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Telehealth in benign hematology: Expanding access and improving care

BS
barak saidoff
Jun 1, 2026
Migrated from Umbraco - Image

For patients with benign hematology conditions, accessing specialized care often means hours of travel, time away from work and delayed treatment. Telehealth is poised to change that reality, and benign hematology is leading the charge.


Key takeaways
  • Telehealth adoption in benign hematology improves access to care and reduces patient burden.

  • Tele-oncology is forecasted to reach $34.36 billion by 2035.

  • Telehealth adoption among patients aged 80+ exceeds 20%, overturning assumptions about older adults and technology. Early adoption in benign hematology serves as a proven model for broader tele-oncology implementation strategies.



While malignant oncology garners most headlines, benign hematology (encompassing conditions like anemia, clotting disorders and non-cancerous blood diseases) represents a strong entry point for healthcare organizations seeking to expand telehealth or hybrid remote/onsite service offerings.The numbers make a strong case for tele-oncology: Approximately 15% of oncology visits now occur via telehealth. Looking a little farther down the road, the tele-oncology sector is expected to reach $34.36 billion by 2035, growing at 19.64% annually. For hospital administrators and oncology program directors, it is no longer a question of if, but how quickly telehealth services can be effectively rolled out for hematology care.

Expanding telehealth with benign hematology

Millions of Americans are affected by benign hematology conditions, but access remains inconsistent to this specialized care. Patients with conditions like iron deficiency anemia, thrombocytopenia, von Willebrand disease and other blood disorders classified as non-malignant often require continuing monitoring by a specialist. This kind of care currently involves repeated in-person visits to specialty clinics.The burden patients shoulder must be addressed by the care delivery system. Rural patients often face unsustainable travel distances for a follow-up that takes 20 minutes and doesn’t strictly require their presence. Working adults may have to choose between losing pay and tending to their personal health. Caregivers navigate complex scheduling between work, school, daycare and other obligations. For conditions requiring primarily clinical assessment, lab review and medication management, the requirement of an in-person meeting creates inefficiency for all without offering a proportional clinical benefit.

Migrated from Umbraco - Image

Telehealth directly addresses these barriers. Virtual consultations (both video and audio calls) enable hematologists to review labs, adjust anticoagulation protocols, assess symptoms and educate patients without requiring either party to travel. One Mayo Clinic analysis of hematology patient appointments observed that patients aged 80 and older conducted over 20% of their visits virtually, demonstrating strong acceptance even among an age group traditionally considered to be technology-averse.

Measurable benefits for patients and health systems

Patient convenience is just one benefit. A well-planned telehealth program creates value for patients, providers and health systems, improving the healthcare experience for all.

For patients

Reduced geographic barriers

Lower costs through eliminated travel expenses

Improved continuity with more frequent touchpoints

Enhanced satisfaction through flexible scheduling that accommodates work and family obligations

For health systems

Expanded market reach without physical infrastructure investment

Better practice efficiency through flexible scheduling

Enhanced specialist utilization for complex patient cases

Stronger employer brand for physician recruitment

Terrence Smith-headshot Vice President, Government Operations
About the author

Terrence Smith

Vice President, Government Operations

Terrence brings over 20 years of sales experience to the company; 13 of those years have been with LocumTenens.com. His responsibilities include planning, development and implementation of marketing, sales and business development strategies and policies for the government sales division. He was instrumental in starting the division in 2005, and it has experienced constant growth since, including more than doubling in 2008. He became a partner and the division vice president in 2009. Terrence has a Bachelor of Science in business management from North Carolina Agricultural and Technical State University in Greensboro, NC.

Barak Saidoff, Developer

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