HealthNews
Zimmer Biomet adopts cautious approach amid sales force revamp
Bengaluru, India: Medical device manufacturer Zimmer Biomet adopted a cautious attitude on Tuesday as disruptions caused by a U.S. Sales Force Restructuring and a flat revenue outlook overshadowed an increase in profit forecast, sending its share prices down around 7%. The company increased its adjusted profit forecast for 2026 after exceeding Wall Street expectations in the first quarter. This was a result of the cancellation of U.S. Tariffs and lower reorganization costs as compared to the previous year. The company left unchanged its organic constant-currency growth forecast for 2026, stating that the year was still young and 2026 would be a time of transition. Zimmer Biomet, a leading U.S. orthopedics company, is undergoing a multiyear shift towards a more specialized and focused U.S. Ivan Tornos stated that the transition caused some disruptions in the first quarter. Two large accounts were lost. Tornos stated that despite the strong first quarter, the year is one of transition. He cited the continued investment made in the U.S. Commercial Channel, the changes in distributor structures in certain international markets, and the execution risk associated with a large innovation pipeline. Tornos acknowledged improved productivity in the territories that have undergone transition but also admitted U.S. knee growth was below expectations and needed to be improved. Zimmer Biomet announced the departure of Chief Financial Officer Suketu Upadhyay. Paul Stellato, an internal executive at Zimmer Biomet, will serve as interim CFO until a new CFO is found. The company expects adjusted earnings per share of $8.40 to $9.55 in 2026, a significant increase from the previous range of $8.30 – $8.45. CFO Upadhyay stated that they benefitted from the removal U.S. Tariffs, adding about 20 cents to earnings per share, about half of which was expected for the second half.
The company’s first-quarter earnings adjusted were $2.09 a share, beating analysts’ expectations by $1.86. Organic revenue also increased 2.9% to $2.09 billion. (Reporting and editing by Vijay Kishore in Bengaluru)
Published on r 29, 2016 at 6:53 AM IST.
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It is not the technology that will differentiate organisations, but rather superior decision-making. It’s the standard. Many large pharmaceutical companies and medical device manufacturers have already digitalised core functions. From CRM platforms to AI, these companies are far ahead of the curve. Prabha sinha, ZS Co-founder observes that the real shift is now not adding more technology, but rather using it more intelligently.
This shift from infrastructure to impact is reshing the way life sciences organizations think, act and compete. Four engines of impact: From Projects to digital assets
Sinha described four “engines” that are driving the shift away from traditional projects and towards scalable digital impact. “One of the things that you can do with digital is to shift from project teams doing work, to digital assets doing work,” said Sinha.
Before, it could take up to an entire year for major business decisions such as restructuring the sales force in order to launch a new product. Ten years ago, it took six months to research and six more months to implement. The cycle lasted about a full year. Sinha noted. First, the decision-making cycle has been compressed significantly. “Decision-making can either be accelerated, or planning can be merged with execution,” he said. In place of quarterly planning cycles it is now done on the fly. “It’s a continuous rather than discrete process,” said he. First, digital tools help break down silos. Sinha explained that traditionally, in large companies the departments of sales, service and marketing were quite segregated. Now, digital is breaking down these vertical barriers. It was also important to him that centralised be used. He said: “All of this can only be achieved through centralising marketing and sales – the fourth component.” Sinha, who spoke about AI and for customer engagement, said that the top 100 pharmaceutical companies in the US are all doing it. The differences are in the sophistication. But “in terms of helping salespeople and marketers to determine how to allocate resources, this is a universal AI driven activity now.” Around 70% of ZS’s global workforce are based in India. Much of the intellectual properties behind ZAIDYN – the company’s AI-powered platform – is also developed here. Sinha noted that India was not only a cost center, but also a talent hub. Indian teams were increasingly client-facing, and the innovation process is centered in India. “Much innovation… Many of the algorithm programmes are developed in India.” Sinha said that there is a lack of automated bots being used by companies with customers and physicians. In almost all cases, a human is checking what is hpening. “So, I think that trust is best established through people right now.”
Not more technology, but better decisions will drive healthcare’s next le.
Healthcare data volumes continue to grow ridly – from consumer searches and physician queries to millions of sales interactions per year within a single large pharmaceutical company. Sinha explained that the value of understanding patterns between similar doctors, similar decision-makers, and similar hospitals will come through understanding. He claimed that better informational symmetry could reduce wasted products and improve alignment between product needs and patient requirements. Sinha stated, “Three year implementation cycles are not viable.” The technology is changing faster than the companies can implement it.
Platforms, such as ZAIDYN enable organisations to “be up-and-running within weeks, rather than years,” and to connect evolving tools, without having to rebuild their infrastructure with each new technological advancement. The Bottom Line
Healthcare’s next breakthrough will not be achieved by incrementally adopting technology, Sinha believes. “Competitive differentiating will come from superior intelligence in decision making, not just technology deployment,” said Sinha. The technology may provide the tools but the advantage will go to the organisations who transform data into smarter and faster decisions in the healthcare ecosystem.
Published On February 26, 2026 at 3:07 PM (IST)
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After 50 hearings in Daiichi Fortis case, the Delhi High Court reserves its judgement
New Delhi. Lawyers for Janese drugmaker and hospital chain Fortis Healthcare, FHL, concluded their arguments after 50 sessions. Daiichi seeks enforcement of an arbitral award it received against former Fortis Promoters Malvinder and Shivinder. The case involves alleged fraud committed in the 2008 sale to the Janese company of Ranbaxy Laboratories by the two promoters. The amount of money that was awarded by a Singore court a decade back has grown to Rs 5,200 crore, including interest.
Daiichi wanted the Singh brothers not to dilute their Fortis share, so they paid the money. But lenders used the pledged shares and sold them to recover debt. It has become a three way contest between Singh brothers, Fortis and lenders over who is responsible for the shrinking assets of Singh Brothers. Daiichi was represented by Arvind Subramanium and Giriraj Nigam, senior advocates, who questioned Fortis stake transactions including the sale 186 million shares that were encumbered, calling them deliberate asset destruction.
The nub of the issue is that there are two aspects to FHL’s transaction. One is the sale of unencumbered shares, and the second is the formation (with IHH taking control of the hospital network). They are two separate issues. Nigam told the Justice Subramonium Prasad bench that the dissipation occurred at a time when the Singh brothers controlled the entity. “There’s a regulatory framework that places obligations on a company’s compliance officer, and it puts promoters shares in the shadows. According to the Sebi regulatory framework, promoter shares couldn’t have been sold off without proval from the compliance officer. He said that “18.6 million (186 millions) shares were encumbered with disclosures made by financial institutions and bank-disclosures were uploaded by the company, and then sold. This left 13.99 crore unencumbered shares which were sold in transactions proved by the compliance officer, at a time when FHL was a judgment debtor. Fortis resisted Daiichi’s attempts to hold the company responsible for the dissipation the promoter stake. It argued that Daiichi had all the legal tools available to protect their interests and chose to ignore them for almost a decade. Fortis’s lawyer told the court: “I have been instructed to confirm that FHL, and its compliance officer, never gave proval to any transfer.”
Published on May 27, 2026, at 7:15 AM (IST)
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AI will bring consistency in fertility care and precision based on data: Experts.
Mumbai. At the ETHealthworld Conclave for Fertility, a panel discussion on “Egg Meets Algorithm: The Next Frontier in Reproductive Health”, brought together embryologists, clinicians and genomics specialists to explore how artificial intelligence (AI), is reshing reproductive health care. Conversations highlighted a crucial shift from trial-and error IVF to a data-driven, personalized and predictive proach.
Dr Nikita lad Patel, ollo Fertility’s Consultant IVF specialist, started the conversation by explaining how AI has begun to detect patterns in embryos and gametes that were previously invisible to humans. By using advanced , clinicians are increasingly able refine embryo selection to improve outcomes and reduce the need for multiple IVF cycles. But she also noted that AI has “two sides”: while it is promising in terms of improving pregnancy chances, and clinical precision, the real-world plications are still evolving.
Dr Kshitiz murdia, co-founder and CEO of Indira iVF, provided a practical perspective. She noted that, while AI hasn’t yet improved pregnancy rates dramatically, it is having the most immediate impact on improving consistency and reducing variation in clinical practice in India. AI-powered clinical systems can help standardise the decision-making process across clinics, and among practitioners. He stressed that IVF generates a vast amount of data, from the demogrhics of patients and their hormonal profiles, to the embryo development and transfer methods. The next step in fertility care could be achieved by integrating this data and using AI-driven analysis. He explained that it’s not only about choosing the best embryos or marginal gains in the pregnancy rate. The real value is in providing consistent, high quality care across geogrhic regions and clinicians. Dr Murdia warned against relying too heavily on algorithms. Current AI tools are sometimes unable to correctly classify embryos in some cases, he said, particularly when complex cases are involved. This highlights the importance of a “human in the loop” proach where clinicians and embryologists remain at the center of decision-making. AI should be used as a tool to assist rather than replace them.
Expanding on the discussion of high-risk pregnancies Dr Sonal Kumta Senior Consultant Obstetrician, Fortis Hospital Mulund, stressed the importance of data-driven insight in managing patients who have a bad obstetric record, such as recurrent miscarriages or unexplained loss. She said that such cases are emotionally and clinically difficult due to the lack clear diagnostic answers. She believes AI can identify patterns, whether hormonal or genetic. This will allow for more accurate risk assessment and treatment plans. Data-backed insights, from decisions about interventions such as cervical cerclage to optimising the monitoring of foetals, can help provide greater clarity and assurance in managing these high stakes pregnancies. But she insisted that clinical knowledge is essential and AI can be used to support evidence-based medicine.
Another key area of focus was the role of AI in reproduction genetics. Shaiket Deb, Director of Rare Diseases and Reproductive Health at Strand Life Sciences, emphasized that many existing genetic classifications rely on Western datasets and are not plicable to Indians. Researchers are beginning to identify genetic variations that are specific to a population and their clinical significance. AI also accelerates the interpretation of genetic information, cutting turnaround times from weeks to a few short days. It helps clinicians to make better decisions faster by prioritising and filtering genetic data. Deb warned against testing without regard to the patient’s needs, pointing out that AI can be used to tailor testing strategies. The panel agreed that AI was not meant to replace human expertise, but rather as a powerful tool. Its true potential is to enhance clinical judgment, improve standardisation, and unlock insights from complex datasets, which were previously underutilised.
As the fertility care industry becomes more data-intensive, it is the intersection of biology with technology that will redefine reproductive medicine. The journey to integrate AI is in its beginning stages. However, it promises a future that is more accurate and personalized, as well as more accessible and equitable for diverse patient populations.
Published On March 31, 2026 at 06 :12 PM IST
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Surya Hospitals opens Kandivali hospital; adds 55 beds at Santacruz facility.
We have five children and women’s-only hospitals located in Mumbai, Jaipur and Pune. These will soon be operational. We plan to open a new facility this year in Kandivali and we’ve expanded our Santacruz location. The cex for these two hospitals is Rs 80 crores,” said Dr Bhupendra Avasthi, founder, chairman, and managing director of Surya Hospitals, to PTI. Surya Hospitals, Santacruz, has increased the number of beds in the Amber Wing by 55, bringing the total to over 250. The company, he added, is well-funded and will raise the funds through internal accruals. Surya Hospitals, according to Dr Avasthi, is also exploring the possibility of setting up a women’s and children’s speciality hospital in Ahmedabad.
We hope to have our Ahmedabad facility operational by the end of this fiscal. He added that it would take an additional year before the hospital was operational.
Published on May 16, 2026, at 6:48 AM (IST)
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Sources say MyFitnessPal, a health and fitness app, is considering a sale.
New York – The owner of MyFitnessPal, whose private equity firm owns the plication, is looking at valuing it over $1 billion. Four sources who are familiar with the situation have confirmed this. Francisco Partners, who bought MyFitnessPal in 2020 from Under Armour, is working closely with JPMorgan to complete the sale, according to sources. They requested anonymity due the nature of the matter. The demand for digital health and wellness tools has risen in recent years. This is reflected in the increased adoption of ps, such as MyFitnessPal. ple Health and Peloton p One. Wearable devices, such as Oura ring, have also been popularized. reported in 2013 that fitness platform Strava had been exploring an IPO. JPMorgan, Francisco Partners and
declined to make any comments. MyFitnessPal didn’t immediately respond to an inquiry for comment. MyFitnessPal (founded in 2005) was sold by Under Armour to Under Armour, Inc. in 2015 for $475,000,000. Francisco Partners purchased it in 2020 for $345m, with potential payments based on performance targets. MyFitnessPal lets users track their calories, vitamins, weight, exercise, and more. It also offers meal plans, recipes, on-demand videos, and other features. The p is available for free, but there is also a premium version that costs $24.99 a month or $99.99 upfront.
The company reported last year that it had more than 280 million users in 120 countries.
Published at 07:32 am IST on ril 10, 2026
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