Laboratory diagnosis, wearables, medical devices, finding solutions for hereditary diseases, and achieving greater success in handling emergencies, we have made incredible strides in evolving healthcare from so called primitive traditional medicine. However, somehow along the way, we forgot what healthcare is all about. We have lost the real essence of medicine and made it sick care. Sinha&Lim is working to change that. Here is our driving force in the words of our founder:

"Today's healthcare is a business. It is about keeping people wanting more services, getting specialized optional services at higher costs, and overprescribing drugs. Even compassion has taken a back seat. To redeem ourselves, we need to flip it on its head.

Our health is our right and our own responsibility. We need to drive it. And if we all take that very seriously, the most important person, the patient, becomes central to healthcare. Suddenly medicine changes from reactive to proactive care and we become active participants rather than passive customers. Taking care of ourselves will be at the heart of our health and welllbeing and therefore non-critical medical care and wellness efforts will move from hospitals and nursing homes to wherever we live and work. Practice of medicine will then effectively focus on providing reliable solutions that are effective against each unique person’s challenge rather than developing solutions that are ineffective for a huge number of people. Patients will no longer be just customers but will morph into active participants. Against popular belief, this will not end the healthcare system but will make it affordable, sustainable, and remarkably profitable. For the first time healthcare will need no advertisement!"

Read about Indrajit Sinha [+]

Sinha&Lim strives for a future where non-critical healthcare will be preventative, personalized and participatory. This is the dream that is behind every decision we make and everything we do.

Medhospital was conceptualized in the year 2000. Medhospital was started at a time when the internet was undergoing a massive change after the famous dot-come bubble burst. Before the bubble burst, internet was more of an information provider and a communication portal. Post bubble, the internet was maturing and the companies that survived were turning the internet into a powerful platform for national and international businesses. Internet was becoming a showcase for businesses and their products and services. It was also around this time when telecommunication companies had a lot of overcapacity leading to cheap internet connectivity and storage capacity. This led to massive shift from analog to digital data communication and storage (often referred to as the tipping point).

During this tipping point years, almost all information available on the internet was unfiltered. In fact, businesses were using the internet to broadcast advertisements to the public. One such industry was the healthcare. Fake claims, promotion of snake oil products, and creating fear of medical symptoms to attract customers, was a common occurrence. Inaccurate and Uncurated health information was creating misinformation, often with serious consequences. Change was desperately needed.

At first, Medhospital was formed as a task force to post reliable researched information on the internet and bridge the gap between the advertised medical information and what the people can actually expect. Very soon however, it was clear that to address a problem of such magnitude, and create any real impact, a more structured approach was needed. 

In 2003, Medhospital focused its core mission of empowering families and children with awareness of health and medical help. All attention was focused on communication of health and medical information in a simple and effective language, to educate people and to create a healthy dialog. Biology and medicine are vast subjects with volumes of historical findings and revelations. How much information to include and what to leave out for clarity was really a challenge. This also led us to the realization that the challenges were not merely due to insufficient consumer knowledge, but also due to inferior and inappropriate information.

In 2004, keeping with its new approach, www.medhospital.com became www.medhospital.org and its name changed to Medhospital Foundation. It was the birth of a web-based organization with well-defined rules and regulations. Medhospital also created a fund to encourage others to contribute although most of the initial team worked for free and all costs of hosting a web-developed were borne by our founder.

In 2005, Medhospital Foundation decided to embark on its journey a little differently than most conventional foundations. We decided not to create funds for other people but fund our own projects and projects that are carried out for or with us. Taking control of what projects to work on allowed us to refocus our efforts on understanding the problem better and broaden our horizons as an information provider. Our main focus still remained the same, provide only essential information so as to increase medical awareness rather than confuse readers. 

Years following 2007, immense success was achieved with the projects that were initiated through Medhospital. The new articles published from those projects were all very well received and greatly appreciated by our readers. Medhospital became listed on the HONcode website, that gave its credibility. HonCode was accreditation provided by the Health on the Net Foundation that was trying to standardize and regulate health information on the internet. The articles sparked a lot of constructive debates among reviewers and many valuable suggestions were received. However, it was becoming increasingly clear that providing information can only go that far. People have to be able to make proper use of it. Making such changes required a bigger budget.

During the financial turmoil of 2008-2010, the foundation needed a life-line. To achieve that the team started a for profit company called Biomedcore that had a mandate to set aside a portion of its revenues for social good which could then fund Medhospital. Biomedcore did not have any conflict of interest with the foundation's work but it did not loose sight of the overall purpose of Sinha&Lim, - to make medical care preventative, personalized and participatory. Biomedcore Inc., was incorporated in 2011. Biomedcore designed and developed medical devices that enabled rapid prediction of cancer relapse and treatment modalities for patient's specific cancer.

Commercialization of a medical device takes a long time. It involves an arduous regulatory path which can often lead to an uncertain end product. A shorter time horizon for commercialization was needed to sustain the company. The company started providing laboratory services to Suntrition, a contract manufacturer. Suntrition used to send out raw materials and finished goods for testing to comply with regulation. Biomedcore had a laboratory and staff and therefore could diversify and provide such services and the revenue would allow it to pursue its longterm goals. However, as fate would have it, new projects came in that required both Suntrition and Biomedcore to participate. The two companies also partnered to attract government funding to advance combined projects. The two companies became inextricably linked.

In late 2012, Kah Jing joined the team to further develop the Biomedcore technology. She brought a lot of knowledge of Oncology and natural health product treatments in animal models. 

Both Medhospital and Acenzia kept evolving. One of the things that was also becoming clear by then was that therapeutics and diagnostics had improved drastically in the last few decades but health and wellness of people did not seem to improve. People were increasingly questioning the healthcare. This loss of trust aggravated the issue. As information providers, we had a responsibility in changing the situation.

Knowing and understanding a problem and getting help in time is important. However, it is of higher consequence when people can understand how to recognize the development of a problem and then have ways to prevent it. Clearly the company had to be more than just an information provider. A decision was made to include insights into new innovations and evolving healthcare to enable individuals and future-focused organizations shape and influence tomorrow's healthcare.

During 2017-2018, Acenzia was growing and needed more capital. It was also during the time that Cannabis was becoming legalized in Canada. Many Cannabis growing and manufacturing companies were looking for R&D facilities to develop and commercial health products under Health Canada guidelines. Cannabis plant extracts have a lot of medicinal properties and can help in pain management, and management and healing of many chronic health conditions. Acenzia was very well positioned to contribute in that area. Acenzia decided to merge with a Cannabis company called Livewell which later became Eureka93. As the merger was ongoing, it was becoming clear that there was no fit between the two organizations and Livewell was actually trying to resell Acenzia for its own financial gains. Also, it was increasingly becoming apparent that the associated law firm along with some of the senior executives had conflicts of interest with the transactions.

Acenzia pulled out of the messy merger in time but with immense financial losses. 

In 2019, after somehow surviving the ordeal, Acenzia started to rebuild. However, just like the rest of the world, the Acenzia team was oblivious to what was coming next. In a matter of a few months, the world plunged into the chaos of the COVID19 pandemic. Acenzia's business disappeared overnight. It was through these years that the team of Acenzia showed real grit, perseverance, and its power of innovation and ingenuity. 

Read about Kashbon Group [+]

Medhospital was refocused with the times as well. Other than innovative technologies, many traditional treatments and treatment modalities are available but are not well understood or accepted by most people. That knowledge gap needs to be reduced. Medhospital is focusing on addressing this gap.