Why would a healthcare data warehousing and analytics company partner with the life sciences industry? Because trust and collaboration across the industry—between life sciences, healthcare delivery systems, and insurance—is the only path to real healthcare transformation. Health Catalyst recognizes an industrywide improvement opportunity in collaborating with life sciences to build mutual trust, integrate data, and leverage analytics insights for a common interest (i.e., patient outcomes). By aligning themselves around human health fulfillment, Health Catalyst, their provider partners, and life sciences will advance important healthcare goals: Improving clinical trial design and execution. Stimulating clinical innovation. Supporting population health. Reducing pharmaceutical costs. Improving drug safety and pharmacovigilance.

1. Bridging the Data and Trust Gaps:
Why Health Catalyst Entered the Life
Sciences Market

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Health Catalyst entered the life sciences
space because we strongly believe that the
three major entities in the U.S. healthcare
industry—life sciences, healthcare delivery
systems, and insurance—need to collaborate
more effectively to lower healthcare costs
while simultaneously improving care.
I’ve said for years that an enterprise is never
integrated until its data is integrated and
leveraged for analytics.
Bridging the Data and Trust Gaps
Integrated, shared data is a proxy for trust—and all parties must establish
mutual trust before they can share and integrate data for a common interest.
In this case, that mutual interest should be patient outcomes (i.e., lower
costs and higher quality of care).

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As an enterprise, U.S. healthcare is a mess, in
large part because there is essentially no trust
between the three entities, leaving the data and
analytics among the three parties also a mess.
It all boils down to patient data at some level,
with patients suffering because the three entities
can’t get their trust and data acts together.
Hoarding is the norm, as if the data belonged
to the corporate entity. In reality, however,
as an artifact of patient care and clinical
trials, data belongs to the patients and
should be fully leveraged on their behalf.
Bridging the Data and Trust Gaps

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In addition to our data management and
analytics capabilities, Health Catalyst has
two other cultural brands we cherish and will
never forgo—patient outcomes and trust.
We are entering the life sciences space to
bridge the data and trust gaps between
healthcare delivery systems and life
sciences, particularly pharma, to benefit
patient outcomes.
A 50-Year Vision for Trust and Human Fulfillment

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U.S. healthcare can’t keep operating in the
separate and selfish worlds of the three Ps:
payers, providers, and pharma.
Health Catalyst has no interest in tarnishing
our brand by being yet another patient data
profiteer among the three. Frankly, that’s
repulsive to our culture.
We are applying common sense and human
decency in pursuit of lower cost, higher
quality healthcare for all of us.
If we maintain that motive of better, more
affordable care, business profits for
everyone will naturally and fairly accrue.
A 50-Year Vision for Trust and Human Fulfillment

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We will never sell patient data.
That’s a short-term market anyway.
Data is becoming a commodity.
It’s the analytics derived from that
data, combined with the cultural
willingness to take action on the
insights, that spells long-term
success.
We are building a brand with a 50-
year vision for enabling the mental,
physical, and emotional fulfillment
of human life.
A 50-Year Vision for Trust and Human Fulfillment

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Someday, the Health Catalyst brand will
be associated with athletic and academic
achievement and the selfless charity of
human spirit.
Someday, patients and physicians will
both say, “Let’s see what Health Catalyst
has to say about your condition.”
As a step on that journey, we will
integrate deidentified patient data with
pharma data and leverage the analytics
insights to improve patient outcomes.
A 50-Year Vision for Trust and Human Fulfillment

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The buzz phrase in pharma is real-world
evidence (RWE), but that RWE is based on
clinical trials.
Guess what? Clinical trials are not the real
world of patient lives.
Real-world evidence comes from real-world
patient care, and that’s where Health
Catalyst lives with our current client base.
Bringing life science and providers together
is a fundamentally important step in our
50-year vision.
A 50-Year Vision for Trust and Human Fulfillment

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Make no mistake about it—we are not blind to
the distrust of the pharma industry and how some
might see our entry into this market as shaking
hands with the devil.
I read a recent Gallup survey that ranked pharma
and life sciences at the bottom of consumer trust.
Only the federal government was lower.
But someone who is trusted needs to at least
attempt to bring the parties and data together.
Our Trust Above All

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As a country, we can’t keep operating in
healthcare like we are now.
Healthcare costs are crumbling the economy
and underlie much of the economic disparity
and social unrest that exists today.
Call us naïve. We don’t care. We’re going to
try and make a difference.
We will not engage in this life sciences market
unless it raises our brand of trust and patient
outcomes. If our entry looks like it will tarnish
our brand, or even begin to, we’ll exit.
Our Trust Above All

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At a tactical level, when I was leading the
data warehouse at Intermountain Healthcare
in the late 1990s, I collaborated with several
pharma companies to better understand the
post-market safety and effectiveness of
their drugs.
They paid to cover the analytics services
and technology fees.
They learned while we learned, and it all
rolled back into better patient outcomes.
Unprecedented Real-World Experience

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This collaboration was unprecedented at the
time because EHRs and healthcare data
warehouses essentially didn’t exist.
But I could see that, by partnering with
pharma rather than distrusting them, our
local community of patients and broader
society would benefit.
I did the same thing at Northwestern, and
I’ve consulted on similar initiatives in Canada
and the U.K. I taught graduate-level classes
at Northwestern on the legal and ethical
issues of data, analytics, and decision
support in healthcare.
Unprecedented Real-World Experience

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I’ve spent thousands of hours in this space,
debating and pondering the pros and cons of
integrating and analyzing deidentified patient
data versus not doing so because of patient
privacy issues.
As a former Air Force officer and analyst
for the NSA tasked with protecting the
country’s most sensitive data, I can
assure you, we can protect patient privacy.
Unprecedented Real-World Experience

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Don’t let the fear mongers convince you
otherwise. Our deidentified healthcare
data has enormous societal value.
Contributing de-identified data for clinical
and healthcare operations research is
the digital equivalent of donating blood
and organs for the benefit of others.
Unprecedented Real-World Experience

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More than privacy, patients and the public—
that’s you and me—should concern
ourselves with the economics of this data.
If we share our data with healthcare
providers and pharmaceutical companies,
then we should expect to benefit from the
economic value of that data through lower
healthcare costs and improved outcomes.
The economic value of our data should
flow back to us, every time we have a
clinical encounter.
Unprecedented Real-World Experience

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If corporations profit more from our
data and analytics than patients do,
we should protest in the streets.
By endorsing the use of our deidentified
data for analytics purposes in a fair
economic model, we are helping
ourselves, our families, friends,
community, and country.
We all stand to benefit. Let’s hold the
corporations involved accountable for
that benefit.
Unprecedented Real-World Experience

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In the U.S., we spend a disproportionate
amount of our time and money on
chronic diseases, many of which are
largely lifestyle driven.
At the same time, we turn a relatively
dismissive eye toward the total societal
impact of rare diseases that have
nothing to do with lifestyle choices.
The patients and families who suffer
from rare diseases did nothing by
choice to acquire them, and yet their
lives are often devastated.
A Passion for Rare Disease

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The ripple effect in our economy and social
fabric from “small n” diseases is much,
much bigger than the population of patients
who are diagnosed.
If we don’t bring together the trust and the
data from life sciences, insurance, and
healthcare delivery to address these rare
diseases, we should hang our heads in
shame as a country.
A Passion for Rare Disease

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While there is certainly value in addressing
the pandemic of chronic disease in the
U.S., our entry into the life sciences market
is particularly motivated by our passion to
improve the diagnosis and treatment of
rare diseases.
We want to enable breakthroughs.
Someday soon, I want Health Catalyst
to provide direct-to-patient analytics and
AI so that all patients, particularly those
with rare diseases, can query our
databases to learn more about patients
like themselves:
A Passion for Rare Disease

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How many other patients exist like them in the broader population?
Where are they being treated?
How much does it cost?
Which physicians have the highest volumes of care for the disease?
What are the patterns of treatment protocols?
What are the outcomes?
A Passion for Rare Disease
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Unlike the many data profiteers in
healthcare, it’s time for a trusted brand
with proven expertise to take a different
run at collaboration—as an advocate for
the patient, not the corporation.
What many companies don’t understand
is that if you align yourselves to the
purest motive—in this case, human
health fulfillment—corporate success
follows naturally.
It’s Time for a New Approach

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By bringing pharma and providers together
through analytics as a trusted intermediary, we
can improve clinical trial design and execution,
stimulate clinical innovation, support population
health through medication adherence and health
economics and outcomes research, reduce
pharmaceutical costs by optimizing prescribing
and adherence, and improve drug safety and
pharmacovigilance.
And that’s just the beginning.
It’s Time for a New Approach

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For more information:
“This book is a fantastic piece of work”
– Robert Lindeman MD, FAAP, Chief Physician Quality Officer

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More about this topic
Link to original article for a more in-depth discussion.
Bridging the Data and Trust Gaps: Why Health Catalyst Entered the Life Sciences Market
Extended Real-World Data: The Life Science Industry’s Number One Asset
Elia Stupka, Senior VP and General Manager, Life Sciences Business
Health Catalyst Adds World-Class Expertise in AI and Life Sciences
Health Catalyst News
Preventing Medication Errors: A $21 Billion Opportunity
Stan Pestotnik, MS, RPh, Patient Safety Products, VP
Transforming Healthcare Analytics: Five Critical Steps
Ann Tinker, MSN, RN, Professional Services, Senior VP; Dan Hopkins, Professional Services, VP
Life Sciences
Health Catalyst Solutions

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Other Clinical Quality Improvement Resources
Click to read additional information at www.healthcatalyst.com
Dale Sanders has been one of the most influential leaders in healthcare analytics and data
warehousing since his earliest days in the industry, starting at Intermountain Healthcare from
1997-2005, where he was the chief architect for the enterprise data warehouse (EDW) and
regional director of medical informatics at LDS Hospital. In 2001, he founded the Healthcare
Data Warehousing Association. From 2005-2009, he was the CIO for Northwestern
University’s physicians’ group and the chief architect of the Northwestern Medical EDW. From 2009-
2012, he served as the CIO for the national health system of the Cayman Islands where he helped lead
the implementation of new care delivery processes that are now associated with accountable care in the
US. Prior to his healthcare experience, Dale had a diverse 14-year career that included duties as a CIO
on Looking Glass airborne command posts in the US Air Force; IT support for the Reagan/Gorbachev
summits; nuclear threat assessment for the National Security Agency and START Treaty; chief architect
for the Intel Corp’s Integrated Logistics Data Warehouse; and co-founder of Information Technology
International. As a systems engineer at TRW, Dale and his team developed the largest Oracle data
warehouse in the world at that time (1995), using an innovative design principle now known as a late
binding architecture. He holds a BS degree in chemistry and minor in biology from Ft. Lewis College,
Durango Colorado, and is a graduate of the US Air Force Information Systems Engineering program.
Dale Sanders

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Other Clinical Quality Improvement Resources
Click to read additional information at www.healthcatalyst.com
Health Catalyst is a mission-driven data warehousing, analytics and outcomes-improvement company
that helps healthcare organizations of all sizes improve clinical, financial, and operational outcomes
needed to improve population health and accountable care. Our proven enterprise data warehouse
(EDW) and analytics platform helps improve quality, add efficiency and lower costs in support of more
than 65 million patients for organizations ranging from the largest US health system to forward-thinking
physician practices.
Health Catalyst was recently named as the leader in the enterprise healthcare BI market in
improvement by KLAS, and has received numerous best-place-to work awards including Modern
Healthcare in 2013, 2014, and 2015, as well as other recognitions such as “Best Place to work for
Millenials, and a “Best Perks for Women.”