Shareef Mahdavi, Founder at PX Movement
episode
Global Trial Accelerators™: Fast-Tracking First-in-Human Trials, Anywhere
55 min
7 chapters
transcribed 1 month ago
Transcript
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Transcript generated automatically by AI and may contain errors.
What sparked Sharif Mahdavi’s focus on patient experience as a strategic business lever?
Welcome back to Global Trials Accelerators, the podcast where we dismantle the barriers to clinical innovation and explore the strategies driving the next generation of life saving therapies. I am your host, Jesus Moreno, and today I am joined by Sharif Mandabi. Patient experienced strategist and founder of the PX movement, as well as author of Beyond Bedside Manners. Sharif has spent over three decades helping the medical industry rethink what it often overlooks that patient experience isn't a soft metric, it's a core business driver. He led the US commercial launch of LASIK and has guided more than sixty product launches across ophthalmology, aesthetics, and dental markets. As one of the first ten professionals globally certified as an expert in experience economy, he is also the creator of PX ninety, a transformational framework grounded in a simple but powerful idea.
When patients feel generally careful Outcomes improve across the board. Today we're going to explore how that philosophy translates into the clinical trial environment where retention, compliance, data integrity hinges on the human experience as much as the protocol. Sharif, welcome to the show. It's a pleasure to have you with us. Well, Jesus, it's great to be with you today. Sheriff, I would like to start with uh your decades worth of um experience in this space. And I'm sure the audience as well as I am uh were were intrigued by what originally sparked your focus on patient experience as a strategic lever rather than uh nice to have.
Well, you know, they say that uh you don't learn from your successes. And I had the privilege, as you had mentioned in your opening, of leading the marketing team. Uh now it's about thirty years ago when we got our first FDA approval. And by the way, that company, we were involved in clinical trials for years to help the FDA determine that using a laser to correct your vision on your eye so you don't need glasses or contacts was a safe and effective idea. And we got that and we just we had an incredible Incredible, incredible run from I'm gonna say nineteen ninety-six up through two thousand. Uh the company grew tremendously, the customer base grew tremendously, and within a few short years we were celebrating the one millionth.
Laser vision correction procedure done in the United States on our platform. But the company made some critical errors along the way, particularly towards the end of my tenure there over eight years. And the most important of one, I believe, is that they did not understand. what truly needed to happen at the point of service, which was in a doctor's office or a LASIK clinic, if you will. And what we know is from the elective medical space where patients pay directly for services as opposed to it being reimbursed by a third party like insurance or Medicare. What we know is that the requirement for customer service goes way up when someone is handing over a credit card versus an insurance card. Do you follow?
Absolutely. And and I think we underestimated it. Us, the other manufacturers, even the the companies that opened um uh laser centers around the country just underestimated what it was gonna take to help to educate patients and nurture their interest and make it safe for them to make a decision. And in fact, it's ironic because the procedure for people who have had refractive surgery, they know that it's transformational. It's incredible to walk into a building and a less than an hour later walk out and you don't need glasses anymore to see. It's one of the most transformational things that happens in medicine. Many, many things in medicine are, but it's incredible in terms of the amount of time it takes and which is very little and the safety profile.
But what we skipped over in the process is this understanding that we had to act differently. We couldn't just be doctors. We had to also put on our business hat and we had to think like retailers. In fact, the whole medical retail category, that is elective medicine, it's a hybrid of medical and retail because patients are paying directly.
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Chapters
7 chapters
1
What sparked Sharif Mahdavi’s focus on patient experience as a strategic business lever?
0:07–10:54
2
How did early mistakes in the LASIK launch reveal the importance of the patient journey?
10:54–20:30
3
Why is patient experience now considered a core part of “care” rather than just an outcome?
20:30–27:52
4
How does a positive patient experience translate into better clinical outcomes and reviews?
27:52–36:28
5
What are the biggest pain points sponsors and CROs face when engaging patients in voluntary trials?
36:28–45:03
6
Which core PX‑90 principles can be applied directly to clinical trial design and execution?
45:03–52:58
7
What practical exercises can teams use to evaluate and improve the trial participant experience?
52:58–55:30