Rethinking the imaging technology lifecycle through circularity

For decades, healthcare technology planning largely followed a linear model: purchasing equipment, utilizing it throughout its service life, and replacing it once newer technology became available. Today, however, healthcare organizations are increasingly taking a broader view of asset management and equipment lifecycle planning. ^1-5 As demand for diagnostic imaging continues to grow alongside financial pressures and sustainability commitments, many providers are exploring how technology can continue delivering value long after its initial installation.^3-5,7,10

Driven by these priorities, organizations are actively exploring ways to reduce waste, conserve resources, and support more sustainable operations while continuing to meet clinical and operational needs.^6-10,12,13 These evolving dynamics are fueling a greater interest in technology lifecycle management and circular economy principles across many care environments.^2,3,6-10,13 Instead of focusing solely on acquiring new systems, healthcare leaders are examining how refurbishment, repair, reuse, upgrades, and responsible recycling may help maximize existing resources while supporting clinical, operational, financial, and environmental goals.^2,3,5-13 Programs such as GE HealthCare GoldSeal™ refurbished systems reflect this changing paradigm, demonstrating how imaging technologies can be restored, validated, and redeployed as part of a broader lifecycle strategy.

Integrating circularity into technology frameworks

Circular economy principles encourage a broad lifecycle perspective that extends the useful life of technology through refurbishment, repair, reuse, upgrades, and responsible recycling when appropriate.^3,6-10,13

Within medical imaging, circularity may take many forms. Systems can be refurbished and redeployed, components may be repaired and returned to service, and usable parts are often recovered to support existing equipment fleets. Materials that can no longer be used are typically recycled through responsible recovery processes.^6-10,13

Programs such as GoldSeal™ is a great example of how these commercial circularity frameworks can function in practice. Within this broader asset ecosystem, recovered imaging systems and specific components routinely transition through tailored pathways including full refurbishment, targeted repair, parts harvesting, or materials recycling depending on the initial technical condition of the asset.

Balancing capital priorities and access to diagnostic imaging

These practical circular pathways present a solution as many healthcare organizations today may find themselves under pressure to do more with limited resources. Expanding imaging capacity, replacing aging equipment, addressing patient demand, and improving access to diagnostic services can frequently compete with other critical capital priorities.^2,3,5,11

In response, some providers appear to be rethinking how technology investments might fit within long-term organizational planning. Rather than viewing medical imaging systems as assets that inevitably reach a rigid end of their usefulness, healthcare leaders may increasingly evaluate whether existing technologies can continue providing clinical value through structured refurbishment and lifecycle extension programs.^2,3,5,11

For many healthcare organizations, the conversation tends to extend beyond potential cost savings. Access to imaging technology remains a critical component of patient care delivery and experience, particularly for organizations seeking to expand services, support growing populations, or introduce additional imaging capabilities. Lifecycle-focused approaches may help organizations preserve capital while potentially maintaining access to proven diagnostic technologies and supporting broader healthcare delivery goals.^3,5,11

Global healthcare technology management frameworks encourage organizations to consider the full lifecycle of medical equipment, including planning, maintenance, upgrades, repair, and eventual replacement or decommissioning.^1-5 Healthcare leaders may find that taking a longer-term view of technology investments allows organizations to maximize the value of existing assets while continuing to support operational and clinical objectives.^1-5,11

Operationalizing the second life of imaging assets

This maximized asset value is often closely tied to advancements in refurbishment processes, quality standards, and adherence to established engineering, quality, and regulatory frameworks. ^1-5,6,10 High-quality refurbishment begins long before a system ever reaches a new clinical environment.

Not every imaging or ultrasound system qualifies for these programs. Initiatives like GoldSeal™ typically evaluate equipment based on specific criteria that might include overall condition, lifecycle stage, and known service history before determining suitability for restoration and redeployment.

Systems entering this pipeline are often sourced through trade-ins, off-lease programs, or direct acquisitions. Once selected, they routinely undergo professional de-installation and transportation using approved methods designed to protect system integrity throughout transit.

Technical governance and the role of OEM expertise

Technical governance in medical technology management refers to the systematic framework of quality controls, engineering standards, and regulatory compliance protocols that oversee an asset throughout its operational life. ^1-5 Within refurbishment ecosystems, this structure is designed to help maintain that redeployed hardware meets strict clinical safety and baseline performance criteria.^2,3,5,10,11 Achieving this consistent performance is frequently driven by the highly specific operational processes executed behind the equipment, with OEM-led programs often positioned to provide distinct technical advantages through factory-trained technicians and well-developed refurbishment processes informed by extensive expertise in medical imaging systems.^5,10,11

Inside dedicated engineering facilities, arriving assets are typically decontaminated, thoroughly inspected, and components systematically restored through these exhaustive governance checkpoints.^5,11 Depending on the diagnostic modality, this mechanical execution has the potential to be exceptionally detailed; for example, GoldSeal™ refurbishing and validating a complex CT platform may require more than 100 labor hours and over 400 individual process steps to help confirm validation against original factory specifications.

Software and technology updates represent another key operational consideration within this framework. Many structured refurbishment workflows regularly include the installation of the latest compatible software releases available for the platform, alongside the utilization of original OEM parts where replacements are necessary. ⁹ These systematic enhancements have the potential to help healthcare organizations gain access to updated workflows and digital capabilities while possibly extending the practical service life of the technology. ^2,3,5

As lifecycle management becomes central to institutional planning, certified refurbishment programs have expanded to encompass a comprehensive portfolio of diagnostic modalities. These initiatives now range from complex CT, MRI, and PET/CT platforms to Nuclear Medicine, Radiography, Mammography, Bone Health, OEC C-arms, and Ultrasound systems. ¹¹ In many cases, certified refurbishment also includes OEM-licensed software upgrades that not only help extend the operational life of the equipment but also enable enhanced clinical applications and workflow capabilities. By providing access to these advanced features at a lower cost than full system replacement, such upgrades can offer healthcare organizations a cost-effective pathway to expanding clinical functionality. This diversification tends to offer healthcare organizations greater flexibility when aligning technology acquisitions with shifting clinical, operational, and financial needs. ^{2,3,5, 11}

Looking beyond acquisition costs

In care environments, technology planning decisions incorporate multi-faceted operational variables alongside upfront expenditures, factoring in long-term serviceability, system uptime, workforce readiness, and maintenance requirements.^1-5,11 Global health technology management frameworks emphasize the importance of systematically planning for proactive maintenance, technical support, clinical training, software upgrades, and eventual decommissioning throughout the entire operational span of an asset. ^2,3,5,11

Warranty frameworks and service infrastructure represent critical variables within this long-term operational equation. Certified systems, such as the GE HealthCare GoldSeal™ portfolio, typically include comprehensive parts and labor warranty coverage, with many platforms backed by the equivalent one-year warranty standard available on brand-new equipment. Depending on the specific product category and geographic region, extended warranties and specialized service agreements may also be available to help mitigate operational risk.

Clinical training remains an equally essential variable in sustainable technology adoption. Targeted operational training, specialized application training, and continuous education opportunities may have the potential to help clinical teams build workforce confidence, streamline workflow adoption, and optimize the value of technology investments over time.^5,11 Consequently, these broader considerations help position factory refurbishment within a comprehensive, long-term technology planning strategy rather than treating it merely as a short-term alternative purchasing option. ^2,3,5

The future of imaging is lifecycle thinking

Healthcare organizations are increasingly indicating that access, financial stewardship, and sustainability do not need to be competing priorities. Technology lifecycle management offers a functional framework for pursuing these objectives simultaneously, allowing providers to maximize existing investments while maintaining access to reliable diagnostic technologies.

As circular economy principles continue gaining momentum across the industry, the conversation appears to be shifting away from a simple comparison between new and pre-owned equipment. Instead, organizations frequently evaluate how technology can be managed more effectively across its entire operational span to create lasting value.

Viewed through that lens, certified programs represent more than an isolated procurement pathway. They illustrate how lifecycle thinking, circularity, and responsible resource management may help healthcare organizations build more resilient, sustainable, and accessible imaging services for the future.

Curious to know more? Visit https://www.gehealthcare.com/en-us/products/goldseal-systems.

For an in-depth breakdown of technical standards, performance metrics, and operational deployment, look for our upcoming article, Circular Economy in Medical Imaging: A Technical Deep Dive and FAQ Guide.

References

1. World Health Organization. Management and Safe Use of Medical Devices. World Health Organization. Accessed August 8, 2026.
https://www.who.int/teams/health-product-policy-and-standards/assistive-and-medical-technology/medical-devices/management-use

2. World Health Organization. Country Data on Health Technology Management. Geneva, Switzerland: World Health Organization. Accessed August 8, 2026.
https://cdn.who.int/media/docs/default-source/medical-devices/health-technology-management/country-data-on-health-technology-management.pdf

3. World Health Organization. Improving Access to Quality Medical Devices, Including In Vitro Diagnostics, Through a Life-Cycle Approach. WHO Institutional Repository for Information Sharing (IRIS). Accessed August 8, 2026.
https://iris.who.int/items/5553fc33-de54-4501-9fa2-059bf45b4f0a

4. U.S. Food and Drug Administration (FDA). Total Product Life Cycle for Medical Devices. Accessed August 8, 2026.
https://www.fda.gov/about-fda/cdrh-transparency/total-product-life-cycle-medical-devices

5. Association for the Advancement of Medical Instrumentation (AAMI). ANSI/AAMI EQ56:2024 Standard for a Medical Equipment Management Program. Arlington, VA: AAMI; 2024. Accessed August 8, 2026.
https://www.aamistandards.com/wp-content/uploads/pdf4/preview/2926264

6. European Commission. Circular Economy. Directorate-General for Environment. Accessed August 8, 2026.
https://environment.ec.europa.eu/strategy/circular-economy_en

7. Ellen MacArthur Foundation. What Is a Circular Economy? Accessed August 8, 2026.
https://www.ellenmacarthurfoundation.org/topics/circular-economy-introduction/overview

8. National Institute of Standards and Technology (NIST). Circular Economy Program. Accessed August 8, 2026.
https://www.nist.gov/circular-economy

9. U.S. Environmental Protection Agency (EPA). Circular Economy. Accessed August 8, 2026.
https://www.epa.gov/circulareconomy

10. MedTech Europe. EU Sustainable Prosperity and Competitiveness: Priorities for the EU Circular Economy Act. Brussels, Belgium: MedTech Europe; 2024. Accessed August 8, 2026.
https://www.medtecheurope.org/wp-content/uploads/2025/01/241220_medtech_europe_circular-economy-act_final.pdf

11. Tropical Health and Education Trust (THET). Managing the Lifecycle of Medical Equipment. London, UK: THET. Accessed August 8, 2026.
https://www.globalhealthpartnerships.org/wp-content/uploads/2017/07/THET_Managing_the_medical_equipment_lifecycle_LOW-RES.pdf

12. NHS England. Delivering a Net Zero National Health Service. Accessed August 8, 2026.

https://www.england.nhs.uk/greenernhs/a-net-zero-nhs

13. Organization for Economic Co-operation and Development (OECD). Towards a More Resource-Efficient and Circular Economy. Accessed August 8, 2026. https://www.oecd.org/environment/waste