The importance of healthcare innovation: Reflections from MSc in Global Healthcare Leadership students - Healthcare at the intersection of cardiology and oncology

The MGHL faculty have made these complex ideas accessible and engaging. Before each module, we had readings and assignments to prepare, which made in-class discussions richer. During the innovation module, several of us pitched our own healthcare projects and it was an incredible experience to share ideas and obtain feedback from peers and faculty from around the world. The discussions were open, challenging and deeply practical. We explored frameworks for assessing innovation and evaluating whether an innovation is ready for real-world application. What stood out to me most was how interactive the sessions were. We didn’t just learn theory, we examined case studies, debated cost-effectiveness and asked difficult questions about equity and access. It’s these real-world questions that make Oxford such a stimulating learning environment. 

When I first arrived at Rush University in Chicago, there was no cardio-oncology programme. I took on the challenge of building one from the ground up, bringing together cardiologists and oncologists to collaborate for the benefit of patients. Cardiology, after all, remains the number one cause of death in the U.S. and globally, and cancer is a close second. Advances in oncology have meant that more patients are surviving cancer, but many then suffer from heart disease as a result of their treatment. I saw the need to create a system where cardiologists and oncologists could work hand-in-hand to protect patients’ hearts during and after cancer therapy. My mission was to ensure that patients who survive cancer also survive heart disease. 

Developing this programme meant building bridges on multiple levels: between departments, between clinicians and between ways of thinking. I work with a multidisciplinary team that included cardiologists, oncologists, pharmacists, internists and trainees. We’ve made great progress. We created new clinical pathways that reduce referral times, designed algorithms that streamline care, launched educational initiatives to change how cardiologists think about cancer patients and developed research collaborations, creating research database to study the long-term effects of cancer therapies on the heart.  

One of my proudest achievements has been establishing the Chicago Citywide Cardio-Oncology Rounds, bringing institutions together every few months to discuss cases, share learning and build a research network across the city. It’s been inspiring to see how this model has encouraged cooperation and improved patient outcomes across institutions, while educating and training the next generation of physicians on the care of patients with cancer and heart disease. 

The impact has been tangible. Our research shows better cardiovascular outcomes for patients referred to cardio-oncology compared to those who weren’t. But beyond the numbers, the cultural change has been just as important. When we started, some cardiologists hesitated to treat cancer patients, assuming their prognosis was too poor. Now, we’ve shifted that mindset. There’s an understanding that working together with oncologists leads to better outcomes for everyone. Patients also appreciate being seen faster and being cared for by clinicians who understand how their cancer therapy affects their hearts. There has also been increased interest among trainees, including medical students, residents and fellows, in engaging within the field of cardio-oncology; some of these fellows have gone on to establish cardio-oncology practices.