Arlen Meyers, MD, MBA Healthcare Guru

Arlen Meyers, MD, MBA is a professor emeritus of otolaryngology, dentistry, and engineering at the University of Colorado School of Medicine and the Colorado School of Public Health and President and CEO of the Society of Physician Entrepreneurs at He has created several medical device and digital health companies. His primary research centers around biomedical and health innovation and entrepreneurship and life science technology commercialization. He consults for and speaks to companies, governments, colleges and universities around the world who need his expertise and contacts in the areas of bio entrepreneurship, bioscience, healthcare, healthcare IT, medical tourism -- nationally and internationally, new product development, product design, and financing new ventures. He is a former Harvard-Macy fellow and In 2010, he completed a Fulbright at Kings Business, the commercialization office of technology transfer at Kings College in London. He recently published "Building the Case for Biotechnology." "Optical Detection of Cancer", and " The Life Science Innovation Roadmap". He is also an associate editor of the Journal of Commercial Biotechnology and Technology Transfer and Entrepreneurship and Editor-in-Chief of Medscape. In addition, He is a faculty member at the University of Colorado Denver Graduate School where he teaches Biomedical Entrepreneurship and is an iCorps participant, trainer and industry mentor. He is the Chief Medical Officer at and and Chairman of the Board at GlobalMindED at, a non-profit at risk student success network. He is honored to be named by Modern Healthcare as one of the 50 Most Influential Physician Executives of 2011 and nominated in 2012 and Best Doctors 2013.


Disservice Department, How May I Help You?

5 rings: Welcome to our patient sickcare disservice department. Your business is important to us, so please wait for a disservice representative to take your call. The average wait time is 35 minutes. (musak on phone: Press 1 for jazz, 2 for classical or 3 for rock ). Many of your questions can be answered on this website, where we dis not just patients, but doctors too.


Winning the Ovary Lottery

Robert H. Frank is a Cornell economist who was one of the 2% of patients who survived an episode of sudden cardiac death. He attributes it to dumb luck, given that an ambulance happened to be only a few minutes from where he suffered his attack. So, you can understand why he would write a book entitled, “Success and Luck: Good Fortune and the Myth of Meritocracy.”


The Digital Health Value Ladder

Creating a digital health company these days is easy. Creating one that adds value and that is scaleable is not. The process is fail it, nail it, scale and sale it and that means you have to climb the various rungs of the value building ladder. You do that by:


If Data is the New Oil, Sick Care is the New Coal

It's been said that data is the new oil that is fueling the 4th industrial revolution. Others disagree. However, while the business models and value chains of oil and data might be different, the metaphor is used to describe the increasing value of data. Transforming into the intelligent, mobile, digital economy has created a lot of pain to many people and made old industrial models, and their employees, obsolete or redundant, much like renewal energy is doing to the coal industry and workers.


The Road to Doctor and Patient Behavior Change

The road to hell is paved with good intentions. Biopharma, techmed, sickcare employers, bioentrepreneurs, payors, policy makers, investors and other stakeholders are desperately trying to get doctors and patients to change their behavior. The techniques du jour are technology, big data, robotics, analytics, AI, machine learning, automated digital marketing and behavioral economic techniques. Whether the desired outcomes are changing toxic behaviors, altering workflow, adopting new technologies, buying more product, spending less money, being less wasteful or offering a better experience, efforts will be judged as failures unless they result in behaviors that, ultimately, improve quality, are less costly, improve timely access and improve the patient and sick care provider experience with the result being transforming sick care to health care.