In the DACH healthcare market, there is growing pressure on existing systems, and the need for modern, interoperable solutions is becoming evident. New partnerships, evolving market strategies, and large-scale transformation projects are creating momentum for change and opening the door to new, platform-based approaches to digital health.
In this interview, Torsten Barthel, Sales Director for Better Deutschland GmbH, reflected on the key developments that shaped 2025, from expanding partner ecosystems to the introduction of the “Open Health Platform” together with our partners Tieto and x-tention. He also shared his perspective on the evolving data maturity of healthcare organisations, the opportunities emerging from system replacements, and how Better, together with its partners, is positioning itself to support the shift towards more open, scalable, and future-ready healthcare infrastructures across the DACH region.
Looking back on 2025, what were the most valuable insights or turning points for your market, and how did these shape your strategy for the future?
The year 2025 was marked by many sales activities, both on the customer side, primarily in Switzerland, and in partnership development. We were able to sign contracts with new partners: Cistec and OWT from Switzerland, and x-tention from Austria, and we are now very well-positioned for the future in the DACH region.
At DMEA 2025 in Berlin, we presented a new partnership strategy in collaboration with Tieto and x-tention, and received very good feedback. This strategic approach has now developed into a joint concept called ”Open Health Platform”. In the near future, we will use this to break new ground together on promising market-entry strategies, particularly in Austria but also across the entire DACH market.
How do you see the development of healthcare organisations in terms of data maturity and openness, and where do you think Better can make the biggest difference?
Every market has its own specific characteristics. The DACH market, particularly in Germany, is very fragmented and focused mainly on its own needs. For example, after 10 years of exploration, the electronic patient record (ePA) was introduced in parts of Germany this year. However, the successes of openEHR and Better in Europe over recent months and years are attracting more and more attention, and as a result, the market is gradually becoming more interested in our solutions. We expect to gain better access in the short term, particularly through strong partners. Many eyes are also on our project at the University Hospital of Basel (CH), which is currently being implemented. Its success will also set a precedent and further open up the Swiss market.
In your opinion, which new technologies or trends in healthcare will shape the year 2026, and how is Better positioned to respond to them?
AI and machine learning are hot topics in the DACH healthcare market as well. There is a lot of talk and demand for them, and we are currently developing our first solutions, which is very good. We also view our Better solutions as an enabler for all AI/ML applications, as they provide data in a structured, optimally usable quality as a basis for AI/ML.
However, many of the challenges for IT in healthcare facilities are more a thing of the past and far more pressing. One example of this is the upcoming and necessary i.s.h.med® – HIS replacements in the coming months and years. This is placing a lot of pressure on the affected institutions and raises a big question: “Continue as before – vendor lock-in style – or be bold and open to new approaches?” We see concrete potential for our Better Platform here, together with our partners.
What are your priorities and goals for the coming year, and how will these contribute to shaping the future of digital healthcare?
2026 will be a particularly exciting year, with many opportunities opening up. This requires active partner support on our part, a high level of commitment from all involved, especially in the initial joint projects, and ensuring joint success in close cooperation with the teams at Ljubljana. I see this as the highest priority for myself and the DACH team for 2026. The goal is to successfully complete several proofs of concept and at least one project in each of the countries in the DACH region. This will motivate both the market and our partners in a very pragmatic and exemplary way to shape the future of digital healthcare together with us.
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