AI has allowed these startups to process vast amounts of patient data and drug data to find new drug treatments.
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Applied Technology Review | Tuesday, February 09, 2021
The pharmaceutical industry has been dominated by large pharmaceutical companies, often known as “big pharma”. This was for a very good reason. Developing drugs is incredibly expensive, time-consuming, and risky. Pharmaceutical companies spend hundreds of millions of dollars and years discovering new drugs, testing them, and then seeking regulatory approval. However, the majority of promising drug candidates fail to obtain regulatory approval because they do not have the necessary level of clinical benefit or have unacceptable side-effects. Artificial intelligence (AI) is changing the landscape by shortening discovery times whilst reducing the number of failed drug candidates.
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In recent years, AI has become ubiquitous with modern businesses. Far from the realms of science fiction, almost every sector and industry has been changed in some way using AI to automate previously manual processes that took humans far longer to carry out. From finance to agriculture, AI has been implemented to assist humans in their work, improving accuracy, decision making, and time efficiency.
The healthcare and especially the health tech industries are no different. Previously, healthtech companies developed traditional software technology to remind patients to take pills, facilitate virtual doctor’s appointments or allow those with diabetes to track blood sugar levels. Although these software applications are entirely useful, AI has now swept in and provided an entirely new and exciting opportunity for healthtech companies to interact with the pharma pipeline. Most importantly, the computing power of AI algorithms has specifically impacted the way healthtech companies can now enter the lucrative drug discovery, drug repurposing, and personalised medicine markets.
The growth of AI healthtech startups has given rise to a need for patenting of not just the computer software but also inventions derived using the software to protect startups from losing out on monetising their innovations. However, using AI to help facilitate invention or innovation has become a contentious issue in recent months with the DABUS AI inventor patent cases receiving media attention on the issue as to whether an AI platform can be named as an inventor in a patent application – the answer was a firm “No”! The important thing to note is that in most cases in healthtech AI is not actually inventing but rather facilitating and speeding up innovation. There is no question that you can patent the insights that AI provides.
The high barrier of entry to the pharma pipeline has been broken down by the introduction of AI that can do much of the leg-work operating on huge data sets using the power of modern computer processors, and at a fraction of the cost. What previously took the likes of AstraZeneca and GlaxoSmithKline thousands of iterations using hundreds of pharmacists and lab hours can now be done by a handful of data scientists and pharmacists with a computer and access to appropriate data sets. The ability to patent computer assisted discoveries allows AI startups in this field to quickly and securely monetise them to allow the company to become revenue generating.
FREMONT, CA: AI has allowed these startups to process vast amounts of patient data and drug data to find new drug treatments. For example, AI can be used to design the ideal structure for a completely new drug, by crunching data regarding the biological target. Al can also be used to match a disease with an unmet need with already-approved drugs, by analysing the complex pharmacology of drugs and the physiology of a disease. As every drug and disease has a profile, the computer can match the disease with a possible treatment. What the computer can do is match these elements rapidly and without stopping, whilst possibly learning which criteria are the most important. The silico data that AI provides may not necessarily yield new drug candidates, but there is no doubt it aids the drug discovery process by narrowing down the possible candidates and thus reducing the workload for the pharmacologists. It is an important tool.
The drug candidates that may be identified by AI still require real world testing, but the time to reach this point is shortened. Once the drug candidate has been identified and verified in the lab, patent applications can be filed in the usual way. This combination of real-world data and a patent application has significant value and can be taken to a large pharmaceutical company for partnering, for example. Big pharma are often best placed to finance the large scale clinical trials needed before a drug can be approved.
By using this strategy, both the tech startups and the big pharma “win”. The tech startup is able to deliver a partnerable asset in a realistic timescale (that often ties in with the investors’ requirements) and the big pharma saves money and time that they would have otherwise have needed to spend in early stage research (which for big pharma can be very costly due to the methods they use).
Entry for tech startups funded by venture capital to do drug discovery using AI is now far lower. Previously companies were having to raise millions of pounds just to get to the stage where it had a potential drug candidate. Investors faced the prospect of putting in large sums of money and gambling that an effective drug was found. Often this didn’t happen, and the investors would lose everything. Now with the use of AI, investors can fund a startup business with a much lower level of capital and with increased confidence that the technology is going to deliver effective solutions.
These new technologies are also applicable to vaccine development. Traditionally, vaccine development is very slow and very difficult, especially for certain viruses. Despite this, AI is still being trialled in the search for vaccines, with some early success being shown.
The key with AI is that the name somewhat misconstrues what it actually is. At present, AI is a complex algorithm or set of algorithms that churn through vast amounts of data to provide outcomes or insights. It is a tool. It does not answer a question, because it does not know what the question is. It does not invent. It assists pharmacists and data scientists in faster innovation to make discoveries.
It is important to train the machine on reliable data and this is why it is vital that data scientists are involved in training the algorithms on good, unbiased data. Large medical research institutions, including the NHS, have loads of health data to mine. These data can help them train the algorithms to spot patterns in certain data sets of certain cohorts of patients. However, should the wrong or incomplete data sets be used to train the algorithms then the outcomes will be unreliable.
There is a clear need for personalised medicine and one way to rapidly achieve this is through AI. Access to huge data sets and the ability to sift through vast quantities of it rapidly means that healthtech companies are able to develop personalised drug therapies. By looking at data for specific cohorts of people, AI algorithms are able to stratify patient populations and personalise therapies.
Ultimately, the large pharmaceutical companies will start to recruit the sort of people at these healthtech businesses. They will also start to partner with digital innovation specialists outside of the business that can broaden or deepen the expertise in handling data to find these inventions. If a pharmaceutical company fails to develop a digital technology division or capacity they will be left behind. AI has already changed the way many businesses operate and has successfully proven itself as indispensable in modern business. Now, AI is set to change the pharmaceutical industry through rapidly increasing the speed and range of drug discovery, supporting clinical trials, and driving personalised medicine, and allowing smaller healthtech firms to thrive alongside big pharma.
In the Canadian public administration, the demand for agile governance is growing, and the public sector is moving beyond static data reporting to embrace living models known as the Digital Twin of an Organization (DTO). Unlike a traditional digital twin, which might replicate a physical asset such as a turbine or a bridge, a DTO replicates the operational soul of an agency: its processes, people, systems, and workflows. This synthesis is driving a new era of evidence-based decision-making, allowing leaders to simulate outcomes before implementation and align vast, complex bureaucracies toward a singular goal: smarter infrastructure and superior citizen services.
Orchestrating Operational Resilience through Process Modeling
The primary driver for DTO adoption in the Canadian public sector is the urgent need for operational coherence. Government agencies are historically compartmentalized, often operating in silos where departmental boundaries obstruct data flow. The DTO serves as a connective tissue, creating a holistic view of the organization’s performance.
Currently, agencies are using DTOs to map interdependencies among departments. By ingesting data from Enterprise Resource Planning (ERP) systems, Customer Relationship Management (CRM) tools, and human resources databases, the digital twin creates real-time visualizations of how work moves through the government. This allows for sophisticated "What-If" scenario planning.
For instance, decision-makers can simulate the impact of a new policy regulation on current staffing levels or predict how a budget cut in one department might create a bottleneck in another. This predictive capability shifts the administrative posture from reactive to proactive. Instead of discovering a process failure after a crisis occurs, the DTO highlights vulnerabilities in the virtual environment, allowing for pre-emptive optimization.
This operational resilience further extends to emergency management and continuity planning. By modeling the organization’s response protocols within the DTO, agencies can stress-test their readiness for various disruptions—be it a cyber incident or a natural disaster—ensuring that essential services remain uninterrupted. The industry state suggests that this internal optimization is the foundational layer for smarter external services.
The Convergence of Smart Infrastructure and IoT Integration
While the DTO focuses on organizational processes, its power is magnified when integrated with the digital twins of physical infrastructure. In Canada’s vast geographic landscape, maintaining public assets—from urban transit networks to remote utility grids—requires a sophisticated convergence of physical and operational data.
The industry is seeing a trend where DTOs ingest real-time streams from Internet of Things (IoT) sensors embedded in public infrastructure. This creates a feedback loop where the physical state of an asset informs the organizational response.
Consider the management of public transit or municipal fleets. A DTO does not merely track a bus's location; it correlates that data with maintenance schedules, driver availability, budget constraints, and citizen demand patterns. If a sensor indicates wear on critical infrastructure, the DTO can automatically trigger a procurement workflow for parts, adjust the maintenance budget forecast, and reschedule staff—all without human intervention.
This convergence is particularly vital for sustainability goals. Agencies are using DTOs to model the carbon footprint of their operations and infrastructure simultaneously. By simulating energy consumption across government buildings and fleets, the DTO enables granular management of energy resources. It allows the public sector to visualize the environmental impact of infrastructure projects across their entire lifecycle, ensuring that "green" initiatives are operationalized effectively rather than remaining abstract targets. The result is infrastructure that is not only "smart" in terms of connectivity but also intelligent in terms of resource consumption and longevity.
Citizen-Centric Service Delivery and Predictive Governance
The ultimate metric of success for the Canadian public sector is the quality of service delivered to the citizen. The most transformative application of the DTO lies in its ability to redesign the citizen journey through predictive analytics and behavioral modeling.
Traditionally, service delivery improvements were based on historical data—looking at what happened last year to plan for next year. DTOs flip this paradigm by focusing on real-time demand and future prediction. By modeling the "Customer Journey" of a citizen interacting with the government—whether applying for a permit, renewing a license, or accessing social benefits—the DTO reveals friction points that are invisible to the naked eye.
Agencies are using these models to simulate the flow of citizens through digital and physical service channels. For example, a DTO can predict how a demographic shift in a specific neighborhood will alter the demand for local healthcare or schooling in five years. This allows the government to allocate resources dynamically, placing services where they are needed before demand creates a backlog.
This approach fosters hyper-personalization in public service without compromising privacy. By modeling the patterns of need rather than individual identities, the DTO allows agencies to tailor services to specific community profiles. This reduces wait times and administrative burden for citizens. It ensures that the government is not just a passive provider of services, but an active, responsive partner in the citizen’s life. The DTO enables a shift from a "one-size-fits-all" approach to a nuanced, data-driven service delivery model that respects the diversity of the Canadian population.
DTOs in the Canadian public sector are in the phase of theoretical exploration, moving toward practical, high-value applications. By successfully merging internal process optimization, physical infrastructure intelligence, and citizen service design, DTOs are proving to be the critical architecture for modern governance. As these models become more sophisticated, integrating Artificial Intelligence and machine learning, the boundary between the physical government and its digital twin will continue to dissolve, resulting in a public sector that is more resilient, sustainable, and intimately responsive to the needs of its people. ...Read more
FREMONT CA: Transforming manufacturing operations through predictive maintenance (PdM) changes how industries manage equipment performance and minimise downtime. This proactive approach allows manufacturers to shift from traditional reactive maintenance strategies to a more efficient, data-driven model that optimises maintenance schedules, reduces operational costs and enhances productivity. By continuously monitoring equipment conditions and analysing historical performance data, manufacturers can identify potential issues early, ensuring timely interventions that extend the machinery's lifespan and improve overall operational efficiency.
In an era where efficiency and competitiveness are paramount, predictive maintenance is essential to modern manufacturing strategies.
Minimising Unplanned Downtime: Predictive maintenance safeguards productivity by mitigating the disruptive impact of unplanned downtime. By providing maintenance teams with advanced alerts about potential equipment failures, timely interventions can ensure a smooth workflow. This approach aligns service schedules with operational usage trends, ultimately extending the lifespan of machinery and preventing costly and unexpected shutdowns.
Reducing Maintenance Costs: PdM has significant financial advantages. By optimising maintenance frequency and focusing on repairs only when necessary, PdM can substantially reduce maintenance costs. This strategic approach saves money and also enhances overall operational efficiency.
Implementing Predictive Maintenance in Manufacturing: Successfully adopting a PdM strategy involves careful planning, investment in suitable technologies and seamless integration with existing systems. The transition from initial concept to practical implementation includes several crucial steps that ensure predictive maintenance delivers its expected benefits while maintaining current operations.
Planning Predictive Maintenance Program: The first step in initiating predictive maintenance is developing a comprehensive strategy for the PdM program. This framework should outline clear objectives, financial constraints and measurable goals for the initiative. Manufacturers must evaluate the criticality of their assets to determine which equipment is best suited for predictive maintenance and gather historical data to inform predictive models.
Installing IoT Sensors and Devices: Implementing a predictive maintenance program begins with equipping essential machinery with IoT sensors. These devices are critical components that provide real-time data for monitoring equipment performance within the predictive maintenance framework. Plug-and-play technology facilitates easy integration into existing older machines, allowing even legacy equipment to benefit from predictive maintenance without needing replacement.
Integrating with Existing Systems: For predictive maintenance solutions to function efficiently, they must be fully integrated with current enterprise systems. This integration should promote effective API management and ensure a smooth data flow, enabling seamless communication between the predictive maintenance system and other essential business platforms.
The successful implementation of PdM requires careful planning, the installation of IoT sensors and seamless integration with existing systems, ensuring that businesses can harness the full potential of this data-driven approach. As manufacturers continue to adopt these innovative strategies, predictive maintenance will undoubtedly play a critical role in driving competitiveness, maximising asset utilisation and fostering a more sustainable manufacturing environment in the years to come. ...Read more
Canada, with its vast and varied landscape—from remote Arctic territories to dense urban centers—is a prime environment for the adoption of Next-Generation Drone Mapping technologies. This new era is defined by the synergistic power of Swarm Technology and Edge Computing, moving beyond single, manually operated drones to coordinated, highly autonomous aerial networks.
Swarm Technology: Scaling Coverage and Speed
Drone swarms represent a transformative evolution in aerial data acquisition. Rather than relying on a single Uncrewed Aerial Vehicle (UAV) to capture data sequentially, a coordinated fleet of drones operates simultaneously, significantly enhancing both the scale and efficiency of mapping missions. By dividing large survey zones—such as expansive construction sites, agricultural fields, or pipeline corridors—multiple drones can complete high-coverage tasks within a fraction of the time required by conventional methods. This accelerated throughput is especially valuable for time-critical operations.
The collaborative architecture of swarm systems further elevates mission efficiency. With autonomous coordination and central oversight from a single operator, these fleets reduce the need for extensive manpower while ensuring consistent operational performance. Companies such as Saskatoon-based Draganfly are advancing sophisticated swarm and autonomous flight capabilities—initially driven by defence applications but increasingly relevant to industrial inspection, surveying, and monitoring.
Swarm technology also brings significant advantages to emergency response scenarios. From rapidly mapping wildfire progression—an escalating concern across Canada—to conducting post-disaster assessments, drone swarms can deliver comprehensive, real-time situational awareness over vast areas. Their effectiveness is strengthened by resilient communication networks and shared data processing, enabling responders to make timely, informed decisions.
Edge Computing: Real-Time Intelligence at the Source
The full potential of swarm-based mapping is unlocked by edge computing, which brings data processing capabilities directly to the drone or near the point of data capture. Given the immense volume of information produced by multiple RGB, thermal, or LiDAR sensors, relying solely on distant cloud servers is impractical. Edge computing eliminates this bottleneck by enabling drones to process and analyze data in real time.
This localized processing dramatically reduces latency—from seconds to milliseconds—allowing drones to detect anomalies during power line inspections, identify obstacles, or flag security concerns instantaneously. It also minimizes bandwidth consumption by transmitting only essential results, summaries, or geotagged alerts rather than raw high-resolution streams. This is particularly advantageous in remote Canadian regions where network connectivity is limited or intermittent.
Edge computing further strengthens drone autonomy. By maintaining onboard intelligence, UAVs can operate reliably even when communication with the central network is disrupted—a common requirement for missions across Canada’s vast, sparsely populated landscapes. This capability enhances autonomous navigation and object avoidance, supporting safer and more effective Beyond Visual Line of Sight (BVLOS) operations.
Across the country, organizations are already adopting advanced drone-based mapping to support critical initiatives. From monitoring Indigenous lands in Northern Ontario to contributing to the Northern Tornadoes Project’s extreme weather analysis, drones are reshaping environmental assessment and resilience planning. As swarm capabilities and edge processing mature, they are poised to accelerate applications across mining, oil and gas, infrastructure inspection, and other key Canadian industries.
The convergence of swarm technology and edge computing is not just an incremental upgrade—it is laying the foundation for a digital transformation in Canadian industries that rely on large-scale geospatial data. By delivering faster, more accurate, and more autonomous aerial intelligence, this next generation of drone mapping will unlock significant economic and safety advantages across the nation's diverse operational environments. ...Read more
Wearable technology, including smart watches, fitness trackers, and health-monitoring fabrics, is revolutionizing healthcare, fitness, and productivity by providing real-time data and convenience. However, it also presents advantages and challenges.
One of the most notable benefits of wearable technology is its contribution to healthcare. Devices equipped with sensors can track important health metrics, such as heart rate, BP, and even sleep patterns, providing users with important data to monitor their well-being. This real-time tracking enables individuals to proactively manage their health, potentially preventing serious conditions by identifying irregularities early.
Furthermore, wearables can support individuals with chronic conditions, such as diabetes or cardiovascular diseases, by alerting them to health changes that require attention. For healthcare providers, wearables allow for more continuous monitoring of patients, leading to more informed and timely medical decisions.
Wearable technology improves productivity and healthcare by enabling users to stay connected while on the go. Smartwatches, for instance, can receive notifications, track schedules, and provide easy access to important information without needing a smartphone. Platforms developed by HanoIT demonstrate how wearable data can be securely analyzed to enhance operational efficiency and user decision-making. This increases efficiency, particularly for professionals who require constant communication and daily access to updates. Moreover, wearables can improve safety in various work environments.
For example, in hazardous industries, wearables can monitor worker vitals and environmental conditions to ensure safety, alerting employers to potential risks such as fatigue or exposure to harmful substances. However, wearable technology is not without its challenges.
ERAI , Inc. provides verified supply chain intelligence and risk data that contextualizes real-time wearable device component sourcing and integrity.
Pillar Corporation develops semiconductor solutions that integrate real-time monitoring and connectivity features for wearable technology applications.
The security of the data produced by these devices is a major worry. It is crucial to ensure that wearables securely store and communicate sensitive personal data, including location and health information. Data breaches that jeopardize user privacy are possible in the absence of strong security measures. Additionally, wearable devices are often dependent on a continuous power supply, and many have limited battery life. This issue can hinder their reliability, especially for users who need consistent monitoring over extended periods.
The incorporation of wearable technologies into current systems presents another difficulty. Many gadgets encounter compatibility problems when attempting to connect with other devices, such as medical equipment or cellphones. Users who anticipate easy integration but are confronted with connectivity problems may become frustrated. Additionally, some wearables are too expensive to be widely adopted, particularly by those who might not immediately recognize the technology's benefits. ...Read more
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