Berkeley Haas team wins Mental Healthcare Tech Challenge 

Portraits of MBA students. Two women, two men.
A team of Berkeley Haas MBA students place first at the John E. Martin Healthcare Tech Challenge. From left to right, top to bottom: Zhuoran (Zia) Li, Zixuan Chen, Eugene Kim, and Chen Su, all EWMBA 23.

An AI-powered app aimed to help construction workers experiencing anxiety, depression, and suicidal thoughts netted a first place win at the first inaugural John E. Martin Healthcare Tech Challenge. The competition was held online Nov. 16-20.

The winning team, Team CLiKS, included Eugene Kim, Zhuoran Li, Zixuan Chen, and Chen Su, all EWMBA 23. The team competed against 11 other teams from top U.S. business schools, including Wharton, Harvard, Columbia, MIT Sloan, and Kellogg for $10,000 in prize money.

Another Haas team placed second, earning $4,000 in prize money for pitching a chatbot that could collect health data, such as sleep patterns and appetite, and recommend tele-health therapy and wellness ambassadors stationed at construction worksites. 

Portraits of two women and two men
A second Berkeley Haas team placed second at the John E. Martin Healthcare Challenge. From left to right, top to bottom: Vishalli Loomba, MD/MS 23; Doug Pollack, MBA/MPH 20; Ben Delikat, and Sophie Schonfeld, both MBA/MPH 21.

Team members included Sophie Schonfeld, Ben Delikat, both MBA/MPH 21; Doug Pollack, MBA/MPH 20; and Vishalli Loomba, MD/MS 23. 

The competition was organized by the Berkeley Haas Healthcare Association and the Berkeley Haas Tech Club, and sponsored by Google. 

For the competition, students were asked to come up with an innovative solution to address mental health issues in the construction industry, which reports some of the highest rates of depression and suicide.

Team CLiKS pitched a mental health app that addressed three critical factors: prevention, assessment, and intervention. Through this app, construction workers would have access to music, podcasts, mental health specialists, peer volunteers, and a community-based forum to seek emotional support. The app would also collect daily mental health data from users through notifications, wellness checks, and diary entries.

The team credited its success to interviewing and surveying more than 90 construction workers, powerful storytelling, and a personal commitment to helping construction workers with mental health issues–an issue that hits close to home for Chen, Kim, and Li. 

Chen, a civil engineer who’s worked in the construction industry, said one of her co-workers committed suicide. “The amount of work, the physical stress, and the financial instability that comes with the job pushes people to the edge.”

Kim, an Army veteran, said several soldiers he served with had committed suicide and Li, a music rehabilitation therapist, treats patients with severe mental health illnesses. 

Su said the cause was important to him and he wanted to leverage his AI and computer engineering skills to help.

The team also credited its success to their construction industry mentor Matt Schulte; Rebecca Portnoy, a professional faculty member who teaches an organizational culture course called Leading People; and James Sallee, an associate economics professor at UC Berkeley. 

“As a first-year Evening and Weekend MBA student without previous business knowledge, I was thankful to have taken a class with Prof. Sallee to guide my thinking and to tackle this mental health challenge from a health and business perspective,” Li said.

New Program Fast-Tracks Innovation

Joint degree prepares students to shake up healthcare

Series of six charts and diagrams tethered to a pill.Before Berkeley Haas’ dual-degree Biology+Business program even launched, junior Michelle Podlipsky attended a biotech seminar hosted by program planners and knew she’d found her calling.

“Biotech firms are trying to bring life-saving therapeutics to market, but they don’t necessarily know how to do that from the business side,” she says. “I want to help them commercialize new therapies—and clear the various regulatory hurdles necessary to do that.”

This fall, a generous donation from Berkeley alumnus Mark Robinson, BA 88 (history and political science), and his wife, Stephanie—part of a total gift of $10 million to support bio-entrepreneurship at Berkeley—has given the program a new name: the Robinson Life Sciences Business and Entrepreneurship Program.

Podlipsky, BA/BS 22, is part of the first cohort and will have the opportunity to engage in two summer internships (one each in business and science) and to take a capstone course senior year for which she’ll help a newly formed company evolve its nascent business.

The Robinsons’ gift will be used not only to encourage students to create much-needed biomedical technologies but also to create scholarships aimed at drawing more Black and Latinx students to the program. It will also establish a Biotechnology Entrepreneurship Center where early career scientists can fast-track technologies serving human health.

“One of our big goals is to create a loop of both entrepreneurship and giving back,” Mark Robinson says. “We want to create leaders who will go out into industry and make a difference by developing new medical devices, new therapies, new medicines that will change the course of human health.”

For junior Gary Liu, the joint degree program has helped him envision a career that will allow him to use the knowledge he gains to maximum positive effect.

“I came into college as premed,” he says. “But when I heard about this program, it struck me as a great combination of skills that would allow me to have even more impact than I would have as a physician.”

New strategy would allow for cheap, daily COVID-19 testing for big groups

eople line up behind a health care worker at a mobile coronavirus testing site on July 22 at the Charles Drew University of Medicine and Science in Los Angeles.
People line up behind a health care worker at a mobile coronavirus testing site on July 22 at the Charles Drew University of Medicine and Science in Los Angeles. (AP Photo/Marcio Jose Sanchez, File)

UC Berkeley researchers have developed a strategy to massively increase the scale and frequency of COVID-19 testing while drastically lowering costs. The key is to pool samples using machine learning algorithms to look for transmission patterns and predict risk.

Associate professors Jonathan Kolstad and Ned Augenblick of Berkeley Haas and Ziad Obermeyer of the School of Public Health laid out their strategy for reducing the cost of screening from $100-$200 per test to just $3-$5 per person per day in an MIT Technology Review article. It’s based on a National Bureau of Economic Research working paper they published this month, along with economics PhD student Ao Wang.

“In the absence of a vaccine, it’s impossible to control COVID-19 without knowing who is infected, and the way to do that is through frequent, mass testing,” Kolstad said. “Testing once a month is almost totally useless to stop the spread by asymptomatic people, who are transmitting nearly half of new infections.”

Testing capacity has been unable to handle the surge in new infections, with some results delayed by two weeks or more. To help reduce the strain, the U.S. Food and Drug Administration this month approved the use of pooled testing, in which multiple peoples’ samples are combined into one. If no virus is detected, the entire group is cleared with one test; if the virus is detected in the pool, however, each sample is tested individually to determine who is infected. 

The method was first developed in the 1940s to test for syphilis, and the U.S. military uses the technique at its bases.

“Pooling would give us the capacity to go from half a million tests per day to potentially 5 million individuals tested per day,” Dr. Deborah Birx, a White House coronavirus task force official, told the American Society for Microbiology last month.

Pooled testing is far more efficient when the prevalence of the virus is lower, since fewer re-tests are required. But rapid changes in infection rates across geographic areas and disparate risks between groups of people—for example, health-care workers versus people working remotely—makes pooling a challenge to implement. That’s where the power of machine learning comes in, Obermeyer, Augenblick, and Kolstad write. 

“Using publicly available data from employers and schools, epidemiological data on local infection and testing rates, and more sophisticated data on travel patterns, social contacts, or sewage, if available, modelers can predict anyone’s risk of having covid-19 on a day-by-day basis. This allows highly flexible approaches to pooling that drive huge efficiency gains,” they write.

In fact, the researchers determined that with efficient pooling of sample, more frequent testing actually drives down the number of tests needed—dramatically reducing the cost. It also reduces the spread of the virus. “According to our analysis, testing daily costs only twice as much as testing monthly. And daily testing can actively suppress the virus, whereas monthly testing really only allows us to see how badly things have gone.”

The technique would work particularly well on college campuses, nursing homes, or warehouses and factories—locations where a specific population of people interact frequently, Kolstad said. Even if the prevalence of the virus is initially high, those who are infected can quickly be identified through an initial screening, followed by pooled testing to quickly identify any new outbreaks. 

The researchers acknowledge that there are logistical challenges to putting high-frequency pooled testing into practice, but that they can be solved—particularly as less-invasive tests, such as the saliva test now undergoing a trial at UC Berkeley, come online.

“Pooled testing that harnesses the power of machine learning makes paying the associated costs not only viable but, when weighed against the alternative of prolonged closures, a tremendous deal,” they write.


Read the article in MIT Technology Review.