Helyson Lewis Velasco

This Smartcor project was designed to be the technology architecture foundation for a new generation of Micromed's software and hardware products. The project included cooperation with the CERTI foundation on developing artificial intelligence and machine learning capabilities.

In order to fulfill Micromed's objective to create recurrent revenue in the medical device business, a new business format where ownership, technical support, maintenance, and extended warranty were all packed into one recurrent service contract was developed. This allowed clients to base their cardiology service expansion plans on operating expenses instead of capital expenditures.

The Thundera telecardiology SaaS platform was formerly part of the medical device sales operation and was usually given freely as part of the bargain in device sales.

The SaaS business unit structuring was the first effort to move the company towards a recurrent revenue model. This project included creating and training a new team to implement a new go-to-market strategy for this product.

Fhadi needed a software solution to integrate several offices over the Mexican territory that assisted disabled people depending on wheelchairs or needing one.

Its services are mainly focused on capacitating disabled workers for a new career and helping to relocate them to vacancies from affiliated companies. Therefore, for this project, we created objects and modules in Salesforce to act as an education management system. It was designed to coordinate everything from user web signup to attendance control and grades in training courses. The scope also included external websites using Apex coding.

I developed a TDC contract template similar to a convertible note but adapted for local regulation, a pitch deck, video support, and a roadshow for this round. Also, I raised $200,000 from more than one hundred individual investors and managed communications with them for the next three years.

The Healfies delivery portal was a product that aimed to acquire users for the central Healfies platform. It integrated with the main platform and the client's PACS/RIS/HIS systems.

Users and requesting physicians were allowed to access study results, reports, and DICOM images, including 3D scans such as MRI and CT. Optionally, users could create a Healfies account, send records to their own account, and share them with health professionals or family members.

The project scope included training a seven people sales team as regular users and two key members in advanced Salesforce features and customization. I also consulted on implementing customizations and sales processes.

The implementation of Salesforce to both GE and Carestream sales operations of the scientific dealer included PACS, radiology devices, and radiology film operations. The project scope also included training and customizations.

The aim of this consulting project was to deliver a budget-fitting solution to a corporate executive training company to manage sales and customer support. The project scope included sales process design, customization, and implementation.

After the Pixeon and Medical Systems merger in the second half of 2012, it was decided to adopt Salesforce to the whole sales team, bringing the former RIS sales team to a unified platform. The project scope included data migration, team training, and process implementation.

Pixeon established its first international channel with NETMED S.A., a specialized healthcare dealer in Buenos Aires.

As a business manager, I participated in negotiations with commercial management. Also, I gave personal sales support on-site for dealing with strategic clients to settle the initial customer base in the country.

I implemented a new sales process for 12 key account salesmen across Brazil and one sales representative in Argentina, bringing the first CRM experience to Pixeon. The software implementation included sales, marketing, and customer care departments.

To address strategic business needs, I proposed to the top management to create a new area to handle the product lifecycle management and the peripherical product processes, such as competition monitoring, pricing, and product ownership. For this reason, the company funded specific training for internal talents from Brazil and the USA and hired additional team members as needed.

Aurora 3 is still the current PACS product on Pixeon Portfolio (despite the commercial name change) and has been awarded by KLAS and other appraisers as the number one PACS in Latin America.

Aurora 3 innovations included:
• The Arya DICOM viewer
• The MedReport graphic medical reporting editor
• The Lumens Lung CAD
• The Fluent server-based advanced 3D rendering
• A mobile DICOM viewer

The X station project was the foundation of the Aurora 3 PACS launched in 2011, becoming the most awarded PACS product in Latin America. This project included advanced and server-based 3D rendering for maximum intensity projection (MIP) and multiplanar reformation (MPR) data processing methods for CT and MRI images, later named Fluent.

Metalfux developed the basis of the new web-based technology for DICOM imaging on the server side. It was a university private sector cooperation funded by the CNPq through the National Council for Scientific and Technological Development's (CNPq) RHAE program.

Thanks to the cooperation with Uberlandia Federal University (UFU) and Barretos Cancer Hospital, we developed web technologies for DICOM image management, including a patient web portal later launched under the ClickVita denomination.

At the time, Pixeon relied on software sales (a one-time fee plus a small and optional recurrent support fee), and this model made the company's cash flow unstable.

This project introduced the concept of software renting. I first presented a study of processes, legal and taxing considerations, contract templates, and economic models for the top management.

Following this, I developed a transition business plan, including product changes and go to market approach, regarding management concerns about the short-term impact on revenue during the transition.

As the final result, Pixeon got the competition unprepared and took the Brazilian PACS market by assault between 2010 and 2012, growing an average of 80% year after year, being the only solution with operating expenditure capital investment on the market.

This project changed the Aurora 2 PACS system architecture, which was formerly needed to release new software versions and go through the entire quality assurance process dozens of times a year, every time a new client needed to integrate the PACS with other health IT systems.

The process usually injects bugs propagated to all user bases, causing customer satisfaction issues and churn.

The integration protocol with RIS/HIS/LIS systems was unified in a proprietary, well-documented, tested protocol. A new independent software module was created to implement connectors using initially Mirth (later Pentaho Kettle/ETL), where customers could quickly implement their integration connectors.

To avoid integration interference into the product code, two engineers were split from the central R&D team, forming a new integration team in charge of maintaining the new module, which was not part of the main PACS system anymore.

IN TIME is a Windows 95/98 software capable of watching all systems processes and Windows from a resident running program at the system tray.

The program could identify when the user changes the working focus to suggest changing the logged/billed hours for another project or cost center based on icons and visual communication with the user.

It is a stand-alone program developed with Clarion programming language (4GL). This was a personal project at SENSYS that became a product.

RHAE is a program approved by the National Council for Scientific and Technological Development, known as CNPq, to finance hiring university talent to work in technological development in the private sector and reward the best projects with scholarship grants.

Odyssea EPM was a Jakarta EE Swing software for portfolio and project management. The system could handle resources, finances, schedules, Gantt charts, products, software maintenance, and quality assurance management.

This project was privately and publicly funded, with grants from CNPq and FINEP. It later became a company named SENSYS and was admitted to the CELTA incubator, a business unit of the CERTI foundation and UFSC.

Axia is a model for companies to track the evolution of their human capital through the recurrent evaluation of the human capital score and the relativization of each person's score to their position at the company.

During my stay in San Francisco, CA, I worked as a volunteer at the North Beach facilities of NEMS, helping to improve their medical records processes related to medical imaging and solve specific challenges related to the PACS system.