Prove what works. Scale what works. Share what works.

Bahaa Eddine Sarroukh, ‘Eddine’ to colleagues and partners, has been with Philips for 25 years. Over that time, his work has steadily moved closer to where innovation intersects with human need. As the new Head of the Philips Foundation, he now leads an organization focused on strengthening healthcare systems for underserved communities globally. 

That focus is relevant today. According to the latest report from the World Health Organization and the World Bank Group (2025) on tracking universal health coverage, more than 4.5 billion people – that’s over half of the world’s population – lack access to essential health services. At the same time, around 2 billion people struggle to pay for healthcare, and hundreds of millions are pushed deeper into poverty each year simply because they seek treatment [1]. In many low- and middle-income countries, and underserved communities in particular, healthcare systems remain fragile, especially at the primary care level where early detection often begins.

We sat down with him to reflect on his journey, his plans for the Philips Foundation, and how improving referral systems, in combination with focus and discipline, can build healthcare systems that last for underserved communities.

Why is strategic focus especially important now?

Because the scale of the challenge demands it. More than 4.5 billion people still lack access to essential health services. Cardiovascular disease causes 19.8 million deaths each year [2], with 80% occurring in low- and middle-income countries [3]. In 2023, around 260,000 women died from maternal causes and 4.8 million children under five lost their lives, largely in underserved settings [4][5].

When needs are this vast, fragmentation does not help. Impact grows from depth and discipline. Concentrated efforts allow us to test responsibly, refine approaches, and scale sustainably. Focus increases the likelihood that solutions become embedded within everyday healthcare delivery.

Prove what works. Scale what works. Share what works. This phrase anchors the renewed focus of the Philips Foundation. What does it mean?

It represents the discipline in how we create lasting change.

It begins with proving what works in real-world settings. In maternal health, for example, we supported pilots in Kenya where midwives were trained to use handheld ultrasound devices combined with digital decision support. This work helped validate the World Health Organization’s recommendation on early ultrasound screening before 24 weeks of gestation, demonstrating its feasibility in primary care settings.

Midwives were able to identify high-risk pregnancies earlier and make more informed referral decisions. In contexts where specialist access is limited, that shift can determine whether complications are detected and managed in time. The evidence generated contributed to the integration of this approach into Kenya’s national healthcare system, embedding early ultrasound screening into routine maternal care pathways.

The objective was never simply to run a pilot. It was to embed that capability into existing antenatal pathways so that it becomes routine practice. Each initiative follows the same discipline: test in context, measure rigorously, and design for integration from day one. 

And scaling? 

Scaling what works requires a different set of tools. Impact investments allow proven solutions to expand sustainably. When a social venture demonstrates measurable outcomes and responsible integration within health systems, catalytic capital helps extend its reach. In cardiovascular care, for instance, we have supported ventures providing AI-assisted diagnostics and tele-triage in primary care settings. With investment, those models can move beyond a single geography, strengthen referral networks, and build operational sustainability. 

Sharing what works completes the cycle. We document evidence, translate lessons into practical guidance, and engage partners so that proven approaches can be adapted and adopted elsewhere. As a non-profit, contributing knowledge to the broader ecosystem is part of our responsibility. Learning accelerates progress when it is shared. 

How does impact investing strengthen healthcare delivery models?

Impact investing requires readiness at two levels: organizational readiness, and systemic readiness across the broader health system. The social ventures we invest in are assessed on their capacity to integrate into referral systems, support frontline capacity, and operate within interoperable ecosystems. Scaling access requires complementary solutions aligned within a broader health framework. Sustainable models extend beyond pilots and contribute to durable system improvement. 

This thinking also underpins ImpactBridge, our recently announced co-investment platform launched with the World Diabetes Foundation and We Share Forward Foundation. ImpactBridge connects social ventures with aligned capital and sector expertise to accelerate scaling in cardiovascular and other non-communicable diseases. By combining resources and coordinating support from the outset, it reduces fragmentation and helps proven solutions be embedded more rapidly within health systems. We welcome other investors to join ImpactBridge. 

When you look ahead, what defines success for you?

By 2030, our ambition is to enable access to quality healthcare for 100 million underserved people each year. Reaching that goal is not a solitary effort. It requires us to rethink healthcare delivery and largely depends on collaboration across sectors, geographies, and partners who share a commitment to durable, system-level change. 

One last thing you would like to share?

If there’s one thing I’ve learned over the years, it’s that lasting change in healthcare depends on people. Frontline health workers. Local innovators. Partners who remain committed even under pressure. 

Health systems around the world face structural challenges. Yet when committed people work together on shared goals, with focus and discipline, progress becomes steady and real. Step by step, access to care becomes reliable rather than uncertain.

That is what keeps me hopeful.