From robots to immunotherapy, TMC talks innovation at its annual address

check up

The Texas Medical Center's CEO, Bill McKeon, ran down a list of exciting updates and innovations from the organization's member institutions at the annual State of the TMC. Photo via tmc.edu

In the Greater Houston Partnership's annual State of the Texas Medical Center address, TMC CEO Bill McKeon shared a status update of sorts for all the goings on at the largest medical center in the world.

McKeon ran down the list of member institutions to briefly touch base on each organization's innovations and growth. In the address, which took place at the Marriott Marquis on October 31, McKeon discussed exciting construction projects, new accelerator programs, and more. Here are some of the highlights from the presentation.

TMC3 and beyond

The TMC spans 1,400 acres and 50 million square feet of development — and growing. The largest medical city in the world will increase its size by 10 percent in the next two to three years, McKeon says. Here are some updates on each of the ongoing construction projects.

  • TMC3 is underway. The 37-acre research campus is expected to be completed in 2022.
  • CHI St. Luke's McNair Campus is expected to break ground on a new building before the end of the year.
  • Memorial Hermann's Sarofim Building is expected to open in 2020 with 18 stories, 26 new operating rooms, and 144 beds
  • Rice University has moved its synthetic biology program to BioScience Research Collaborative in the TMC.
  • Texas A&M University's EnMed program, which graduates students with a master's in engineering and a MD in four year, has launched. The university's med center building is underway at 1020 Holcombe, and is expected to be completed next May.
  • The University of Houston's new medical school us up and running, and the inaugural class's tuition was completely funded by an anonymous donor.
  • UTHealth's psychiatric hospital is expected to be the largest academic psychiatry hospital in country. The building is under construction and will be completed in 2021.

Building biobridges

In order to grow the TMC's global presence and bring the best innovations from around the world to Houston, McKeon says the organization has expanded its BioBridge partnerships.

The first partnership was with Australia in 2016, before the organization teamed up with the United Kingdom for the second one. Recently, the TMC has entered into its third BioBridge partnership with Denmark.

The partnerships are intended to encourage collaboration, particularly with TMCx. Now, TMCx startups break down from being a third of the companies from around the world, a third from other states in the U.S., and a third being from Texas.

"There's no greater collection of minds, patients, resources to really think about the next innovations in health care," Mckeon says.

Accelerating accelerators

TMCx is celebrating its fifth year and has worked with over 170 companies through its digital health and medical device accelerator programs.

"We're evolving to start to work more closely with our member institutions to understand their specific needs and how we can match novel technologies through them," says Lance Black, associate director of TMCx.

The TMC Innovation Institute supports 12 programs, and three have been introduced just this year.

  • TMCxi: A 40,000-square-foot space to support industry partners, investors, and other service providers that provides subject matter expertise and other resources for entrepreneurs.
  • TMCalpha: Programming for TMC doctors and staff who may have an idea for a new technology or startup.
  • TMC | ACT: An accelerator program for advancing cancer therapeutics and technologies.

Investing in robotics

Earlier this year, TMC announced plans to open a special robotics lab space with ABB Robotics. The space officially opened last month.

"Many of the things we do in our labs require pinpoint accuracy,"McKeon says. "Many of the things we do now here are done by humans, but in the future, we have one of the most sophisticated robotics companies in the world thinking about how we can transform our labs."

The lab is just the beginning of ABB's connection to TMC and its member institutions.

ABB's mobile YuMi robot cut the ribbon on its new home in the Texas Medical Center. Cody Duty/TMC

Videos: Robotics company unveils its Houston operation at the Texas Medical Center

Meet the robots

Houston has a new fleet of robots training to better streamline health care operations. ABB Robotics cut the ribbon of its Texas Medical Center incubator on Wednesday, October 9.

"This is really an exciting day for us at ABB because we are opening up our innovation hub in a globally unique place at the Texas Medical Center," says Sami Atiya, president of Robotics and Discrete Automation at ABB, at the grand opening event.

According to ABB research, the industry expects 60,000 non-surgical medical robots by 2025, which is four times that of 2018. Zurich-based ABB has 400,000 robotics products across industries in over 53 companies, but this is their first dedicated health care center. The 5,300-square-foot space located in TMC Innovation Institute, which was announced earlier this year, will have around 20 employees in the facility managing robots conducting a myriad of tasks.

The potential for collaboration between ABB and TMC is just getting started with the hub space. ABB already has connections with TMC's member institutions and ABB also recognizes the innovation avenues the TMC brings to the table.

"This is not only about the chance to interact with 25 hospitals," Atiya says. "We have the chance to interact with bright startups, bright academia, and with an ecosystem that is unique. We really looked around the world to set up this business because we need to learn. We need to interact."

One way TMC's CEO, William McKeon sees a huge opportunity for robots is in the inventory process. Right now, each hospital manages its own inventory process with its own team of employees. McKeon explains how that process can be streamlined and better organized using robotics.

"It may not be as exciting as some of the things you see here [in the hub], but it's equally as meaningful and economically important in lowering our health care costs," McKeon says.

YuMi cuts the ribbon on the new ABB facility in the Texas Medical Center

The mobile YuMi robot cut the ribbon of its new home.
TMC President and CEO William McKeon and Denmark's Minister of Health Magnus Heunicke officially formed a partnership on October 1 in Copenhagen. Courtesy of TMC

Texas Medical Center enters into health innovation partnership with Denmark

Biobridge

In an effort to advance medical innovations, the Texas Medical Center and the Kingdom of Denmark have announced a collaboration.

The partnership is the third of its kind in TMC's BioBridge program, with the other two collaborations being with Australia in 2016 and the United Kingdom last year. In March, TMC hosted Her Royal Highness Crown Princess Mary of Denmark, which began the conversation that created the foundation of the arrangement, William McKeon, president and CEO of TMC, says in a news release. The two entities announced the program on October 1 in Copenhagen.

"Now, TMC and the Kingdom of Denmark officially align each entity's respective startup ecosystems and will further accelerate the global pace of clinical research by fostering collaboration between academic researchers within the Texas Medical Center and at Denmark's esteemed institutions," McKeon says in the release.

The collaboration will focus on two areas — innovation and research and education, specifically within digital health, telemedicine, medical devices, and hospital operations.

"Denmark welcomes the significant potential of this trans-Atlantic BioBridge partnership with Texas Medical Center and its vast array of world class resources," says Magnus Heunicke, Denmark's minister of health and senior citizens, in the release. "Through this BioBridge, we build the foundation for the successful exchange of ideas, technologies, practices, and research that is at the center of breakthrough innovation and better healthcare globally."

Life science exports make up 17 percent of Denmark's total national exports — and that figure is expected to double by 2025, according to the release. The country is known for its quality data collection and is the second largest in Europe and measured in drugs per capita, per the release.

The Texas Medical Center's accelerator, TMCx, has had Danish companies as a part of the program. Sani nudge, which is based in Copenhagen, recently completed the program and, as a result, now has a Houston presence. Currently, Neurescue, also based in Copenhagen, is developing its computer-aided aortic occlusion catheter in the ongoing TMCx cohort.

"When HRH Crown Princess Mary visited the Texas Medical Center, she recognized the role of emerging technology in the advancement in health care in both of our nations," says McKeon at the announcement, according to the release. "Here in Copenhagen today at this momentous occasion, I am thrilled to formalize the BioBridge partnership that stands as tangible proof that we can always learn from our friends and colleagues around the world in our collective pursuit to advance care."
A new accelerator program will aim to advance cancer therapeutics technology. Photo courtesy of TMC

TMC introduces new cancer therapeutics accelerator program following $5 million grant

Curing cancer

The Texas Medical Center is taking a step forward in cancer prevention and treatment thanks to a multimillion-dollar grant from a Texas organization.

Last month, the Cancer Prevention and Research Institute of Texas announced 71 new statewide grants that totaled $136 million. TMC was the recipient of a $5 million grant that is being used to develop a new accelerator geared at designing new cancer therapeutics treatments.

"Texas Medical Center is proud to be among the esteemed organizations chosen by the CPRIT from across the State of Texas that have been targeted to continue to take the fight to the front lines when it comes to cancer and its deleterious effects on patients and their loved ones," says TMC CEO and president, Bill McKeon, in a release.

TMC | ACT, which stands for Accelerating Cancer Therapeutics, will be a nine-month program of biotech entrepreneurship training and drug development.

"This funding will be critical to the success of our newly formed TMC | ACT program, which will unite business, pharmaceutical, and academic leaders from across the country with the world's largest medical city in order to accelerate the translation of cancer breakthroughs into new drugs that will help save the lives of an untold number of cancer patients," McKeon continues in the release.

The program will bring together startups and researchers for training and mentoring for lessons in market research, FDA regulation, intellectual property, licensing, fundraising, and more. According to the release, the program will conclude with at least one grant and a venture capital pitch day.

This is the second new program TMC has launched this year; TMCalpha was announced in June at the TMCx pitch event. This new program is also geared at connecting research and commercialization and hosts regular events for TMC staff members who have early-stage medical technology ideas.
A new robotics facility is headed for the TMC Innovation Institute. Courtesy of TMC

TMC plans to open one-of-its-kind robotics facility later this year

The robots are coming

The Texas Medical Center has announced its plans to open a new robotics-equipped laboratory in October of this year. The automation capabilities will allow for more efficient lab tests and services.

The new facility is being made possible by a partnership between the medical center, TMC Innovation Institute, and ABB, a leading robotics company. This would be Zürich-based ABB's first dedicated health care center, but the company has over 400,000 robotics products across industries in over 53 countries.

"The next-generation laboratory processes developed in Houston will speed manual medical laboratory processes, reducing and eliminating bottlenecks in laboratory work and enhancing safety and consistency," says Sami Atiya, president of ABB's Robotics and Discrete Automation business, in a news release. "This is especially applicable for new high-tech treatments, such as the cancer therapies pioneered at the Texas Medical Center, which today require manual and time-consuming test processes."

A team of 20 will work out of the 5,300-square-foot facility, which will be located in TMC Innovation Institute. The space will have an automation laboratory with robot training facilities, and meeting spaces for the human innovation partners.

Currently, ABB's robots specialize in food and beverage laboratories worldwide, but able to adapt to medical facilities for specific tasks, including "dosing, mixing, and pipetting tasks, as well as sterile instrument kitting and centrifuge loading and unloading," according to the release.

"We are proud to co-develop collaborative robotics systems for the hospital of the future with one of the world's most advanced partners and to test them in real-world laboratories to ensure they add value to healthcare professionals, driving innovation, and transforming how medical laboratories operate worldwide," says Atiya in the release.

According to the release, TMC's connection to innovation, startups, and researchers were key factors in bringing the facility to Houston. ABB Robotics has a long-term plan to invest and innovate in robotics, says Atiya in the release.

"The Texas Medical Center continues to push the boundaries of innovation with cutting-edge industry partners by establishing TMC as the epicenter for ABB Robotics' entry into the healthcare space," says Bill McKeon, president and CEO of Texas Medical Center, in the release. "We continually strive for opportunities to accelerate research and enhance clinical care through key strategic partnerships. ABB's move into the heart of the Texas Medical Center campus with this first-of-its-kind R&D facility for creating robotics solutions in healthcare will set a new course for advancements in medicine."

Automation nation

Courtesy of TMC

A team of 20 will work out of the 5,300-square-foot facility, which will be located in TMC Innovation Institute.

The design and construction team has been announced for TMC3. Courtesy of Elkus Manfredi Architects

Texas Medical Center reveals new details and renderings for its TMC3 campus

Coming to hou in 2022

The Texas Medical Center just announced the dream team of architects and designers that are making TMC3 into a reality.

Elkus Manfredi Architects, Transwestern, and Vaughn Construction are the three companies that will serve as the architectural and development team for the 37-acre research campus. TMC3's founding institutions — TMC, Baylor College of Medicine, Texas A&M University Health Science Center, The University of Texas Health Science Center at Houston, and The University of Texas MD Anderson Cancer Center — decided on the three entities.

"Texas Medical Center is eager to move forward with a bold, imaginative and dynamic new design vision for the TMC3 Master Plan," says TMC CEO and president, Bill McKeon, in a press release. "With the combined talents of Elkus Manfredi Architects, Transwestern, and Vaughn Construction on-board, I couldn't be more confident that this dream team will flawlessly execute the totality of the project's vision and fulfill its mission to bring together leading researchers and top-tiered expertise from the private sector to create the number one biotechnology and bioscience innovation center in the entire world."

TMC3 was first announced just over a year ago and is planned to open in 2022. The campus will incorporate research facilities, retail space, residential plans, a hotel and conference center, and green space. Parking will be underground to optimize surface area.

Design in mind

The 37-acre research campus will be interconnected by a DNA helix outdoor promenade.

Courtesy of Elkus Manfredi Architects

From a design perspective, the key element will be a DNA helix-shape that looks like a necklace chain that connects the campus.

"Our idea was to expand on the DNA design concept and create a series of spaces that would elongate the strand all the way north to the historic core of the Texas Medical Center and south to the new development by UTHealth and MD Anderson in order to create more opportunity for connections and collisions," says Elkus Manfredi Architects CEO and founding principal, David Manfredi, in the release. "We're implementing the connective tissue between all these places and establishing opportunities for unplanned interactions. Science, technology, medicine, discovery and innovation are all about making connections, and we are building a space for institutions, industry and startups to interact."

Manfredi's firm is responsible for a few other iconic medical facilities, such as the original Broad Institute of MIT and Harvard and The Stanley Building at the Broad Institute in Cambridge, Massachusetts, and the New York Genome Center.

"We want to create spaces that attract talent," Manfredi says in the release. "You can attract talent with great colleagues, research and facilities, but if you don't have a great social environment for people to live, learn, and play, people move on. We are creating a place where people will want to be because they're constantly stimulated – whether it's breakfast at the local coffee shop, or a volleyball league in the afternoon, or working in a central lab and the person next to them is doing something intersects with their own research."

Growing partner institutions

TMC3 Collaborative will be a centrally located building on the campus that is designed to host gatherings and share space with industry leaders.

Courtesy of Elkus Manfredi Architects

While a big portion of the attraction in the new campus is this multi-purposeful and connective space, the project opens doors for the five partner institutions. For Baylor College of Medicine, TMC3 means an expansion of its facilities and an increased footprint for Baylor St. Luke's Medical Center's McNair Campus. The second tower of the hospital will be right at TMC3's eastern edge.

"The selection of a development team is an important milestone for the TMC3 project," says Paul Klotman, president, CEO and executive dean of Baylor College of Medicine, in the release. "The project itself is a huge step in developing the biotech industry in Houston. At Baylor, we look forward to working closely with TMC leaders, as well as those of the other anchor institutions, in making this project a reality."

Additionally, the Texas A&M Health Science Center research building — led by Carrie L. Byington, M.D — on the north end adjacent to BCM's building and the hotel and conference center. On the south side of the campus, MD Anderson and UTHealth will each develop new research facilities that will connect to the existing University of Texas Research Park that is directly to the south of the campus. UT Research Park will be connected to TMC3 via a new skybridge.

The release also describes a central building dubbed TMC3 Collaborative that will create collaborative research space for industry partners. The first level of the building will be an open atrium for gatherings and have food and beverage concepts.

"When TMC3 opens in 2022, Texas Medical Center will officially plant a tangible flag that signals its arrival as the Third Coast for life sciences for the foreseeable future," McKeon says in the release.
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2 Houston universities top list for best graduate, undergraduate entrepreneurship programs

Best of the rest

In Houston, a little bit of friendly competition between two universities goes a long way, but each gets a win according to a recent ranking.

The University of Houston's Cyvia and Melvyn Wolff Center for Entrepreneurship within the C. T. Bauer College of Business claimed the top spot on the 2020 Princeton Review's top 15 programs for undergraduate entrepreneurship studies. Meanwhile, Rice University's Jones Graduate School of Business claimed the top spot on the graduate schools list.

Both schools have appeared on the list before, but it's the first time either has topped their categories.

"Entrepreneurship and the creation of new businesses and industries are critical to Houston and Texas' future prosperity and quality of life," says Rice Business Dean Peter Rodriguez, in a news release. "Today's ranking and our decades-long leadership in entrepreneurship education and outreach is a testament to our visionary and world-class faculty, the enormous success of the Rice Business Plan Competition and of our commitment to our students and the community we serve."

The Rice program, which in 1978, has appeared on the top-10 list for 11 years in a row, and it's the fourth time for the program to make it into the top three. According to the Princeton Review release, Rice grads have started 537 companies that went on to raise over $7 billion in funding.

A UH news release also calls out the fact that UH has seen more than 1,200 alumni-founded businesses, which have amassed over $268 million in funding over the past decade. UH's program, which began in 1991, has appeared in the top 10 list since 2007, and rose from the No. 2 position last year.

"The Wolff Center is the catalyst, but entrepreneurship goes beyond that to the entire Bauer College, including RED Labs, social entrepreneurship, energy, health care, arts and sports entrepreneurship, among many other programs," says Bauer Dean Paul Pavlou. "We're an entrepreneurial university, and innovation and the startup ecosystem we want to promote for the city of Houston starts with the Wolff Center and Bauer."

The ranking considered more than 300 schools with entrepreneurship studies programs and factored in over 40 data points. Some of the factors considered include: the percentage of students enrolled in entrepreneurship courses, mentorship programs, the number of startups founded and investments received by alumni, and the cash prizes at university-backed business plan competitions. The rankings will be published in the December issue of Entrepreneur magazine.

Sustaining a culture of innovation is key to driving the energy industry, says this Houston expert

Guest column

The prevailing economic environment has made innovation essential to gaining a competitive edge in the oil and gas industry.

Global economic shifts and the unstable oil market have been considerable factors inhibiting the advancement of innovation in the oil and gas sector. Oil prices have not significantly increased in the past four to five years, while investors and Wall Street hold corporate executives accountable for capital discipline.

In light of these trends, corporate culture and innovation are key factors that hold the potential to drive novelty in the next upcycle. To bring value to shareholders, the oil and gas industry needs to nurture an environment that fosters a radically innovative culture to create new product lines and markets, unique ecosystems, product content, and processes.

Culture from the top down

Organizational culture is one of the essential dynamics that drive innovation. Employee behavior helps influence and promote the acceptance of innovation as a fundamental corporate value. Organizations are therefore admonished to concentrate on fostering an innovative culture that allows the growth of new ideas.

This culture needs to be created by deliberate action on the part of leaders of industry or by indirect measures such as composition and institutional policy directions. A model of innovative culture which translates into cultural transformation emerges as a result of this deliberate action and institutional policy directions.

Various studies over the years have examined innovative culture models focused on cultural characteristics or factors. A comprehensive, innovative culture model that incorporates cultural traits and their determinants is reviewed in this contemplative piece.

Execution  culture vs. innovative culture

In her book, "The Culture Map: Breaking Through the Invisible Boundaries of Global Business," Erin Meyer explains that "ambidextrous culture" is the concurrent search of flexibility and alignment at a business unit/sector which is linked to several organizational outcomes including improved performance and innovation.

This ambidextrous culture can be divided into two broad categories: Execution culture and innovative culture. Execution culture is a working environment that is more process- and task-driven to get things done. The oil and gas industry has typically favored the execution culture, where there is a central decision-maker at the head of the table. Research and recommendations on pertinent matters are typically presented to decision-makers who sit through a PowerPoint presentation. Subsequently, a decision is made based on the facts presented via PowerPoint presentation.

One critical demerit of this setup is that it usually leans towards low-risk conservative judgment. The executive lifestyle has worked in the past in the oil and gas industry due to the high fixed cost, and the "failure is unacceptable" approach in the industry.

With new technologies such as 3D printing, predictive analytics, machine learning, and deep learning, one can test some ideas or thoughts through rapid prototyping in a lab setting to test their hypothesis. Therefore, this type of culture as a sole approach to decision-making in the industry may need to be reconsidered.

Meanwhile, innovative culture is a work environment where leaders encourage and nurture unorthodox thinking in approaching problem solutions and applications. If the energy industry leaned more toward this style of culture, it would help foster innovation and accelerate the innovation landscape in the industry.

Innovative culture is a more design-oriented approach that generates a large pool of options and also incorporates a visual thinking framework. It enhances a creative mode for the audience, and everybody in the company ends up being a decision-maker. This type of culture fosters open innovation, eliminates the fear of expression, and pushes for more collaboration and creativity in the ecosystem.

According to a recent survey done by Accenture Strategy, 76 percent of leaders say they regularly empower employees to be innovative, while only 42 percent of employees agree. This shows an apparent disparity in more than the perceptions of employers versus employees and the belief that innovative culture is not promoted by middle management. This barrier can be broken down by instituting and enforcing an innovative culture.

Staying agile in a transforming world

The world has changed, and it will continue to transform. Various factors are disrupting traditional methods of business management across the globe, and organizational behavior is being impacted significantly. For an organization to be competitive globally, it requires innovation and creativity.

The rate at which businesses are facing competition requires agility. Employees are pressured to give their best and to come up with new ideas at a level even beyond some of history's greatest minds. For many, uncertainty and insecurity abounds. The fear of being made redundant and a resulting lack of trust prevents creativity among employees.

Trust, productive gameplay, and fun — critical components of an innovative culture — can spark creativity and increase global competitiveness. Due to the recent downturn, most teams are burdened with the same amount of work, which was meant for double or tripled their workforce and are still expected to perform at their peak capability. They need the right conducive environment to function.

Implementing action

While the energy industry should avoid trying to copy innovative practices from technology companies, oil and gas companies should review possible case studies that can be incorporated in fostering an acceptable culture for millennials to be attracted to the industry.

Presentation is important

Take a look at your marketing materials, for instance. Skip the stereotypical image of the macho oil guy on a rig operating the brake handle and showcase how the industry is adapting open innovation across sectors such as using predictive analytics and rapid prototyping to help design a safe working environment. Showcasing the conducive culture we experience in oil and gas, which challenges us to think outside the box and solve the world's energy problems will be an excellent way to create opportunities internally in companies and also attract and retain talent from different backgrounds and industries to help solve the world's energy problems.

Consider flexible work initiatives

To help establish and foster an innovative culture in oil and gas, the industry needs to embrace virtual and remote working environments, retraining and refresher courses to keep employees' skills relevant to solving problems, leaders setting a positive example on work-life balance and cutting down or avoiding long-distance travel via virtual meetings. Others essential pointers to consider are, giving employees the freedom to be themselves at work, leadership or management having a positive attitude towards failure, allowing remote work on days on which employees have personal commitments, networking events with company leaders scheduled during office hours, having an open channel for the report of sexual discrimination/harassment incident(s) to the company, among others.


I'd like to close with a quote from another influential book, "The Innovator's Dilemma," by Harvard Professor Clay Christensen. He writes, "When an organization's capabilities reside primarily in its people, changing to address new problems is relatively simple. However, when the capabilities have come to live in processes and values and especially when they have become embedded in culture, change has become extraordinarily complicated."

Establishing a uniquely innovative culture within the energy industry will be a great foundation going forward, for spurring progress in the oil and gas sector.

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Nii A. Nunoo is senior associate and management consultant within Strategy and Energy Core Operations at KPMG.

This Houston virtual health care platform makes it easier to get answers

digital check up

As hard as he tried, Brigham Buhler couldn't achieve the weight-loss and fitness goals he'd set in his mid-20s. Plus, he constantly felt tired and stressed out. On top of that, Brigham's entire immediate family has diabetes, and he was exhibiting the warning signs.

Buhler's nutritionist recommended he get his hormones checked. It wound up taking three months to get an initial appointment with a urologist, who then recommended a comprehensive blood test.

The blood work revealed that he did, indeed, have a hormone deficiency. Subsequent hormone treatment, in addition to taking vitamins and supplements to combat various risk factors, got Buhler's endocrine system back on track.

Born out of that frustrating situation and spurred by his more than 15 years in the medical-device industry, Buhler launched Houston-based Ways2Well in 2018. Propelled by a virtual health care platform, the company envisions a better way to treat patients by challenging the traditional health care model.

"While most virtual health care providers focus on sick care — treating patients experiencing symptoms that indicate sickness — Ways2Well is focused on preventative health care," says Buhler, a graduate of the University of Houston.

Through his own patient journey, Brigham Buhler saw a need for Ways2Well to exist. Photo via ways2well.com

Here's how Ways2Well works.

A patient visits the company's website to schedule a blood analysis at a Houston-area location of Quest Diagnostics. (Each year, Quest Diagnostics serves one-third of American adults and half of U.S. physicians and hospitals.)

Before the lab work, the patient discusses health concerns and wellness goals through a virtual appointment with a Ways2Well nurse practitioner.

Once the blood analysis is done, the nurse practitioner reviews the test results during a virtual appointment. The practitioner pinpoints underlying causes of chronic symptoms and potential risks for major conditions like heart disease, cancer, and diabetes. Those three ailments are the main drivers of the $3.5 trillion in annual health care costs racked up in the U.S. Ways2Well strives to reverse the symptoms of these and other chronic illnesses.

Finally, the nurse practitioner shares lifestyle or dietary changes that can reduce the likelihood of developing chronic diseases.

"Our online platform allows you to manage your health care journey from the convenience of your home or office, as long as you have access to a computer or phone and internet," Ways2Well says on its website.

Ways2Well charges nothing for a patient's initial 15-minute consultation. The blood analysis costs $299; Buhler says it goes well beyond what primary care doctors normally offer. The review of the blood analysis costs $120. Follow-up appointments cost $60 each. Neither Ways2Well nor ReviveRx accepts health insurance. However, an insurer might reimburse some out-of-pocket expenses.

The Ways2Well clinical team can prescribe medication, hormone therapy, prescription-grade vitamins and supplements, and other remedies through Ways2Well's partner pharmacy, ReviveRX. Ways2Well and ReviveRx occupy offices in the same building.

Typically, health care providers and pharmacies don't collaborate that closely on patient care. "Ways2Well is bridging that gap to offer better treatment to our patients," Buhler says.

Although ReviveRx is a full-service pharmacy, it doesn't operate like retail pharmacies such as Walgreens and CVS. Rather, patients are referred directly to ReviveRx by Ways2Well or Houston health care providers.

Today, Ways2Well focuses on the Houston market. But Buhler says the 12-employee, self-funded startup aims to expand to other Texas markets, such as Austin, Dallas-Fort Worth, and San Antonio.

"Because Ways2Well is a virtual health care provider that offers appointments via video conferences and leverages the Quest Diagnostics network for blood analysis, Ways2Well can treat patients from anywhere in Texas," he says. "Ultimately, the goal is to make Ways2Well available nationwide, with a team of clinical experts across the U.S."

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