Short introduction We’re thrilled to sit down with Faisal Zain, a renowned expert in healthcare technology with a deep background in the manufacturing of medical devices for diagnostics and treatment. With years of experience driving innovation in the field, Faisal offers unique insights into how technology can transform patient safety and operational efficiency. In this interview, we explore the evolving concept of return on investment (ROI) in healthcare, the persistent challenges within the system, the importance of overlooked innovations, and the urgent need to redefine success metrics in this critical industry.
How has the traditional understanding of return on investment in healthcare shifted in recent years, and what’s driving this change?
Over the past few years, the idea of ROI in healthcare has moved beyond just financial returns. It used to be primarily about the bottom line—how much money a hospital or system could save or generate. But now, with rising costs outpacing inflation and increasing pressure on patient outcomes, there’s a growing realization that ROI must encompass more. Factors like patient safety, staff well-being, and operational efficiency are becoming just as important. This shift is driven by the recognition that inefficiencies, even small ones, can have massive downstream effects on both costs and lives. The industry is starting to see that investing in smarter, not just bigger, solutions can yield better overall results.
Why do you think it’s so urgent to reassess how we measure ROI in healthcare today?
The urgency comes from the fact that the current system is bleeding resources—money, time, and even patient lives—due to outdated approaches. Hospitals are under immense pressure with staffing shortages, regulatory demands, and rising expectations from patients. If we keep focusing only on financial metrics without considering clinical effectiveness or risk reduction, we’re missing the bigger picture. A narrow view of ROI perpetuates inefficiencies and prevents us from addressing systemic issues that could save billions annually. We need to rethink ROI to prioritize sustainable, human-centered outcomes over short-term gains.
What are some everyday inefficiencies in healthcare that you see having a significant impact on costs and patient care?
One of the biggest inefficiencies is the reliance on outdated practices that haven’t evolved in decades. For instance, in acute care, something as basic as labeling IV infusion lines still uses methods from the 1970s, leading to errors that cost billions each year in the U.S. alone. These mistakes result in longer hospital stays and higher expenses, not to mention the toll on patients. Then there’s the issue of workflow disruptions—small delays or errors that cascade into bigger problems, like reduced procedure throughput or staff burnout. These inefficiencies often fly under the radar but collectively drain resources and compromise care.
How do you explain the resistance in healthcare to adopting new solutions, even when the old ways are clearly failing?
Healthcare tends to stick to the familiar because change feels risky. There’s a high bar for adopting new methods due to regulatory hurdles, budget constraints, and a culture that often prioritizes stability over innovation. Many systems fear disrupting clinical workflows or investing in something unproven, even if the status quo is costing more in the long run. Plus, there’s a psychological comfort in doing things the way they’ve always been done. Unfortunately, this mindset keeps us trapped in cycles of inefficiency, where we’re solving problems with tools and thinking from decades ago instead of embracing smarter alternatives.
Can you share an example of a small, often ignored innovation that could make a big difference in healthcare if widely adopted?
Absolutely. Take the issue of infusion-related errors in acute care. Simple solutions like improved line-tracing technology can drastically reduce adverse drug events, which add billions to healthcare costs yearly and endanger lives. These aren’t flashy or expensive innovations, but they address a critical pain point with straightforward design changes. If widely adopted, they could save time, reduce stress for staff, and most importantly, improve patient safety. It’s a perfect example of how unglamorous advancements can have an outsized impact when we focus on the right problems.
Why is ROI particularly critical in acute care settings compared to other areas of healthcare?
Acute care is a high-stakes environment where there’s no margin for error. Mistakes here aren’t just costly—they can be deadly. With rising operational costs and intense pressures on staff, every investment needs to deliver immediate, measurable value, whether it’s reducing errors, shortening hospital stays, or improving outcomes. For example, infusion errors alone cost over $2 billion annually in the U.S., and that’s not even counting the human toll. In acute care, ROI isn’t just about financial health; it’s about survival—both for patients and the systems supporting them.
How do seemingly minor issues, like a gag reflex in dental visits, create larger financial and operational challenges for practices?
Small issues like a gag reflex might seem trivial, but they have a ripple effect in dental practices. When patients gag, it interrupts procedures, leading to delays, fewer completed treatments, and reduced revenue. It also impacts patient trust and satisfaction, which can hurt a practice’s reputation and retention rates. Beyond that, it affects staff morale and productivity—hygienists and dentists get frustrated when they can’t work efficiently. Studies show about 7.5% of patients struggle with this regularly, so it’s not a rare problem. Addressing it can unlock significant operational and financial benefits.
When we talk about redefining ROI, what other metrics beyond financial savings should healthcare leaders focus on?
Financial savings are important, but they’re only part of the equation. Leaders need to look at metrics like patient outcomes—how quickly and effectively people recover. Then there’s staff satisfaction and retention; happy, supported workers are more productive and less likely to leave, saving on turnover costs. Operational metrics, like reduced length of hospital stays or increased procedure throughput, also matter. Even intangibles like reduced stress for providers or improved patient morale have real, tangible effects. ROI should be a holistic measure that balances the financial with the human side of healthcare.
What’s your forecast for the future of ROI in healthcare, and how do you see it evolving over the next decade?
I believe the future of ROI in healthcare will pivot toward a more integrated, human-centered approach. Over the next decade, I expect we’ll see a stronger emphasis on metrics that reflect patient safety, staff well-being, and operational resilience, alongside financial returns. Technology will play a big role, but not just the high-tech, expensive kind—simple, smart solutions that tackle everyday problems will take center stage. We’ll likely see more data-driven decision-making to quantify those harder-to-measure benefits like reduced stress or improved outcomes. Ultimately, ROI will become a tool for transformation, pushing the industry toward clinical excellence and sustainability rather than just profit.
