OPERATING THEATRE TECHNOLOGY Above, from left to right.


Brandon Medical CEO, Adrian Hall, said: “A decade ago we identified the growing importance of data in life sciences and the healthcare environment, and started to see that the operating theatre had become much more technology-laden.”


Executive Chairman, Graeme Hall, said: “Our smart environment is collecting that information, putting the sensors into place, bringing that data together, and bringing it into an environment where you can process it and communicate it.”


Reinsberg Group CEO, Dr Markus Keussen, explained: “In the last three years, we’ve invested seven-digit sums in machinery for the other medtech companies we own, to increase productivity and output volume.”


Global Marketing manager, Christina Hooley, explained: “While sensors and ‘smart’ technology aren’t new, our goal is to apply both really effectively into a healthcare space so that it is ready not just for today, but also future- proof.”


in new products and R&D across the group, and in our sales footprint and channels. We have invested in locations including DACH markets (Germany, Austria, and Switzerland), the Czech Republic, Slovakia, and notably in India, as one of the largest markets. We also plan to invest in regional offices in Asia-Pacific and into other countries. Our aim is to increasingly capture market share via our direct salespeople, rather than via third-party distributors.” Adrian Hall interjected: “Reinsberg outlined a strategy


that was very attractive to us – namely for Brandon Medical to become the global excellence centre and lead brand for our range of medical and operating lights and ‘smart’ control platforms. Brandon Medical will a become a central plank of the strategy, trading as Brandon Medical, manufacturing here in Leeds, and developing, investing in, and expanding, that capacity. Indeed, Reinsberg has made a substantial and long-term commitment in the site here. It’s important to say that this is a genuine investment not just in Brandon Medical, but also in the UK and the UK healthcare space.”


Plans to triple manufacturing output Graeme Hall explained: “Our plan is to triple the manufacturing output of our Leeds site over the next three years. Brandon is a medium-sized company, so we have a certain amount of resources, and are a very innovative business. As a medium-sized business, however, taking innovations to market fast enough can be challenging against very large competitors. Becoming part of a much bigger, 750-strong group, with wider access to international markets, increases our sales channels enormously – something that would have taken us many years to do organically.” I asked how Brandon planned to achieve this tripling in output. Graeme Hall said it would require considerable investment in new equipment and personnel, while Adrian Hall explained: “We have already identified the capacity to cover expansion over the next 9-12 months, which will buy us time to plan in investment in the factory and equipment to create the capacity for the coming years. We’re growth-ready to take advantage of the global opportunity joining the Reinsberg group brings us.” Graeme Hall said: “Our 50,000 square foot factory in


Leeds is still underutilised. So, we’ve got plenty of space to grow into.” Dr Keussen said: “In the last three years, we’ve invested


seven-digit sums in machinery for the other medtech companies we own, to increase productivity and output volume. Simultaneously, we’ve hired new people, in line with double digit growth rates every year. We do recognise though the importance of managing these companies within their heritage, and that their brand is key – a major reason why the new branding for Brandon Medical was so vital – to demonstrate that it is a new era for the business and its products, and its new entity within the Reinsberg Group. However, every brand has its own heritage, culture, and people, and we respect that. For this reason, you won’t see Reinsberg products going forward, but rather products from the different brands within the Group.”


46 Health Estate Journal March 2025


Business owner’s vision Graeme Hall said: “I think the vision of Reinsberg’s owner and founder, Tomáš Krsek (a successful entrepreneur and manager, who led Skoda Transportation in its modern era as a CEO and Chairman of the Board), is interesting. He says is that ‘if Europe stands still, the world is going to pass us by’. His goal is to form a globally competitive group by bringing together medium-sized businesses like Brandon that can be stronger as part a €100-220 m business, and grow in the future, to compete both against the traditional economies from the West, but also the East.” As our discussion neared the end, I asked – on a more


general footing – whether my ‘interviewees’ felt there was significantly more potential for use of Artificial Intelligence in medtech equipment. Here Brandon Medical’s Global Marketing manager, Christina Hooley, who had facilitated our ‘virtual’ meeting, said: “That’s in fact the core philosophy behind the re-branding. What Adrian was explaining was that Brandon Medical developed the smart ecosystem. While sensors and ‘smart’ technology aren’t new, our goal is to apply both really effectively into a healthcare space so that it is ready not just for today, but also future-proof.” She continued: “AI has changed dramatically in the past


year, as have all the clinical innovations we’ve discussed – with robotics in surgery, for example. We don’t know what medical technologists will invent next year, but the spaces we deliver – our ‘smart ecosystem’ – are ready for all of this – as a database for AI, for 8K video, and with places where you can plug in – the really pragmatic things nobody thinks about.”


Lack of sensors currently Adrian Hall added: “To be able to collect the datasets we discussed earlier, we’ll need the fundamental sensors in the room to be able to learn more about what’s happening within it. Currently, most traditional projects and buildings have neither the sensors nor the connectivity to gather that information and make it available to the AI platforms which can deliver so much enhanced functionality. Moving forward, there’ll be partnerships that grow between people like ourselves at Brandon that can provide those datasets, and the functionality that can feed off them to create more intelligent inferencing. These will ultimately be looking at exception-based decisions, trending, and predictive decision making – all the things that will transform healthcare and improve patient outcomes. In coming years, we may well look back and think that what we’ve done to date is almost unintelligent.” Graeme Hall said: “AI is a topic of great conversation


everywhere. Essentially though, to use any kind of intelligent decision making and software, or even human intelligence, you need information to start off with. Our smart environment is collecting that information, putting the sensors into place, bringing that data together, and bringing it into an environment where you can process it and communicate it. That is the foundation for any AI. Without that, there is no AI, because you don’t have anything to analyse. “Within our ‘smart systems’ at Brandon,” he continued,


“we’re starting to use the information we’re gathering to do some things that are valuable and useful to our customer groups – the clinicians and hospital engineers. Basically, it’s the intelligent use of that information to create value, save money, and increase both patient safety, and efficiency. Our aim is to expand the market with a new paradigm on how to build a healthcare space that is ready both for today and for tomorrow.”


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