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This is Laura Dirdo with the Becker's Healthcare

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podcast.

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I'm thrilled today to be joined by doctor

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Tina Tadeshe, who is the system CMIO

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at Boston Medical Center. Doctor Tadeshe, it's a

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pleasure to have you on the podcast today.

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Thank you very much. I'm excited to be

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here.

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Absolutely. Well, I'm looking forward to our conversation

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because I know there's a lot happening at

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Boston Medical Center right now, and particularly as

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you're bringing on some new hospitals and just

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a lot of transformation. So I'm excited to

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learn more. But before we dive in, can

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you tell us a little bit more about

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yourself and your background?

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Yeah. I'll be glad to. Thank you. My

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name is Tinutadeh.

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I'm a physician executive,

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currently serving as a vice president and system

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CMIO,

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at Boston Medical Center.

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I got into health IT,

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about fourteen years ago,

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and, I am originally trained as a pediatrician.

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And today, my passion lies in building the

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informatics

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structures

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and

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multidisciplinary

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teams that support the complex health care system.

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So that's where my passion lies.

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I'm really committed to raising the next generation

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of informaticians,

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especially physicians.

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So,

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that's my focus right now at this point

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in time, making sure our clinical and operational

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sides of health care

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and health IT all all work well together.

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That's a little bit about myself. I'm sure

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we'll talk more.

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Absolutely. Well, that's fantastic to hear. And I

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know, you know, there's so much need for

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especially that bridge between the clinical and IT

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side, and so it's fantastic to hear that

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you're so committed to growing in that space.

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Now what opportunities and headwinds do you have

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your eye on right now?

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So, that's a great question.

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One of the most exciting opportunities

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where I work right now

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is is is it's a little complex, but

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but I'm excited about it.

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Right now, we're focused on scaling and integrating,

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all our informatics structure to to so to

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support this very

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diverse health system.

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So

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our health system, we have a health plan.

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We have several things going on. So

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when you think about it, we have two

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new hospitals we have just on onboarded or

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we're onboarding.

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We're blessed to have, Boston Medical South.

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We used to call it Good Sam or

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Good Samaritan. It's now called Boston Medical South.

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And then we also,

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onboarded, and part of our family now is

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Saint Elizabeth. So we call it Boston Medical,

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Center Brighton.

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And then our WellCents health plan, our Clearway

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Health, and we just have a lot going

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on with community health centers. So with that

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kind of complex,

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environment,

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we do face headwinds, of course.

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Right now, we are,

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expanding our EHR to this new hospitals we've

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just acquired,

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and,

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yet we continue to to provide,

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great patient care. That's our plan with this

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new hospital. So

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the opportunities

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are ahead of us, making sure we're able

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to do this speedily so our our physicians

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and other clinicians can work

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and so that we can continue to provide

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great care for for our patients.

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So

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my headwinds,

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not headwinds like we can't solve it, but

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how to

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expand our informatics structure

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across these two hospitals, our health plans, our

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community health centers,

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and build teams that will,

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continue to support not just, patient care, patient

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experience, patient safety,

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but also make sure that we're reimbursed

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appropriately

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as we deliver this care.

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So

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headwinds in a way,

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very complex challenges trying to make sure that

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we keep the cultures

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alive

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and yet be integrated

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as one.

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So that's where my head is right now.

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That's what I'm focused on, and it's exciting

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but challenging.

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Absolutely. Wow. There a lot going on there

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for sure, especially

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looking at, you know, just trying to make

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sure you've got that great patient care, bringing

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on the new hospitals,

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and then,

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forming a team and a culture that is

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excited about,

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providing that experience for patients. And and really,

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truly, I know technology supports a lot of

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that. So how are you thinking about growth

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and adding value for the organization in the

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future?

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So,

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that's another good question.

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Growth for me and,

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for my team

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in in this health care space would be

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making sure that we have the right people

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in the right place. So make making sure

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that we're investing

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in in our physician,

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informaticians,

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and,

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informatic structures, and our non physicians as well

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to make sure that they can actually bring

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all this vision to pass.

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When you think about it, creating quality,

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safety, and equity, it's it's not just about

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the tools. It's more about the work flows

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and an understanding

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of who our patients are,

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making sure that whether they're underserved,

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population

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or whether they they're robust

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financially,

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making sure that patient care does not suffer.

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That will give them great care. That's our

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mission at at Boston Medical Center. But then

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you now need folks who can who can

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deliver this. We have great physicians, great nurses,

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but you need great

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physician informaticians.

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So I am thinking that we need to

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not just have what we have in house,

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but we need to grow it. I'm looking

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forward to growing a pipeline of physician informaticians,

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at our,

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health system,

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looking into our medical school, Boston University's,

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affiliated with us, looking into our,

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ACGME

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programs, making sure that we're creating pathways for

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residents and fellows who might be interested in

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this,

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and and just mentoring them and and and

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also making sure that we're well,

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integrated with our clinical operations,

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our revenue cycle space, and and that we

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have a very tight culture when it comes

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to health IT.

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So that's how I I foresee us adding

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growth and value,

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to our health system at this point in

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time.

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I love that. I I think it's such

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an important thing to remember

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as you're looking at that pipeline of new

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physician informaticists

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and figuring out a way that you can

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bring that level of, connectivity to them right

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from the beginning when you're mentoring them as

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residents and fellows.

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Fellows and and developing,

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not only the clinical and technology expertise, but

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then also understanding how revenue cycle comes in.

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I I know you mentioned earlier just some

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of the challenges with reimbursement and figuring out,

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how you can, you know, truly

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capture all the the pay that's,

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there and available for you. So I think

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that's, amazing to hear, and what a great

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way to,

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set up the program. Now from your perspective,

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what is one risk or investment that's still

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worth making this year? Even as though I

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I know, you know, there are a lot

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of hospitals and health systems are facing tight

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margins and some uncertainties,

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what would you still say is crucial for

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hospitals and systems to invest in as they're

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thinking about digital transformation in the future?

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Yeah. That's a great question too. I when

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I look at it and,

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in informatics,

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the field of clinical informatics especially is is

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pretty young when you compare it to the

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rest of,

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the specialties and subspecialties

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in medicine.

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So this is an opportune time for us

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to expand it more,

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practically.

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So when we cut back, and we are

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cutting back in every way, just like other

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health systems are, just just the headwinds in

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the in the country right now as we

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try to become more fiscally responsible

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in every way as a nation,

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one of the things that I think we

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can pull back on is, again, developing

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the next generation of informatics leaders.

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I know folks think about technology

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as, oh, you're in the EHR space, you're

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in the tech

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space. At the end of the day, people,

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humans actually use this technology,

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and you got to get folks in there

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that understand

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clinical informatics. That is you understand the clinical

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side, but you have to design systems that

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work. So

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if I'm gonna make any investment this year

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as we get into the new physical year,

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it will be in people,

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People that support our physicians,

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our nurses,

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making sure that

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even if I don't add a new application,

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new technology,

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I invest in folks that can support

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our clinicians,

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make sure that what we're doing is helping

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our rev cycle space,

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it's helping our finance space.

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But I also wanna invest in physician informatic

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leaders,

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make sure they're well mentored, they're well trained,

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make sure we give them the materials they

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know they need to grow.

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So that would be my investment. It's worth

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making. You will reap the benefits,

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for for many years to come.

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Technology

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and AI, all of these things come. They're

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very shiny, but they do pass away because

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new things replace them. But for people, when

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you invest in them and you develop them,

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they give you,

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a lot of,

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I guess, return on investment over in the

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next years to come. So that's where my

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head is, investing in people and developing new

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physician informatic leaders.

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That's fantastic to hear. You know? And, certainly,

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it makes a lot of sense when you

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look at where the future is headed and

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how technology is integrating into basically every aspect

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of the health care system.

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Now when you look for yourself, where do

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you see some of the best opportunities for

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growth in the future? How are you continuing

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to elevate,

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from your role as the system CMIO?

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Well, for myself, looking inwards, the same thing

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I would want for for my team and

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people around me is is development.

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I must continue to evolve. I must continue

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to develop.

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I must continue to understand the new technologies,

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that we have. Understand

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AI.

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I'm into that space. But understand beyond AI.

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Get beyond the shiny

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new objects into the practical details of how

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does this help us, how can we make

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it so useful that,

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it drives our systems, but it does not

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replace

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our people.

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You will always need a human. There's just

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nothing that can replace a human, but then

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yet I still need to understand this new

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technology. So that's where I see myself developing,

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understanding how I can use this support to

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support our population health initiatives.

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It it it's new in the health care

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space.

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We've been driving this for a while since

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my days,

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when I just started in

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in informatics,

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in one of the vendor spaces where there

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was a lot of development,

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in in mass machine learning.

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There there's a lot going on now. It's

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front and center for everyone,

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but

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we need to move beyond, oh, I wanna

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use AI into

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let's start to get a return on investment

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on that. So I wanna develop in that

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area

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AI, but more in the area of actually

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having practical,

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tangible

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ROIs,

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in the AI space.

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And it's it can't just be,

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a catchphrase

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where using AI, it has to be, we

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used AI and in pop health, this is

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what we delivered with it. With our primary

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care physicians, this is what we delivered with

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a tangible ROI. That's where I see myself

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growing

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and and just invest in my own time.

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That's amazing to hear. Doctor Tadeshi, thank you

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so much for joining us on the podcast

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today. This has been a a really amazing

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conversation. I've learned a lot, and I I

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look forward to,

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connect continuing the conversation again soon.

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Thank you so much. I am grateful for

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this opportunity.