility LifeLines™ enrolled nearly 139,000 patients from 2013-2023, saving them approximately $69 million in total*.
Why Choose Fertility LifeLines™?
In a recent study, perceived cost was the most commonly reported barrier for respondents not seeking treatment (42% of patients (n=207))1. EMD Serono’s Fertility LifeLines™ program offers savings on EMD Serono medications for eligible patients.
Substantial Discounts: Eligible patients can save up to 50% on EMD Serono fertility medications.
Wide Eligibility: Designed for individuals based on financial need or military status.
Quick and Simple: Discover your eligibility in minutes, apply swiftly, and receive a response in 3 to 5 business days.
Help Your Patients Today
Don’t let your patients’ financial barriers hold them back from trying to build a family.
*Data on File, EMD Serono Inc.
1. Domar, et al. Barriers and factors associated with significant delays to initial consultation and treatment for infertile patients and partners of infertile patients, RBMO, VOLUME 43, ISSUE 6, 2021
Often, patients meet with the appropriate staff member at the fertility clinic to ask the important questions: How much will this cost me, and how much will my insurance pay? Typically, at this point, patients have “a minimal understanding of how their ‘coverage’ can be best and most efficiently leveraged”, Travis shared.
By the very nature of fertility treatment, patients experience a range of emotions, not to mention challenges, one of which is the affordability of expensive fertility treatment programs. “Couple these complexities with what a patient seeking infertility treatment may be feeling at the point in time when they’re exploring costs; they are overwhelmed and feeling ‘challenged’ from the start,” Travis said.
The underutilization or misutilization of fertility benefits is devastating for patients, who have to pay the extra costs out of pocket.
But forward-thinking fertility centers like RMANY have also found ways to help patients maximize their fertility benefits efficiently. Whether they “had a specific dollar amount of $25,000 to utilize for IVF”, or other stipulations and amounts, Singramdoo said.
Benefit challenges impact fertility centers and patients
“Insurance and coverage are foundationally complex, regardless of how and where a patient is accessing it,” Amanda Travis, Director of Brand Marketing, US Fertility at EMD Serono, said.
Confusion over how to optimize benefits can also impact patients’ fertility treatments and entitlements. “Patients may be paying more than they should be to achieve the outcome they are looking for,” Travis shared. “They may miss the chance to apply for a manufacturer or pharmacy savings program for their medications if they choose to entirely pay through their insurance coverage or plan,” Travis added.
Limited knowledge of fertility benefits can also impact the patient’s fertility center. “Frustration could lead to bad reviews for the finance team for not giving clarity, or patients may begin to lose trust in the practice,” said Singramdoo. Financial counselors and patient navigators face several hurdles when allocating benefit coverage. “Insurance reps tend to be very vague and inconsistent when explaining benefits, leaving the practice to relay information that may be incorrect,” Singramdoo detailed.
How fertility centers can help their patients get the most from their benefits
Fertility clinics can help their patients properly navigate, optimize, and advise their patients. “Insurance coverage is a good starting point for the financial conversations, but prepare a process and questions to best educate and set the patient up for success,” said Libby Horne, Senior Vice President of US Fertility & Endocrinology at EMD Serono.
Bespoke fertility benefit packages are available to clinics. In today's fertility sector, it's recommended that clinics implement a process that builds in personalization and doesn’t treat all patients with ‘coverage’ the same.
Expanding supply chains to involve pharmacies in patients’ fertility treatment plans can optimize operations for facilities. “If the clinic doesn’t have the process or personnel to do this effectively with every patient, outsourcing to their pharmacy may be an effective idea,” Horne said.
Three-way calls with patients, insurance providers, and fertility practices help clarify benefits. “Asking the patient to get their written certificate of coverage or provide us with a concierge number for their benefits can also assist in clarifying benefits,” Singramdoo noted.
EMD Serono’s savings program saves eligible fertility patients an average of $1,700
EMD Serono encourages all eligible patients to apply to see their potential savings and confer with their EMD Serono network pharmacy if they do not immediately qualify to see if there is potential for other savings.
The biopharmaceutical company hosts a Fertility LifeLines Resource Hub featuring program descriptions, patient materials, program logos, and patient-facing instructional videos for clinics to educate patients on Fertility LifeLines.
Fertility LifeLines is a program for eligible patients who will be paying out-of-pocket for EMD Serono fertility medications. EMD Serono offers a Compassionate Care program to support certain eligible patients’ access to affordable fertility treatment.
On average, eligible patients save over $1,700 on EMD Serono Fertility medication, but some may save more. The savings patients can expect to make are based on several factors, including financial need, number of dependents, and military status.
This News Digest Story is paid featured content. The advertiser has had editorial input and control over its creation. However, the views and opinions expressed in this article do not necessarily represent the views of Inside Reproductive Health. The sponsorship of this content does not imply an endorsement by Inside Reproductive Health.
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External links are being provided as a convenience and for informational purposes only; they do not constitute an endorsement or an approval by Fertility Bridge or Inside Reproductive Health of any of the products, services or opinions of the corporation or organization or individual. Neither Fertility Bridge nor Inside Reproductive Health bears responsibility for the accuracy, legality or content of the external site or for that of subsequent links. Contact the external site for answers to questions regarding its content.
Doors Shut: Nashville IVF Clinic Closes Without Notice to Patients
Staff walked out, and now patients want answers.
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
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BY: ROSEMARY SCOTT
Patients of the Nashville Center for Reproductive Health were left with more questions than answers when the clinic suddenly closed during the first week of April with little explanation.
An anonymous clinic staff member told Nashville’s Channel News 5 that on April 4, clinic staff staged a walkout after receiving letter over email from administration that stated their paychecks would be late. The letter cited “unforeseen financial circumstances” and told staff their checks would be paid “as quickly as possible” once the money is available.
Since then, patients have struggled to get in contact with clinic owner and director Dr. Jaime Vasquez, despite some patients having paid in advance for treatments. Other patients also have sensitive information like medical records, and in some cases, embryos, stored at the facility.
Patients Left in Limbo
It is unclear whether the facility will reopen. Some patients, like April Moore of Murfreesboro, TN, arrived at their appointments over the last week to find the doors locked with no staff inside to answer their calls.
Moore told Inside Reproductive Health she stood outside the clinic on Thurs., April 11 with several other patients who were there either for appointments or to follow up on unreturned calls.
The next day, Moore said her husband received a call from Vasquez informing him his wife’s procedure scheduled for later that day would be canceled. After being informed that the procedure had actually been scheduled for the day before, Vasquez hung up the phone, Moore said.
Moore said she will likely return to her previous provider, Kindbody, despite having to make the trip from Murfreesboro to Atlanta.
“At 40, time is not in my favor, and this [has] wasted more time,” Moore said. “Now, I have to start back over from the beginning, because I don’t even have the test results I need to move forward again.”
The Nashville Center for Reproductive health has made no mention of the office closure on its social media and has responded to negative reviews on its business pages with canned responses that don’t address any particular situation. The center has continued to post on its Facebook page as normal, and many patients have commented on the company’s most recent post for World Health Awareness Month on April 8 asking for answers.
This led to patients using the comment section to help one another by suggesting other doctors with openings and linking to Support for families of CRH, a Facebook group formed for those affected by the clinic’s closure to connect with one another.
Rumors of Bankruptcy
Kristyn Rogers-Escudero of Clarkesville, TN started fertility treatments at the Center for Reproductive Health in February. She told Inside Reproductive Health that it took over a month of back-and-forth to schedule her next appointment, and clinic staff blamed the lack of availability on updates to the facility.
On Monday, April 8, Rogers-Escudero received a text from the center canceling her appointment for the next day. After calling and emailing the facility with no response, she stopped by the center on Tuesday while she was in the area for work. Rogers-Escudero stated that she is familiar with property improvement in her line of work as a commercial property manager, and she did not see any signs of construction or improvements being made to the facility.
The door was unlocked, but no staff answered Rogers-Escudero when she called and rang the desk bell for help.
As Rogers-Escudero continued through the building, Vasquez came out of his office to speak with her. The day before, Channel News 5 reported news of the closure, including a patient who stated they heard the center’s receptionist say the clinic was bankrupt. Vasquez dismissed these claims to Rogers-Ecudero, calling them “rumors” and emphasizing that once staff returned, all would be well.
“He said, ‘We are not broke. Everything is fine here…We just need to get people back in the office so they can answer the phone,” Rogers-Ecudero said.
When she asked Vasquez if she could have a copy of her medical records before she left to take to her new provider, he directed her to the secretary. When Rogers-Ecudero pointed out there were no other employees in the building, Vasquez told her he couldn’t provide the records and asked her to leave.
No bankruptcy filings for The Center for Reproductive Health were found as of this writing.
How did this happen?
There are myriad reasons a fertility clinic could close its doors, Robert Goodman, VP Healthcare, MidCap Advisors, told Inside Reproductive Health. He stated reasons for closing could be financial, like poor financial management, an excess of debt or a slowdown post-COVID.
“Why would a practice close this abruptly?... I think it certainly can be poor management in terms of their finances. They could be over leveraged with too much debt…or maybe they overpriced themselves,” Goodman said.
Goodman stated the abrupt nature of the closure is uncommon in the field, even due to financial reasons, and it could also be a result of embezzlement or theft by someone at the center.
“Is this typical? The answer is no, no it isn’t…unless there's some big bombshell [that you haven’t uncovered yet].”
Goodman stated that the closure could also be due to declining market share caused by competition in the area.
According to the most recent CDC data, the clinic has at least one major competitor in the city. In 2021, the Nashville Center for Reproductive Health logged 187 total cycles, according to CDC data. Nashville Fertility Center, the only other Nashville clinic the CDC listed in 2021, logged 1375 total cycles, resulting in 374 total infants born.
Regardless of the cause, the negative effects of the clinic’s closure have spread beyond the center’s walls and into the lives of patients.
“I'm thankful that I wasn’t super far along in my fertility journey with [the Center for Reproductive Health], but I do feel very sad for the other couples that are having to deal with this…I just hope they get justice,” Rogers-Escudero said.
The Center for Reproductive Health did not respond to Inside Reproductive Health’s request for comment.
The content and themes expressed within the article are that of the news. The advertiser does not have editorial control over the content of this article, and Inside Reproductive Health maintains full editorial independence. The views and opinions expressed in this article do not represent the views of the Advertiser or of Inside Reproductive Health.
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