North Louisiana companies added to the Dolores George LaVigne Wall of Entrepreneurial Achievement Fifteen newly launched or growing startups in North Louisiana were announced Thursday, Oct. 10, by BRF’s Entrepreneurial Accelerator Program (EAP). The companies’ logos were added to the Dolores George LaVigne Wall of Entrepreneurial Achievement in BRF’s InterTech 1 lobby – a part of an annual celebration EAP has hosted since 2013 to reveal new companies and celebrate their founders.

The program also celebrated 10 years of launching and assisting startups and small businesses in North Louisiana.

The EAP team, BRF leadership and Mayor Tom Arceneaux are pictured at the EAP 10th anniversary event. Pictured from left to right: Abdul Ibrahim, Brett Brown, Julie Gilley Milam, EAP Executive Director Dave Smith, Mayor Tom Arceneaux, BRF President and CEO John F. George Jr., M.D., Stephen Goodfellow, Tyra Kidd, Jessica Martin and William Anderson.

“We’ve seen dozens of industries in 10 years and met with some of the state’s brightest minds and entrepreneurs. Many of the companies we’ve had the privilege to work with have become household names in Louisiana,” said Dave Smith, EAP Executive Director. “This event is a chance to shine the spotlight on those entrepreneurs and their achievements.”

The wall of company logos is made up of North Louisiana-based startups that have met funding milestones to launch or scale their businesses.

The companies span bakeries to national defense technologies and represent over 700 jobs with an annual payroll of over $25 million.

“EAP was created to fill a critical need in the entrepreneurial ecosystem in North Louisiana. There was a lack of startup assistance, expertise combined with mentorship, and organized capital in the region. Since launching EAP, we’ve created North Louisiana’s first angel funds and piloted a resource network for the State of Louisiana that has gone statewide via the Louisiana Business Hub,” said John F. George Jr., M.D., BRF President and CEO. “We’ve provided services to 507 companies in 10 years and referred hundreds to our resource partners now that there’s a network of support for companies to be successful here in Louisiana rather than leaving the state for investment and expertise.”

A team of financial analysts provides mentorship for entrepreneurs who partner with EAP. Analysts can guide business owners through the lean canvas process, through market research and to pitching for investment or readying them for other financing.

In 10 years, the team has reviewed 1,730 ideas. Of the more than 500 companies that have received EAP services, 138 have been funded through angel investors, banks or grants. They represent a total investment of $270 million.

“EAP has expanded from a Caddo Parish program to all of North Louisiana and now is part of a statewide network,” said George. “We thank the Caddo Parish Commission and the Shreveport City Council for seeding this program in its early days. We’ve since received three federal grants for program expansion and have incredible support from our donors.”

Shreveport mayor Tom Arceneaux is pictured with the 2024 Dolores George LaVigne Wall of Entrepreneurial Achievement company logos that were revealed Tuesday at EAP’s 10th anniversary event.

2024 Dolores George LaVigne Wall of Entrepreneurial Achievement companies
– Adaptive TheraSolutions, LLC
Monique Brasfield – Founder & Chief Executive Officer
Adaptive TheraSolutions helps with accelerating recovery and improving quality of life for patients who are experiencing impaired language.

– Adjuvant Behavioral Health, Inc.
Dr. Josh Myers – Chief Executive Officer
David Callecod – Co-Chief Administrator
Adjuvant serves cancer patients, survivors, and caregivers by providing mental health services that include counseling, medication management, and intensive outpatient care to improve survivability and overall quality of life.

– Archem, LLC
Alex Burke – Chief Executive Officer
Archem is a chemical additives company. Its revolutionary product can help jets burn fuel more efficiently at high altitudes.

– Calosyn Pharma, Inc.
Reid Grimes – Chief Executive Officer
Dr. David Waddell – Co-Founder & Chief Marketing Officer
Calosyn is a biotech company developing a nanoparticle-based therapy for osteoarthritis.

– DiaSante Health, LLC
Lee Holmes – Founder and Chief Executive Officer
DiaSante is a remote patient health monitoring company that allows health practitioners immediate data on patients and can alert both patients and practitioners to areas of concern.

– Danielle’s Devices, LLC
Danielle Nelson – Founder & Chief Executive Officer
Mark Nelson – Chief Operating Officer

Danielle’s Devices is creating a new must-have device in home kitchens with the FreshBar, a new cooler that promotes healthy eating habits through proximity, awareness, and convenience.

– FungoMan, LLC
Romy Cucjen – Co-Founder
Christine Cucjen – Co-Founder
FungoMan is a manufacturer of baseball equipment that has created the premier automatic pitcher, empowering athletes and trainers.

– Gilgalbyte, LLC
Silas Okoh – Founder & Chief Executive Officer
Gilgalbyte is a new software provider for young companies that helps them increase efficiency through online scheduling, mass marketing, and merchant services.

– Group Higher (Haynes Holding Company, LLC)
Jessica George – Founder
Group Higher’s online platform will allow recruiters to simultaneously fill multiple open roles with candidates in existing relationships, leveraging their complementary skill sets, easing candidate adjustment, improving productivity, and reducing overall employee turnover.

– Lagniappe Sourcing Consulting, LLC
Jennifer Jones – Founder & Chief Executive Officer
Lagniappe Sourcing Consulting is a sourcing and recruiting company specializing in professionals with different levels of security clearance.

– North Louisiana Tissue Bank, LLC
James Gandy – Chief Executive Officer
North Louisiana Tissue Bank (NLTB) serves as a connection between the generosity of birth mothers who donate tissues and the advancement of regenerative medicine. By working with hospitals, healthcare professionals, and researchers, NLTB facilitates the collection and proper use of birth tissues to improve
patient outcomes.

– Peach Therapies, LLC
Sara Balch – Co-Founder
Amy England – Co-Founder

Peach Therapies is a locally-owned clinic specializing in physical and speech therapy operating on a private-pay basis that provides direct access to services, eliminating the need for insurance authorization and wait times. Patients receive undivided attention from skilled therapists with extensive specialized training, ensuring personalized care tailored to each individual.

– Reliant Biomedical Technologies, LLC
Dr. Steve Alexander – Founder & Chief Technical Officer
Ahmed Alhaque – Chief Operating Officer
Reliant Biomedical Technologies (RBT) is a medical device company that has developed the BENGI, a novel device that helps properly and safely ventilate patients via audio and visual feedback.

– Rise & Rotate, LLC
Cindy Gamble- Co-Founder
Matthew Gamble – Co-Founder
Rise & Rotate is a mobility assistance company with a revolutionary new device capable of helping those with disabilities continue to live a life of dignity.

– Vantage Data House, Inc.
Bishop George – Founder & Chief Executive Officer
Tripp George – Chief Financial Officer
Vantage Data House is the first-ever membership-based polling platform and is seeking to disrupt the public opinion industry. Vantage provides high-quality data at a reasonable price.

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• Multi-specialty physician group owned and operated by physicians located in the South-Central US. There are approximately 40 doctors involved with over 15 in primary care.
• The decision was made to implement RPM and CCM services for two reasons:  1) to improve patient care and decrease hospitalizations and 2) improve financial performance and increase net revenue.

Client profile

• The patient population involved Medicare patients with secondary insurance coverage, as well as Medicare Advantage Plan patients.
• Patient demographics are 65 years and older, Medicare or Medicare Advantage payer requirement. There are a few patients under 65 with permanent disability that also qualify.
• Qualifying health conditions include chronic medical conditions such as hypertension, coronary artery disease, atrial fibrillation, congestive heart failure, COPD, asthma, chronic kidney disease, diabetes, obesity, Alzheimer’s, cerebrovascular disease, osteoarthritis and chronic pain, etc.

Challenge

• Gaps in patient care many times arise from poor communication between the patient and the clinic staff. Implementing an RPM/CCM program provides an efficient line of communication and way to effectively communicate care plan structure, as well as any alterations to the care plan over time. The physiologic data provided by an RPM program gives the physician the ability to quickly and proactively modify patient treatment based on specified parameters and thresholds for each patient.
• Patient compliance is always a very hard thing to improve. With RPM and CCM programs, the care team is able to adjust medications more timely as well as initiate referrals and other care support which results in increased patient compliance and improved patient outcomes.
• Patients enrolled in an RPM/CCM program have a better sense of their physiologic parameters as they are seeing their daily measurements which results in increased awareness and making better health choices.

Solution

• At our group practice, we chose an RPM/CCM solution that integrated with our existing electronic health record and used cellular-enabled devices that would be easier for patients to use regardless of location.
• Implementation included two pathways: (1) we introduced RPM/CCM during patient wellness visits to introduce the program and assess patient interest, and then would consent the patients during their wellness visit for RPM and or CCM (2) we introduced RPM/CCM during routine office visits where patients were identified based on chronic conditions or a specific physiologic condition that needed to be monitored.

Implementation

• Timelines are of key importance. Milestones can be reached much more efficiently by using an RPM or CCM strategic partner. If a clinic were to try to do this on their own, it would likely take 3 to 4 months of planning and up to six additional months to arrange prior to implementation. However, moving forward with a strategic partner experienced in RPM and CCM solutions could  decrease the prep time to a 3 to 4 week period before implementation can begin.
• Prior to starting, it is vital to identify a lead person within the clinic (main point of contact), that will receive the RPM or CCM data and information for the practice. Depending on the size and complexity of the practice, the office will need to determine if they want to have an RPM/CCM company representative nested in the clinic or use the service provider’s staff remotely from their call center. Both options have pros & cons and should be evaluated to determine the choice that optimizes the flow, device inventory management and passing out of devices at your clinic.

Results

• Across the board, patients enrolled in the RPM/CCM program show higher patient engagement, better health outcomes and overall quality of life as well as increased patient satisfaction.
• Improved patient outcomes were most significant for congestive heart failure and chronic kidney disease patients as measured by reductions in hospitalizations and ER visits. 
• Financial performance for the practice improved with a 50% increase in physician monthly net revenue with minimal additional physician time requirement following implementation.

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In the past at Atrium Health’s Sanger Heart and Vascular Institute, as in many other hospitals, postoperative cardiac patients were discharged with a vague understanding of what recovery entails. Uncertainty can lead to preventable poor outcomes and readmissions for issues that could have been managed in the outpatient setting.

THE PROBLEM

Anxiety is common in patients preparing for cardiac surgery. Patients prefer to be home, but recovering from invasive surgery without expert guidance can be scary and dangerous.

Providers need up-to-date, reliable data to inform post-surgery decision-making, but collecting that data and turning it into insights can be a chore, said Dr. John Frederick, chief of cardiovascular surgery at Atrium Health’s Sanger Heart and Vascular Institute.

“Collecting biometric data before remote monitoring meant nurse navigators had to rely on patients to manually record and report the information,” he noted.

PROPOSAL

Health IT vendor Carium proposed a care experience platform to be added to Sanger Heart and Vascular’s Perfect Care program that provides a complete ecosystem for virtual care.

“The care experience platform would ensure patients remain connected with their care teams, and that care teams remain connected with invaluable patient data to improve clinical decision-making,” Frederick explained.

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The growth of remote patient monitoring technology and telehealth over the past two years is transforming the way hospitals, health systems and clinics deliver healthcare. Remote patient monitoring technology in particular is set to explode. But with so much change happening so fast, even the terms themselves are the subject of some confusion.

So, what is remote patient monitoring, exactly, and how does it differ from telehealth? Because the market for these technologies is expected to explode in the next five years, it’s important to define our terms.

Telehealth is an umbrella term

Simply put, telehealth is an umbrella term describing the use of technology to deliver healthcare remotely.

Several organizations have published their own definitions of telehealth, although healthcare providers are usually most concerned with definitions released by the Centers for Medicaid and Medicare Services. In a resource on telemedicine published for healthcare providers, CMS defines telehealth as “the use of telecommunications and information technology to provide access to health assessment, diagnosis, intervention, consultation, supervision and information across distance.”

Thus, telehealth refers to a suite of services for delivering remote care, both in and out of traditional care settings. One subset of those services is remote patient monitoring.

Defining of remote patient monitoring

Remote patient monitoring is the use of technology, often wearable devices, to monitor patients outside of clinical settings. These devices are internet-enabled and can thus send information on patient health directly to the offices of care providers.

Combined with technology platforms that can aggregate and analyze the data as well as integrate it into clinical workflows for care delivery, remote patient monitoring has the potential to transform patient care for the better – and reduce its cost.

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Remote patient monitoring (RPM) holds incredible promise for improving the management and treatment of chronic diseases. Even though RPM is still relatively new, it has proven effective for managing many chronic illnesses, such as diabetes, high cholesterol, high blood pressure and respiratory diseases. In some cases, taking these measurements remotely increases accuracy, such as with blood pressure readings.

The challenge is to find a sustainable way to use RPM data to intervene sooner and improve chronic disease management. While RPM has automated the collection of data from patients outside the clinic, and algorithms can sift through information to flag the patients who need follow up, the follow up still comes from humans—from doctors, nurses and other trained professionals.

Fighting burnout

As much as healthcare professionals welcome better tools for taking care of patients, many are at their breaking point: from fighting the Covid-19 pandemic, limited time with patients, increasing administrative burden, working too many hours and other challenges. In a 2021 survey, 47 percent of physicians reported they were experiencing burnout, up from 42 percent in 2020, with a bigger increase for emergency physicians, from 43 percent in 2020 to 60 percent in 2021.

The situation is so severe that U.S. Surgeon General Dr. Vivek Murthy issued a Surgeon General’s Advisory on health worker burnout and well-being in May. As Dr. Murthy wrote two months later for The New England Journal of Medicine, “Health worker burnout is a serious threat to the nation’s health and economic security.”

For providers, the clinical demands of delivering recommended care are a significant factor driving burnout. Primary care physicians seeing an average patient population would need nearly 27 hours per day to meet all the U.S. guidelines for preventive, chronic disease and acute care, according to a study conducted by the University of Chicago, Johns Hopkins University and Imperial College London.

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Remote patient monitoring allows parsing out different digital phenotypes within certain disease states to effectively match treatment with the patient. Goldsack says, “In those broad disease states, where there’s very little that we can do to either ameliorate symptoms of the disease or cure the disease — something like Parkinson’s or Alzheimer’s disease. We’re hopeful that these new measures can start to advance the field.”

Goldsack believes there is a much more practical reason for remote patient monitoring to become an essential focus of care: the evolving role and methods of healthcare today.

“We must start thinking about how we can start to monitor people’s health outside the clinic walls,” she explains. “How can we think about patients with complex chronic diseases who may have episodic conditions with flare-ups? How can we monitor their well-being and health performance under clinicians’ care without bringing them into the hospital every time?”

The reality that healthcare presently faces  is a shortage of doctors and clinicians to treat the number of patients. Remote patient care is one healthcare solution that helps ensure the patient gets the best care possible, even with reduced resources available. “We can use remote patient monitoring to get early signals… [and] we can intervene and care for them before those outcomes become bad and before they become pricey,” Goldsack says.

The technology behind remote patient monitoring must be high quality to make high-quality clinical decisions. Clinical validation of the gathered data is vital in this process. Goldsack says it’s also crucial that the technology deployed is an affordable solution, because if it isn’t, then it won’t be sustainable.

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The study, which focused on at-home blood pressure monitoring programs, found that a program fusing health coaching with remote patient monitoring was able to lower blood pressure by anywhere from 53 to 85 percent, depending on the severity of condition at baseline.

“This is the first peer-reviewed, published study reporting the long-term experience of a digital health application for blood pressure management, with a magnitude of association that is clinically meaningful,” Alexis Beatty, MD, MAS, a cardiologist and associate professor at the University of California, San Francisco, and the lead author of the study, said in a statement emailed to journalists.

Using remote patient monitoring for chronic disease management is not a novel concept; healthcare professionals have employed mHealth tools for at-home care management for some time, but according to the researchers, improvements using technology alone have been negligible in hypertensive patients.

“BP self-monitoring has been proposed as an intervention to achieve better BP control,” the researchers wrote in the study’s introduction. “However, studies suggest that BP self-monitoring alone is insufficient to lower BP without other co-interventions, such as lifestyle counseling.”

The researchers enrolled just over 28,000 adults with varying degrees of hypertension into Hello Heart, a remote patient monitoring program that uses at-home blood pressure monitoring paired with some health coaching via a patient engagement app, to much avail.

Median systolic blood pressure improved for 53 percent of the participants with baseline elevated blood pressure, by 70 percent among those with stage 1 hypertension, and by 85 percent among those with stage 2 hypertension.

That translates into a mean systolic blood pressure drop of 7.2 mm Hg for those with elevated blood pressure, 12.2 mm Hg for those with stage 1 hypertension, and 20.9 mm Hg for those with stage 2 hypertension.

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