With over three decades of experience, Glintt is now Glintt Global, encompassing the sub-brands Glintt Life and Glintt Next. According to its executive board member, João Paulo Cabecinha, the company aims to continue growing organically at a rate of around €10 million per year.
What were the reasons behind Glintt’s rebranding and repositioning as Glintt Global?
João Paulo Cabecinha – Glintt Global’s new brand architecture emerged with the goal of more accurately communicating the company’s capabilities and value proposition to the market. In recent years, Glintt Global has grown and consolidated its expertise, and is today a major technology company of Iberian scale and a leader in the Healthcare sector. This reality wasn’t fully known, and we felt it was the right moment to make ourselves known, thereby creating more opportunities to bring transformative technology to our clients through our teams’ talent. This analysis was grounded in market research we conducted in Portugal and Spain, with a specialized firm, among our key target audiences. The conclusions allowed us to define and implement a new, unified, strong and integrated brand system, which internally marked an important milestone for the company. This financial solidity allows us to keep investing and gives us the ambition to attract and retain the best talent. The quality of our people — who combine technological expertise with deep sector knowledge, particularly in healthcare — allows us to look to the future with great confidence. In 2024, we expect to continue growing organically and increasing profitability, with a forecast growth rate of around €10 million per year.
As a dynamic company, we are constantly scouting potential new markets across Europe, where we intend to grow and where we also count on our partners.
The new brand system is built on two sub-brands, Glintt Life and Glintt Next. Regarding the first, related to the Healthcare sector, what are the major developments it brings?
– Glintt Life is Glintt Global’s sub-brand for the Healthcare sector. We decided to create this brand because we believe the sector is undergoing a profound transformation, and we believe that, with our experience, we can play a highly relevant role in catalyzing and driving that change, with clear benefits for society. Our presence among the main healthcare players — pharmacies and hospitals, as well as clinics and laboratories, among others — gives us a very comprehensive view of the system and puts us in a privileged position to help implement what we call connected health.
«(…) The [Healthcare] sector is undergoing a profound transformation, and we believe that, with our experience, we can play a highly relevant role in catalyzing and driving that change, with clear benefits for society.»
– We work to build a collaborative, citizen-centered ecosystem where existing resources are maximized and humanized. We have an Iberian presence and are leaders in Spain, particularly in the pharmacy segment, and we also want this scale and our ability to serve the entire Iberian market to be a further advantage for our clients, sharing experience and facilitating access to innovative technology. We know, from lived experience, that change happens when we act in an integrated way across technology, processes and people (training and skills development), which is why our teams operate across all these areas. Our measure of success is the ability to implement transformations that result in more and better services provided by our clients to their patients/customers. Through Glintt Life, we reinforce our commitment to building a digital health world where technology empowers pharmacy and hospital services, helping to build a globally connected care ecosystem. We believe our platforms, services and products will become increasingly central to the sector’s digital transformation. Our unique experience and knowledge — both cross-cutting and vertical, built over more than 30 years — allow us, through our technology, to be true enablers of this fundamental sector of society.
«(…) The motto ‘Care For Tomorrow’ clearly reflects our purpose of contributing to the transformation of the Healthcare landscape, representing not only our dedication to preparing the sector for future challenges and opportunities, but also our genuine concern for building a better tomorrow, for the benefit of all.»
Glintt Global also has a center of excellence specializing in Generative Artificial Intelligence. What major changes do you expect to bring to Glintt Life, and more specifically, to pharmacies?
– The impact that Generative Artificial Intelligence will have on our individual lives and on organizations is something we are still discovering, but we can already share 3 areas where we are working concretely and where we believe we can see short-term results. The first, more internal one — and I mention it first because we believe we should be the first users of new technologies in order to feel the impact of their implementation — is in the 24/7 support we provide to pharmacies. We are convinced we can improve response levels, particularly important in “crisis” situations, with intelligent service agents, as well as in diagnosis and contextualized access to technical information for our teams. In pharmacy operations, in a critical area such as order and stock management, by making recommendations that optimize processes and reduce stockouts. Finally, in customer service, by giving pharmacists increasingly better quality information for patient follow-up and counseling when face-to-face with the patient, building trust, greater treatment adherence and closer follow-up. The goal is for pharmacists to be able to provide more integrated responses to patients while also promoting habits and behaviors that support a healthier life.
What would you say are the biggest current needs that Generative AI should address right now, particularly in the Healthcare sector?
– The opportunities that exist are immense, and the challenges facing the Healthcare sector make it a priority for our society to evaluate, test and implement new approaches, making good use of technology.
«(…) The goal will always be to create greater closeness with patients, ensuring that all information is available at the right time and place so that healthcare professionals, together with the patient, can make the best decisions.»
– In recent years, we have worked on several innovation projects in consortium with pharmacies and hospitals to create the conditions for adopting new platforms and services, and this is the same methodology we are now applying to generative AI. Once again, simply making the technology available will not, on its own, generate improvements — a deep understanding of the processes we want to change is essential to ensure the involvement and enthusiasm of professionals. Another challenge is access to and sharing of information between institutions and professionals, always in strict compliance with data protection rules, which is essential so that we can train and implement artificial intelligence systems to fulfill the role we intend and become the best ally in decision-making for professionals in a sector like no other, where every second can make a difference.
«(…) Environmental sustainability and reducing the carbon footprint are a priority for Glintt Global, not only in terms of its own operations, but also in terms of the contribution it can make to reducing its clients’ impact.»
Are environmental issues part of Glintt Global’s concerns? What kind of measures are being implemented or considered for Glintt Life, given that the Healthcare sector has a significant impact on greenhouse gas emissions?
– Environmental sustainability and reducing the carbon footprint are a priority for Glintt Global, not only in terms of its own operations, but also in terms of the contribution it can make to reducing its clients’ impact. In the specific case of pharmacies, we launched a photovoltaic panel installation service for self-generated electricity, with very significant results, both environmentally — with pharmacies achieving around 60% energy self-sufficiency — and economically. More broadly, the growing digitalization of healthcare services greatly contributes to reducing the sector’s ecological footprint by optimizing processes and reducing travel. In this context, the growing role of pharmacies in providing various local services is an excellent example of resource optimization, which, thanks to their widespread distribution across the entire national territory, can be significantly leveraged.
