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2027 Event Site
Entering the US healthcare market takes more than opening an office or running a pilot. Moderated by Yonatan Keschner MD, the conversation brought together Or Benifla, Liat Primor, Davidi Vortman and Andrei Soran to explore what helps international healthcare companies move from visiting an innovation ecosystem to becoming part of it.
Trust and local relationships surfaced again and again. Vortman described the importance of UltraSight's work with Mayo Clinic, where partnership extended beyond funding to clinical expertise, data and technology development. Benifla discussed how the ARC Landing network helped CustoMed establish credibility and connect with Boston Children's Hospital, while the broader panel reinforced that strong clinical results alone are not enough to secure adoption.
Health systems also want to understand workflow, cost, reimbursement and operational impact. Primor's experience building FeelBetter and Soran's perspective from the health system and investment side added to a larger point: embedding means learning how decisions are actually made inside healthcare organizations and developing relationships beyond the clinicians who may initially champion a product. Operations, finance and other decision makers often determine whether an innovation ultimately reaches patients.
Session Focus
Keschner framed the session around a distinction: innovation is global, but adoption is profoundly local. The panel examined what separates founders who visit the US market from those who successfully take root in it.
Trust as the Operating Currency
The panelists were specific about how credibility gets established rather than claimed.
Davidi Vortman described Mayo Clinic selecting UltraSight as its echo AI partner following a broad search. What mattered was not only the capital but the commitment of data, talent and algorithms alongside it.
Or Benifla described arriving with ARC Landing’s backing as the credential that opened a pilot with Boston Children’s. Institutional sponsorship substituted for the track record a foreign company does not yet have locally.
What Buyers Now Require
Andrei Soran, speaking from the health system and investor side, made the point that clinical results alone no longer suffice. Buyers expect the economic case attached to the clinical one.
What Embedding Actually Requires
Keschner closed on the practical meaning of embedment. It involves relocating rather than visiting, learning the pain points firsthand, and getting close to the people who actually drive purchasing decisions.
He specifically named the operations directors and financial officers that most founders never think to meet, arguing that those relationships determine whether a pilot becomes a deployment.
Key Takeaways
1. Adoption is local even when innovation is global. Market entry is a relationship problem, not a technology problem.
2. Institutional sponsorship substitutes for local track record. A credible partner opens doors a foreign company cannot open alone.
3. Economics travel with clinical evidence now. A strong outcome without a financial case does not move a buyer.
4. Embedment means presence. Relocating and learning the workflow firsthand separates the companies that scale.
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