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Down the Rabbit Hole
FINANCIAL HURDLES PREVENT SUBSEQUENT IVF CYCLES
The Lab Director Pledge
Summiting Mountains [] Embryologists are the unsung heroes of egg banking
Also in this issue
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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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.
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.”
Next article, continue reading ↓
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.