Read the Conversation
Meeting highlights:
- Unlocking Healthcare’s Investment Potential: With private equity and other investors increasingly turning their attention to healthcare, the sector holds significant untapped potential. TecSalud is seizing this moment by doubling down on education and research—positioning itself as a benchmark academic medical center in collaboration with private institutions across Latin America.
- Building the Future of Medical Education and Research: TecSalud is investing in a next-generation medical school that unites education, research, and advanced technologies like simulation-based training and genomic science under one roof. Partnering with global institutions like MIT, the organization is becoming a regional leader in high-impact therapeutic areas such as cardiology, stroke, and neuroscience.
- Accelerating Digital Transformation for Smarter Care: Digital transformation remains a top priority, with a focus on building secure, reliable, and integrated data systems. Challenges persist around platform accessibility and EMR unification, while AI adoption must be actively embedded into medical training. For TecSalud, digitalization is key to unlocking greater agility and smarter, more connected care.
- Raising the Bar in Clinical and Operational Excellence: Committed to world-class standards, TecSalud is already a reference point in hospital administration, clinical operations, medical education, and research. It continues to share these best practices across the sector to elevate quality and consistency in healthcare delivery.
- Championing Access and Equity in Healthcare: Social responsibility is at the heart of TecSalud’s mission. Through its foundation, the organization is expanding access to quality care—supporting initiatives such as pediatric cardiology and engaging underserved communities to close healthcare gaps across Mexico.
- Elevating Patient-Centered Value through Collaboration: TecSalud’s overarching mission is to enhance quality, safety, and value for patients. Achieving this vision will require deeper collaboration across medtech, pharma, and insurance to build a more resilient, integrated, and sustainable healthcare system for the future.
EF: What major changes are shaping Mexico's healthcare infrastructure, and where is further investment most needed?
AG: This is one of the best times for the healthcare industry, especially post-pandemic. Interest from investors, particularly private equity, is growing, as they see major opportunities in healthcare. With the government slowing the construction of public hospitals, there's room for private providers to step in, especially as more people are willing to pay out-of-pocket for better care. Overall, it is probably the most promising moment we have seen in the past 20 years.
At our organization, we are not just focused on growth — our goal is to become a top academic medical center by 2030, with a strong emphasis on research and education. We're partnering with hospitals and institutions across Latin America to share best practices and collaborate on research. We recently broke ground on a new medical school next to Zambrano Hellion Hospital to bring research, education, and advanced medical simulation together in one place.
We are also building a biobank and have already collected over 100,000 samples. Through partnerships with institutions like the University of Texas at Austin, MIT, and the Ragon Institute, we are using this data to study the genetics of Latin American populations. Rather than expanding to other cities, we are focused on creating one world-class center that integrates treatment, research, and education. Our aim is not just to treat patients, but to develop new therapies and lead in complex, advanced care.
We've also earned several international certifications for our high standards, including recognition from the American Heart Association and the World Stroke Organization as an advanced stroke center, and a rare accreditation from the American College of Oncology. Ultimately, we want to connect this level of care with education, training students in real-world, cutting-edge environments — not only improving healthcare today but helping shape the future of medicine in Mexico.
EF: What are the key opportunities and challenges in adopting AI and digital technologies in hospitals?
AG: A major challenge for hospitals in Mexico — including ours — is having clean, secure, and reliable data. That is why we are upgrading our electronic medical records (EMR) system. We are adopting a new platform, but like many hospitals, we face barriers — especially those tied to limited resources and access to flexible technology, which slows digital transformation.
At the same time, we are working on AI-driven initiatives. A key focus is making the system more user-friendly for doctors and nurses. Studies show healthcare workers spend too much time documenting, taking time away from patient care. We address this with voice recognition tools that convert speech into structured data, streamlining the process and keeping attention on the patient, not the screen. Switching platforms also require migrating large volumes of data — another challenge. We are using AI to support data extraction and make historical patient information easily accessible, so physicians get the full picture without digging through old records. We are also exploring more AI tools to enhance the overall patient experience. With high workloads and constant activity, we are leaning on technology to ease the burden and streamline operations wherever possible.
EF: How can private academic hospitals help shape national health policies, and what pillars are essential for a sustainable healthcare system?
AG: The first step is building a world-class healthcare system and medical practice. That is why international accreditations and education are so important. While we are focused on advancing private healthcare, we are also running several initiatives to support the public sector.
TecSalud Network is one of our key strategic initiatives—bringing together approximately 15 hospitals across Mexico to share best practices, both clinical and administrative, with the goal of raising the overall standard of care nationwide.
We are also collaborating with institutions in Mexico City on research, particularly around the social dimensions of healthcare.
In parallel, we are exploring new ways to increase funding through endowments, allowing us to expand services for those in need. Right now, for example, we are focused on pediatric cardiology and seeking support to make this care accessible to underprivileged children.
EF: Where does environmental sustainability fit into your long-term vision, and how do you envision a sustainable, future-ready hospital?
AG: Environmental responsibility is not just up to TecSalud — it is a shared responsibility. TecSalud's San José and Zambrano Hellion hospitals have been distinguished by the Global Green and Healthy Hospitals network with first place in the 2024 "Less Footprint, More Health" award. This award is a sign of the institution's efforts over the years to support sustainability. We are always looking for ways to be more eco-friendly — using energy more efficiently, managing waste better, and promoting a culture of sustainability within the organization.
Looking ahead, we want to expand our efforts, especially in reducing greenhouse gas emissions. A lot can be done, and the possibilities are wide open — it is just about focusing on what we can realistically achieve. We have a clear vision to act responsibly when it comes to the environment, and we are studying and exploring different ideas to see what best aligns with our goals and resources. Ultimately, we want to set an example for how hospitals and the healthcare sector can lead to sustainability.
EF: What is the key to attracting and retaining top healthcare talent at TecSalud?
AG: One of the most important things is staying true to our values and philosophy. We are always looking for better ways to hire and retain people who truly believe in and live by those values. Once we have the right people, we focus on ensuring they have the necessary skills. We identify gaps between their current abilities and roles, and then support their growth to close those gaps.
Being part of an academic institution gives us a strong advantage. We work closely with educational partners, like the university's school, to offer executive programs that draw on expert faculty and shared knowledge. We are also strengthening our nursing program by adding skills and analytical training we believe will be essential in the near future. With a global shortage of nurses and skilled healthcare workers, this is a key opportunity for us — and the broader hospital community — to make a meaningful impact.
EF: What achievement are you most proud of as General Manager, and how would you like your legacy to continue?
AG: Right now, my biggest challenge — and what I am most focused on — is helping shift the culture. That means building a well-balanced environment grounded in our core values. At the leadership level, we are aiming for top-quality care and strong safety standards, with our CI accreditation as a key part of that strategy. At the same time, we are placing a strong emphasis on improving the patient experience.
Another major priority is ensuring financial sustainability. Without a solid financial foundation, you can't invest in innovation, research, or advanced technology. So, finding the right balance between quality care, patient satisfaction, and financial health has been both challenging and rewarding.
I have had many conversations with people across the institution, and I know this is a long journey, not something you solve overnight. But if I can contribute even a small part to that transformation, I will be proud of what I have done.
EF: What message would you like to share with fellow healthcare leaders about addressing Mexico's evolving infrastructure and system-wide challenges?
AG: I see things from two perspectives — one as a hospital administrator, and another through the lens of the broader healthcare system.
From the hospital side, the constant challenge is ensuring quality and safety while delivering real value to patients. That is not always easy, especially in for-profit systems where financial goals can sometimes clash with patient care. But when you genuinely provide value, it shows. Patients notice, and positive word-of-mouth follows naturally.
At the system level, the bigger issue is fragmentation. Healthcare in Mexico involves many players — hospitals, doctors, insurers, pharmaceutical companies, and medical device providers — but there's little coordination among them. This lack of collaboration puts enormous pressure on the system, especially under third-party payer models, and risks making it unsustainable. If we do not address this, we could end up like other countries where payers are forced to change how they operate radically.
That is why I push to connect with peers across hospitals, insurers, and suppliers. It is a huge challenge, but a necessary one. We need open, multi-party conversations to build a more coordinated, sustainable future for healthcare in Mexico.
