1 00:00:00,719 --> 00:00:04,000 Exciting things are happening at Becker's Healthcare. Stay 2 00:00:04,000 --> 00:00:06,240 ahead of industry trends with the new Becker's 3 00:00:06,240 --> 00:00:08,419 CFO plus Revenue Cycle podcast, 4 00:00:08,880 --> 00:00:11,119 your go to source for insights from top 5 00:00:11,119 --> 00:00:14,154 healthcare finance leaders. Tune in wherever you get 6 00:00:14,154 --> 00:00:15,054 your podcasts. 7 00:00:15,914 --> 00:00:18,475 And don't miss the tenth annual health IT 8 00:00:18,475 --> 00:00:22,154 plus digital health plus RCM conference, happening September 9 00:00:22,154 --> 00:00:24,474 30 to 10/03/2025 10 00:00:24,474 --> 00:00:25,214 in Chicago. 11 00:00:25,755 --> 00:00:26,879 Join thousands of 12 00:00:27,279 --> 00:00:30,079 executives, engage with industry leaders, and explore the 13 00:00:30,079 --> 00:00:31,619 future of health care innovation. 14 00:00:32,320 --> 00:00:36,719 Learn more about our upcoming events at beckershospitalreview.com. 15 00:00:36,719 --> 00:00:37,619 See you there. 16 00:00:38,320 --> 00:00:40,579 This is Laura Dirda with the Becker's Healthcare 17 00:00:41,024 --> 00:00:42,625 I'm thrilled today to be joined by doctor 18 00:00:42,625 --> 00:00:43,445 Deepti Pandita, 19 00:00:43,984 --> 00:00:46,704 vice president of informatics and chief medical information 20 00:00:46,704 --> 00:00:48,945 officer at UCI Health. Doctor Pandita, it's a 21 00:00:48,945 --> 00:00:50,625 pleasure to have you on the podcast today. 22 00:00:50,625 --> 00:00:52,484 Thank you, Laura, for having me on. 23 00:00:52,960 --> 00:00:54,799 I'm excited for our conversation because I know 24 00:00:54,799 --> 00:00:56,000 there's a lot of cool things you're doing 25 00:00:56,000 --> 00:00:57,840 there at UCI Health, and certainly we'll be 26 00:00:57,840 --> 00:00:59,359 excited to learn a little bit more about 27 00:00:59,359 --> 00:01:00,960 how you're thinking about the future as well. 28 00:01:00,960 --> 00:01:02,640 But before we dive in, I'm wondering, can 29 00:01:02,640 --> 00:01:03,759 you tell us a little bit more about 30 00:01:03,759 --> 00:01:05,540 UCI Health and what makes it unique? 31 00:01:05,924 --> 00:01:06,665 Yeah. Absolutely. 32 00:01:07,524 --> 00:01:09,685 So UCI Health is part of the University 33 00:01:09,685 --> 00:01:11,224 of California Health Systems. 34 00:01:11,604 --> 00:01:13,524 You as you know, University of California is 35 00:01:13,524 --> 00:01:14,744 a large academic 36 00:01:15,364 --> 00:01:15,864 organization, 37 00:01:16,244 --> 00:01:17,864 and we have several universities. 38 00:01:18,244 --> 00:01:21,045 However, we have five health systems affiliated with 39 00:01:21,045 --> 00:01:22,159 our and 40 00:01:22,540 --> 00:01:24,799 University of California Irvine is one of them. 41 00:01:25,420 --> 00:01:26,219 We are, 42 00:01:26,780 --> 00:01:30,939 six hospital system currently, five operational one that 43 00:01:30,939 --> 00:01:33,340 we are building and will be operational in, 44 00:01:34,415 --> 00:01:36,334 December of this year, and then we have, 45 00:01:36,575 --> 00:01:39,375 perhaps another rehab hospital in the works for 46 00:01:39,375 --> 00:01:41,215 next year. So we are soon to be 47 00:01:41,215 --> 00:01:42,594 a seven hospital system. 48 00:01:42,895 --> 00:01:45,534 We have a very large ambulatory footprint as 49 00:01:45,534 --> 00:01:47,614 well. We see about 1,200,000 50 00:01:47,614 --> 00:01:48,755 ambulatory visits 51 00:01:49,135 --> 00:01:49,920 every year, 52 00:01:50,799 --> 00:01:52,659 apart from what we do in the inpatient 53 00:01:52,799 --> 00:01:55,859 space. And then we have multiple emergency departments 54 00:01:56,000 --> 00:01:56,579 as well. 55 00:01:57,439 --> 00:01:59,119 Great. That's amazing to hear, you know, and 56 00:01:59,119 --> 00:02:01,219 what an important community that you're serving, 57 00:02:01,599 --> 00:02:02,259 in Irvine. 58 00:02:02,704 --> 00:02:04,784 From your perspective, what is the accomplishments that 59 00:02:04,784 --> 00:02:06,644 you're most proud of from the last year? 60 00:02:07,424 --> 00:02:09,585 Yeah. So there are multiple, but I I 61 00:02:09,585 --> 00:02:10,405 would say, 62 00:02:11,264 --> 00:02:12,004 I would 63 00:02:13,025 --> 00:02:15,900 sort of proud to share two accomplishments. One, 64 00:02:16,060 --> 00:02:17,900 I have been here close to about, 65 00:02:18,620 --> 00:02:21,099 nearly two years now. And when I got 66 00:02:21,099 --> 00:02:23,759 here, there was no clinical informatics structure. 67 00:02:24,139 --> 00:02:26,060 Or if there was one, it was completely 68 00:02:26,060 --> 00:02:27,039 broken. So, 69 00:02:28,219 --> 00:02:30,459 in my mind, you know, clinical informatics is 70 00:02:30,459 --> 00:02:32,944 that sort of translator role between 71 00:02:33,485 --> 00:02:37,405 operational speak and clinical speak versus IT speak. 72 00:02:37,405 --> 00:02:37,905 So, 73 00:02:38,685 --> 00:02:39,485 getting that, 74 00:02:39,805 --> 00:02:42,525 structure up and running was my first task, 75 00:02:42,525 --> 00:02:44,044 and I'm proud to say that we now 76 00:02:44,044 --> 00:02:45,584 have a very, very functional 77 00:02:46,110 --> 00:02:48,849 clinical informatics division within ITS. 78 00:02:49,469 --> 00:02:52,349 The other big accomplishment is with all the 79 00:02:52,349 --> 00:02:53,969 acquisitions we have had, 80 00:02:54,909 --> 00:02:57,789 meeting the needs of our provider and, 81 00:02:58,349 --> 00:02:59,409 clinical communities, 82 00:03:00,435 --> 00:03:03,814 because we now currently have disparate systems, and, 83 00:03:04,754 --> 00:03:06,515 we have made the decision that we are 84 00:03:06,515 --> 00:03:08,694 gonna bring everyone onto one system. 85 00:03:09,155 --> 00:03:11,555 And just leading all the dis all the 86 00:03:11,555 --> 00:03:12,694 disparate systems, 87 00:03:13,360 --> 00:03:15,599 and the com the workflows and all that 88 00:03:15,599 --> 00:03:16,659 into one 89 00:03:17,040 --> 00:03:19,680 system has been challenging, but also rewarding in 90 00:03:19,680 --> 00:03:21,300 many ways because it is also 91 00:03:21,599 --> 00:03:24,180 what is going to align our cultures together. 92 00:03:24,319 --> 00:03:26,784 So whether a patient goes to any of 93 00:03:26,784 --> 00:03:28,564 our hospital sites or any of our ambulatory 94 00:03:28,705 --> 00:03:31,344 sites, the patient experience is a UCI experience 95 00:03:31,344 --> 00:03:34,224 and not an individual hospital or clinic system 96 00:03:34,224 --> 00:03:34,724 experience. 97 00:03:35,985 --> 00:03:37,424 That's amazing to hear. And, you know, I 98 00:03:37,424 --> 00:03:38,164 can imagine, 99 00:03:39,264 --> 00:03:41,025 easier said than done. And just a huge 100 00:03:41,025 --> 00:03:43,939 feat to bring all those different, hospitals and 101 00:03:43,939 --> 00:03:45,319 systems together into, 102 00:03:45,780 --> 00:03:46,519 that one, 103 00:03:47,459 --> 00:03:47,959 integrated 104 00:03:48,659 --> 00:03:50,579 EHR system for one, but then two, just 105 00:03:50,579 --> 00:03:52,579 the cultural side of things. Is there anything 106 00:03:52,579 --> 00:03:54,739 from your perspective that you've been able to 107 00:03:54,739 --> 00:03:57,415 do well to, make that process as seamless 108 00:03:57,415 --> 00:03:58,235 as it can be? 109 00:03:58,935 --> 00:04:00,775 Yeah. I am a very big stickler for 110 00:04:00,775 --> 00:04:02,955 governance, and I think the biggest accomplishment 111 00:04:03,254 --> 00:04:03,915 has been, 112 00:04:04,375 --> 00:04:07,415 you know, promoting the value of governance to 113 00:04:07,415 --> 00:04:08,314 all the stakeholders 114 00:04:08,694 --> 00:04:10,155 in the whole process, 115 00:04:10,879 --> 00:04:11,379 because, 116 00:04:11,840 --> 00:04:13,840 you know, people were doing governance in their 117 00:04:13,840 --> 00:04:15,360 own silos. And the 118 00:04:16,240 --> 00:04:18,160 what I have been able to accomplish is 119 00:04:18,160 --> 00:04:20,339 show them the value of shared governance 120 00:04:20,960 --> 00:04:22,580 and shared decision making 121 00:04:22,975 --> 00:04:26,014 and transparency in governance so that we are 122 00:04:26,014 --> 00:04:27,935 actually able to be more nimble in our 123 00:04:27,935 --> 00:04:29,795 decision making and also, 124 00:04:30,334 --> 00:04:31,394 be able to, 125 00:04:32,175 --> 00:04:35,475 drive decision making more, in a more coordinated 126 00:04:35,615 --> 00:04:37,455 manner so that everyone is on the same 127 00:04:37,455 --> 00:04:39,660 page and then can, you know, 128 00:04:40,120 --> 00:04:42,360 abide by that decision in the future because 129 00:04:42,360 --> 00:04:44,199 they were at the table when that decision 130 00:04:44,199 --> 00:04:44,939 was made. 131 00:04:45,720 --> 00:04:47,240 That makes a lot of sense. Thank you 132 00:04:47,240 --> 00:04:49,400 for going a little bit deeper there. Now 133 00:04:49,400 --> 00:04:51,400 I'm curious. Looking into the future, where do 134 00:04:51,400 --> 00:04:52,920 you see some of the big growth opportunities 135 00:04:52,920 --> 00:04:54,199 for you and your team in the next 136 00:04:54,199 --> 00:04:54,735 twelve months 137 00:04:55,694 --> 00:04:56,548 or so? 138 00:04:56,974 --> 00:04:59,108 So I think, you know, 139 00:04:59,534 --> 00:05:01,935 the growth opportunity is the same that has 140 00:05:01,935 --> 00:05:03,694 been there all this time, which is what 141 00:05:03,694 --> 00:05:05,774 are the challenges we are facing. You know, 142 00:05:05,774 --> 00:05:07,314 all health systems are facing 143 00:05:07,615 --> 00:05:09,555 challenges with narrow margins. 144 00:05:10,379 --> 00:05:11,420 How do we make our, 145 00:05:11,900 --> 00:05:14,800 care teams more productive, more efficient, more proficient. 146 00:05:15,259 --> 00:05:17,500 And these challenges have not changed at least 147 00:05:17,500 --> 00:05:19,420 in the last couple of decades. They've always 148 00:05:19,420 --> 00:05:21,740 been there. It's just that the tools to 149 00:05:21,740 --> 00:05:24,285 meet these challenges are rapidly evolving. And, 150 00:05:25,384 --> 00:05:27,064 you wouldn't have a podcast if I didn't 151 00:05:27,064 --> 00:05:30,524 mention AI. So I think the future of 152 00:05:31,064 --> 00:05:33,084 plugging all the AI tools 153 00:05:33,944 --> 00:05:35,725 to driving more administrative 154 00:05:36,160 --> 00:05:39,680 efficiency, operational efficiency, and decreasing the cognitive burden 155 00:05:39,680 --> 00:05:42,000 of our clinical teams so they can be 156 00:05:42,000 --> 00:05:44,579 more free to provide that very, 157 00:05:45,199 --> 00:05:47,279 you know, top of line patient care is 158 00:05:47,279 --> 00:05:49,685 where everything is moving. So what I am 159 00:05:49,685 --> 00:05:52,185 excited about is how do we use 160 00:05:52,884 --> 00:05:55,384 AI in the realm of 161 00:05:55,764 --> 00:05:56,264 improving, 162 00:05:57,045 --> 00:05:59,705 efficiency and proficiency for our clinical teams. 163 00:06:00,805 --> 00:06:02,745 That's fascinating to hear. And, certainly, 164 00:06:03,125 --> 00:06:04,185 having the AI 165 00:06:04,560 --> 00:06:07,839 opportunities with the, more broad clinical teams, I 166 00:06:07,839 --> 00:06:10,480 can imagine, as you said, bring, some great 167 00:06:10,480 --> 00:06:13,379 efficiencies and great opportunities, but also big challenges. 168 00:06:13,600 --> 00:06:15,379 Can you dig a little bit deeper into, 169 00:06:15,680 --> 00:06:17,600 some of those challenges that you're anticipating in 170 00:06:17,600 --> 00:06:19,120 the next year or so and how you're 171 00:06:19,120 --> 00:06:20,100 navigating them? 172 00:06:20,464 --> 00:06:22,544 Yeah. So the biggest challenge I would say 173 00:06:22,544 --> 00:06:23,044 is, 174 00:06:24,064 --> 00:06:26,785 you know, AI cannot solve for broken systems 175 00:06:26,785 --> 00:06:27,764 or broken workflows. 176 00:06:28,384 --> 00:06:30,564 So if you are designing 177 00:06:30,944 --> 00:06:33,660 AI to sort of, you know, be the 178 00:06:33,660 --> 00:06:36,800 square background whole approach, it's not gonna work. 179 00:06:37,500 --> 00:06:40,139 AI tools, you know, promise efficiency gains but 180 00:06:40,139 --> 00:06:42,620 struggle when introduced into real world workflows, and 181 00:06:42,620 --> 00:06:45,040 I have several experiences of this. 182 00:06:45,660 --> 00:06:48,555 You know, physicians, nurses, other clinical care team 183 00:06:48,555 --> 00:06:51,454 members are already overwhelmed with EHR burdens. 184 00:06:52,074 --> 00:06:54,894 And if the AI tool doesn't seamlessly integrate, 185 00:06:55,915 --> 00:06:58,314 into the workflow, it's gonna, you know, meet 186 00:06:58,314 --> 00:07:00,089 resistance and it's going to fail. 187 00:07:01,050 --> 00:07:04,089 So my role is how do I make 188 00:07:04,089 --> 00:07:06,990 successful AI implementations that are almost invisible, 189 00:07:07,529 --> 00:07:09,529 which means that they feel like a natural 190 00:07:09,529 --> 00:07:12,509 extension of existing workflows rather than adding, 191 00:07:13,285 --> 00:07:14,185 additional burden. 192 00:07:14,564 --> 00:07:16,485 And how we do this is, you know, 193 00:07:16,485 --> 00:07:18,425 again, having governance frameworks, 194 00:07:18,884 --> 00:07:19,785 you know, that 195 00:07:20,245 --> 00:07:23,784 can provide explainability of the AI tool or, 196 00:07:24,164 --> 00:07:25,560 you know, accountability or 197 00:07:26,819 --> 00:07:28,360 ownership of the tools, 198 00:07:28,740 --> 00:07:30,580 to make sure that there is trust and 199 00:07:30,580 --> 00:07:31,879 compliance with the tools. 200 00:07:32,259 --> 00:07:34,279 And then the other thing that's happening 201 00:07:34,740 --> 00:07:37,379 is ROI is being overestimated of these tools. 202 00:07:37,379 --> 00:07:38,899 There is a lot of hidden costs of 203 00:07:38,899 --> 00:07:40,785 AI, including, you know, workflow, 204 00:07:41,564 --> 00:07:42,064 training, 205 00:07:42,685 --> 00:07:43,904 accuracy issues, 206 00:07:44,285 --> 00:07:45,584 data science evaluations, 207 00:07:45,884 --> 00:07:46,865 and all of that. 208 00:07:47,165 --> 00:07:47,665 So, 209 00:07:48,045 --> 00:07:49,904 again, making sure that 210 00:07:50,285 --> 00:07:53,105 the ROI will come conversation is happening 211 00:07:53,485 --> 00:07:56,270 rather than, you know, falsely touting that the 212 00:07:56,270 --> 00:07:58,750 ROI is here now. And then I am 213 00:07:58,750 --> 00:08:01,790 a big, big proponent of keeping a human 214 00:08:01,790 --> 00:08:02,930 in the loop. So 215 00:08:03,790 --> 00:08:04,689 full automation 216 00:08:05,310 --> 00:08:08,350 is not the right solution, and keeping people 217 00:08:08,350 --> 00:08:09,569 cognizant of that 218 00:08:10,334 --> 00:08:12,274 is very important in my view. 219 00:08:13,055 --> 00:08:15,935 I think that's incredibly useful and helpful information 220 00:08:15,935 --> 00:08:18,355 to think through, especially as you're incorporating 221 00:08:18,735 --> 00:08:20,495 AI and trying to figure out the best 222 00:08:20,495 --> 00:08:22,415 ways to bring it into the health system, 223 00:08:22,415 --> 00:08:24,495 the organization, and then optimize it and and 224 00:08:24,495 --> 00:08:26,110 find that ROI that you were talking about 225 00:08:26,110 --> 00:08:27,250 as quickly as possible. 226 00:08:27,870 --> 00:08:29,550 Could you dig a little bit deeper there 227 00:08:29,550 --> 00:08:31,949 in in terms of, what are those conversations 228 00:08:31,949 --> 00:08:33,570 look like? What do you have to continuously 229 00:08:33,709 --> 00:08:35,870 think about and check-in on as you're starting 230 00:08:35,870 --> 00:08:38,589 to implement new technologies or AI into different 231 00:08:38,589 --> 00:08:39,089 workflows, 232 00:08:39,554 --> 00:08:41,235 to make sure your that message isn't getting 233 00:08:41,235 --> 00:08:43,274 lost and that ROI is actually being realized 234 00:08:43,274 --> 00:08:46,115 and you have a, a, aligned understanding of 235 00:08:46,115 --> 00:08:48,215 how, that will come in the future? 236 00:08:48,914 --> 00:08:51,235 Yeah. That's a great question. So let's take 237 00:08:51,235 --> 00:08:53,315 the example of AI Scribes, which I think 238 00:08:53,315 --> 00:08:55,449 every health care system is looking at and, 239 00:08:55,449 --> 00:08:56,190 you know, 240 00:08:57,129 --> 00:08:59,949 decision support automation tools that save clinical 241 00:09:00,490 --> 00:09:00,990 time, 242 00:09:01,370 --> 00:09:03,389 the actual ROI depends on adoption, 243 00:09:03,850 --> 00:09:07,149 ongoing maintenance, and integration costs. You know, 244 00:09:07,745 --> 00:09:10,225 the tool must be measured by real world 245 00:09:10,225 --> 00:09:11,764 impact, not just theoretical 246 00:09:12,144 --> 00:09:12,644 savings. 247 00:09:13,424 --> 00:09:14,804 So the metrics 248 00:09:15,184 --> 00:09:18,384 for measuring that ROI should include clinician adoption 249 00:09:18,384 --> 00:09:20,324 rates, reducing cognitive load, 250 00:09:20,789 --> 00:09:21,529 improve documentation 251 00:09:21,909 --> 00:09:22,409 quality. 252 00:09:23,269 --> 00:09:25,029 And this is what I call soft ROI. 253 00:09:25,029 --> 00:09:27,049 It's not like a hard cost ROI. 254 00:09:27,429 --> 00:09:27,929 However, 255 00:09:28,470 --> 00:09:32,070 there is enough, you know, social science behind 256 00:09:32,070 --> 00:09:33,830 it to say, if you do all this, 257 00:09:33,830 --> 00:09:36,544 if you reduce cognitive load, if you increase 258 00:09:36,684 --> 00:09:38,845 the retainability of a clinician when they are 259 00:09:38,845 --> 00:09:41,825 less burnt out, if you improve documentation quality, 260 00:09:42,284 --> 00:09:45,345 that improved billing, improved engagement with the system, 261 00:09:46,284 --> 00:09:48,610 being able to see more patients, that hard 262 00:09:48,610 --> 00:09:50,870 ROI will come, but it's not there today. 263 00:09:50,929 --> 00:09:53,490 So having that conversation and presenting it in 264 00:09:53,490 --> 00:09:55,350 that manner is very important. 265 00:09:56,450 --> 00:09:57,809 Got it. That makes a lot of sense. 266 00:09:57,809 --> 00:09:59,090 And, you know, it's a really great and 267 00:09:59,090 --> 00:10:01,110 timely example as I know there's so many 268 00:10:01,325 --> 00:10:02,924 systems that are trying to bring in those 269 00:10:02,924 --> 00:10:04,924 AI scribes or doing something along those lines 270 00:10:04,924 --> 00:10:05,424 that, 271 00:10:05,804 --> 00:10:07,565 you know, trying to figure out exactly what 272 00:10:07,565 --> 00:10:09,085 makes the most sense and how they can 273 00:10:09,085 --> 00:10:11,085 move forward there in a meaningful way. So 274 00:10:11,085 --> 00:10:13,644 I appreciate that. Before we wrap up, I'm 275 00:10:13,644 --> 00:10:15,325 curious. What is the number one thing you're 276 00:10:15,325 --> 00:10:17,085 doing right now to set up UCI Health 277 00:10:17,085 --> 00:10:18,439 for success in the future? 278 00:10:19,779 --> 00:10:21,720 So, again, like I said, we have two, 279 00:10:22,419 --> 00:10:25,879 big projects. One is, you know, bringing everyone 280 00:10:25,939 --> 00:10:27,639 on a single EHR platform, 281 00:10:28,579 --> 00:10:31,434 which is, what we are working fast and 282 00:10:31,434 --> 00:10:32,335 furious towards, 283 00:10:32,795 --> 00:10:34,955 to be have a big bang go live 284 00:10:34,955 --> 00:10:35,535 in December. 285 00:10:35,915 --> 00:10:38,075 And the second is getting a handle on 286 00:10:38,075 --> 00:10:40,335 all of our AI suite of offerings 287 00:10:41,035 --> 00:10:41,595 and then, 288 00:10:42,075 --> 00:10:45,070 work with our EHR vendor to make sure 289 00:10:45,070 --> 00:10:47,889 that we are highlighting, leading, 290 00:10:48,350 --> 00:10:48,850 implementing 291 00:10:49,309 --> 00:10:50,289 all those solutions. 292 00:10:50,990 --> 00:10:53,330 At the same time, standing up AI governance 293 00:10:53,470 --> 00:10:53,970 frameworks, 294 00:10:55,070 --> 00:10:57,970 that, you know, assign clear accountability, 295 00:10:59,014 --> 00:11:02,294 ethical standards, compliance, and trust in those systems. 296 00:11:02,294 --> 00:11:04,855 So there are two parallel things going on 297 00:11:04,855 --> 00:11:05,355 there. 298 00:11:06,294 --> 00:11:08,615 Got it. Absolutely. That is fascinating to hear 299 00:11:08,615 --> 00:11:11,035 about. And, you know, I I think especially 300 00:11:11,360 --> 00:11:13,840 looking at AI governments governance and those frameworks. 301 00:11:13,840 --> 00:11:15,680 I know you mentioned that's something that you 302 00:11:15,680 --> 00:11:16,080 really, 303 00:11:16,639 --> 00:11:18,800 dig deep into and that is really passionate 304 00:11:18,800 --> 00:11:20,259 about that governance. So, 305 00:11:20,720 --> 00:11:22,160 something that I know as well a lot 306 00:11:22,160 --> 00:11:23,600 of health care leaders mentioned to me, but 307 00:11:23,600 --> 00:11:24,960 they haven't figured out how to do it 308 00:11:24,960 --> 00:11:26,684 right on their end. Just before we wrap 309 00:11:26,684 --> 00:11:28,524 up, is there anything any advice you'd have 310 00:11:28,524 --> 00:11:30,764 for them as they're developing AI frameworks, with 311 00:11:30,764 --> 00:11:33,004 their broader teams and truly trying to make 312 00:11:33,004 --> 00:11:34,684 sure they're hitting all the right notes so 313 00:11:34,684 --> 00:11:36,684 they don't have to go back and revise 314 00:11:36,684 --> 00:11:38,365 too much in the future, but really truly 315 00:11:38,365 --> 00:11:40,305 have a a strong standing to move forward? 316 00:11:40,700 --> 00:11:41,899 Yeah. So my my, 317 00:11:42,460 --> 00:11:44,879 advice would be, you know, AI implementation 318 00:11:45,259 --> 00:11:47,340 is not just about the model. It's not 319 00:11:47,340 --> 00:11:49,100 like reaching out to the vendor and getting 320 00:11:49,100 --> 00:11:51,740 an AI model. It's still at the heart 321 00:11:51,740 --> 00:11:53,580 of it, goes back to the key principles 322 00:11:53,580 --> 00:11:55,740 of informatics, which is people, process, and policy, 323 00:11:55,740 --> 00:11:56,240 and 324 00:11:56,745 --> 00:11:57,245 technology. 325 00:11:57,785 --> 00:12:01,004 So the systems that will invest in clinician 326 00:12:01,144 --> 00:12:03,404 buy in, robust AI governance 327 00:12:04,105 --> 00:12:05,884 with multi stakeholder presence, 328 00:12:06,264 --> 00:12:08,424 workflow integration, they are the ones who are 329 00:12:08,424 --> 00:12:11,085 gonna see success in deployment of AI 330 00:12:11,590 --> 00:12:12,570 and expect 331 00:12:12,950 --> 00:12:16,169 gains rather than systems that are just implementing 332 00:12:16,309 --> 00:12:16,809 AI 333 00:12:17,269 --> 00:12:17,769 because, 334 00:12:18,389 --> 00:12:19,529 you know, it is available. 335 00:12:20,789 --> 00:12:22,570 Got it. That's such a great point. 336 00:12:23,110 --> 00:12:24,985 Thank you so much again for joining us 337 00:12:24,985 --> 00:12:25,605 on the podcast today, 338 00:12:25,985 --> 00:12:28,625 doctor Pandita. It's been a true pleasure connecting 339 00:12:28,625 --> 00:12:30,304 with you and, hearing from you today, and 340 00:12:30,304 --> 00:12:32,225 I look forward to speaking with you again 341 00:12:32,225 --> 00:12:34,225 soon. Thank you so much, Laura, for having 342 00:12:34,225 --> 00:12:34,884 me on.