Precision Medicine and Data-Sharing: Combining Healthcare With Technology and Joint Venture (JV) Opportunities: a New Era of Collaboration

Introduction

Historically, healthcare has followed a largely reactive model. Under the current system, treatment typically begins only after a disease has manifested, rather than focusing on anticipation or prevention. While this approach has proved effective in many areas of medicine – and is one in which Spain excels – it is increasingly inadequate in the face of present and future challenges. Factors such as an ageing and growing population, the rise in chronic illnesses, and the emergence of new health threats (such as SARS-CoV-2 – COVID-19) are disrupting the status quo and call for a shift towards a more preventive model.

In this landscape, the capacity to collect, analyse and apply medical data in real time has become both a strategic asset and a significant opportunity for all stakeholders. It is at this intersection that various dimensions converge: the economic and financial, through corporate involvement; the legal, through joint ventures with health systems; and the social, with a clear focus on the patient and improving quality of life. The potential of this new paradigm is already evident in examples such as Tempus AI, which leverages artificial intelligence, the da Vinci robotic surgical system, and Google DeepMind, among others.

Transformative potential of agents

The potential for transformation and improvement in the partnerships between citizens, health systems and technological stakeholders lies in the ability to connect various spheres which, until recently, operated largely in isolation.

On one side stands the healthcare network – ranging from hospitals and health centres to insurance companies and public institutions – which plays a central role in this new, disruptive landscape by holding vast volumes of clinical data. On the other side are corporations, including start-ups, venture capital firms, major pharmaceutical multinationals, universities and large technology companies. These actors possess the technical expertise required to unlock the value of such data through predictive models and advanced technological solutions.

Despite these promising opportunities, the reality is that the healthcare system remains generally overburdened, and a lack of strategic focus often leads these two spheres to operate in parallel, frequently without coordination. In Spain, where the National Health System (SNS) is marked by a high degree of decentralisation and fragmented information systems, this disconnect is further exacerbated. Limited platform integration and understandable concerns around data privacy create additional barriers, making seamless collaboration a challenge.

Reality of opportunities: joint ventures

However, once the existing obstacles are overcome, the opportunities that would emerge are extraordinary. Imagine a scenario in which (i) patients’ complete medical histories are securely stored and easily accessible to authorised professionals; (ii) this clinical data is combined with genetic information and lifestyle records; (iii) treatments can be tailored to the biological and social profile of each individual; and (iv) predictive artificial intelligence is used to anticipate health issues, prevent disease, and reduce human error. This would mark the dawn of a genuine revolution in the healthcare sector. Though it may seem a distant prospect, such a future is within reach – provided the right collaborative frameworks are established between all the stakeholders involved. It is precisely in this context that joint ventures (JVs) can play a decisive role.

Unlike classic M&A transactions such as traditional mergers or acquisitions, joint ventures allow two or more entities to retain their legal and operational independence while creating a joint venture to address a specific project. This formula is especially useful in the field of digital health, where the sometimes outdated health system, together with the culture of a technology company, can differ greatly, but at the same time complement each other.

Typically, more advanced countries have managed to create joint platforms with technology companies to securely exploit anonymised clinical data, which serves both to feed predictive systems that identify risk patterns, as well as to develop personalised therapies, optimise the management of hospital resources and improve clinical decision-making.

One striking example of this is the use of “digital twin” models – virtual replicas of patients that allow clinicians to monitor disease progression and simulate the effects of treatments before they are administered in real life.

Even in Spain, where the broader culture may not always appear to favour rapid innovation, there are promising alliances with Microsoft and Connect Health. However, the fragmentation of regional health system databases and the lack of integration between public and private medical records continue to hamper progress in this field.

Against this backdrop, a serious and thorough consideration should be given to the creation of a national digital health system grounded in public-private joint ventures. Hospitals, both public and private, would contribute clinical data and ensure adherence to scientific standards. Technology companies would deliver data analytics and artificial intelligence solutions, while telecommunications firms and investment funds would guarantee connectivity and financial backing.

Altogether, this ecosystem of collaboration could pave the way for a more precise, preventive, personalised and effective model of healthcare, while simultaneously creating employment opportunities and enhancing the overall quality of the health system.

Potential threats and risks

At the same time, this approach would demand rigorous compliance with data protection legislation and adherence to the ethical standards. Issues such as data breaches, breaches of privacy, failures in system interconnectivity, or lack of transparency in the use of algorithms present clear risks.

Ultimately, clinical data has the potential to save lives and should serve as a catalyst for transforming the current healthcare system. However, for this transformation to occur, such data must cease to be isolated and underutilised records and instead be converted into actionable knowledge. This requires the development of technical, ethical, organisational and legal frameworks to support its application in practice. In this context, joint ventures provide a flexible yet effective mechanism to make this vision a reality.