1 00:00:02,240 --> 00:00:02,899 At athenahealth, 2 00:00:03,279 --> 00:00:06,480 we know your ambulatory practice wants healthier, a 3 00:00:06,480 --> 00:00:09,779 healthier business, healthier care teams, and healthier patients. 4 00:00:10,160 --> 00:00:12,480 But the complexities of modern health care tech 5 00:00:12,480 --> 00:00:14,240 make it hard for you and your care 6 00:00:14,240 --> 00:00:15,855 teams to focus on what matters 7 00:00:16,414 --> 00:00:19,295 most? That's where athenahealth can help. Our AI 8 00:00:19,295 --> 00:00:22,594 native all in one solutions reduce administrative burdens, 9 00:00:22,894 --> 00:00:25,875 streamline billing and payments, and deliver critical insights 10 00:00:25,934 --> 00:00:28,734 when clinicians need it most. That means fewer 11 00:00:28,734 --> 00:00:31,614 clicks, more time for patients, and stronger bottom 12 00:00:31,614 --> 00:00:31,829 lines. 13 00:00:32,710 --> 00:00:35,989 Practicing medicine is complex, but running a practice 14 00:00:35,989 --> 00:00:37,850 can be that much simpler with athenahealth. 15 00:00:38,549 --> 00:00:42,170 See how simpler is healthier@athenahealth.com. 16 00:00:44,005 --> 00:00:46,245 This is Laura Dirda with the Becker's Healthcare 17 00:00:46,245 --> 00:00:46,745 podcast. 18 00:00:47,125 --> 00:00:49,125 I'm thrilled today to be joined by doctor 19 00:00:49,125 --> 00:00:51,844 Reuben Pillay, who's a chief innovation officer at 20 00:00:51,844 --> 00:00:54,725 UAB Health System, as well as executive director 21 00:00:54,725 --> 00:00:57,465 at the Hiersink Institute for Biomedical Innovation 22 00:00:57,925 --> 00:01:01,440 and assistant dean of AI and biomedical innovation 23 00:01:01,440 --> 00:01:04,000 at Hirschink School of Medicine. Doctor Pele, it's 24 00:01:04,000 --> 00:01:05,359 a pleasure to have you on the podcast 25 00:01:05,359 --> 00:01:07,200 today. Yeah. It's a pleasure to be here 26 00:01:07,200 --> 00:01:09,219 with you, Laura. Thank you for having me. 27 00:01:09,599 --> 00:01:10,099 Absolutely. 28 00:01:10,560 --> 00:01:12,959 Now I'm excited to be in conversation with 29 00:01:12,959 --> 00:01:14,635 you because I know there's so much happening 30 00:01:14,635 --> 00:01:15,375 in health care 31 00:01:15,674 --> 00:01:16,974 and innovation today, particularly 32 00:01:17,275 --> 00:01:19,775 thinking about how technology and AI 33 00:01:20,155 --> 00:01:22,174 are really making a difference on the operational 34 00:01:22,314 --> 00:01:25,275 clinical workflows at health systems. So I'm looking 35 00:01:25,275 --> 00:01:26,875 forward to learning more about what you're doing 36 00:01:26,875 --> 00:01:28,859 at UAB. But before we dive in, can 37 00:01:29,020 --> 00:01:30,140 you tell us a little bit more about 38 00:01:30,140 --> 00:01:31,280 yourself and your background? 39 00:01:31,739 --> 00:01:34,799 Yeah. Absolutely. So, you know, I am 40 00:01:36,379 --> 00:01:38,299 a a physician who holds a PhD in 41 00:01:38,299 --> 00:01:39,120 business administration. 42 00:01:41,494 --> 00:01:43,515 As you said in the introduction, 43 00:01:43,894 --> 00:01:46,614 I hold many positions within the UAB health 44 00:01:46,614 --> 00:01:48,155 system and school of medicine, 45 00:01:48,614 --> 00:01:49,754 and these are overarching 46 00:01:50,295 --> 00:01:50,795 roles. 47 00:01:51,494 --> 00:01:54,055 So chief innovation officer of the UAB health 48 00:01:54,055 --> 00:01:54,555 system. 49 00:01:55,250 --> 00:01:57,909 I'm the executive director of the Hirsch Institute 50 00:01:58,209 --> 00:01:59,590 for Biomedical Innovation, 51 00:02:00,290 --> 00:02:02,209 at the School of Medicine, and our focus 52 00:02:02,209 --> 00:02:03,189 there is on 53 00:02:03,569 --> 00:02:06,930 AI. It is leveraging artificial intelligence and digital 54 00:02:06,930 --> 00:02:07,430 technology. 55 00:02:08,254 --> 00:02:09,615 And then, of course, you know, 56 00:02:10,094 --> 00:02:11,875 I hold a professorship in medicine. 57 00:02:12,175 --> 00:02:15,135 I'm also the assistant dean for AI and 58 00:02:15,135 --> 00:02:17,555 biomedical innovation at the School of Medicine. 59 00:02:18,495 --> 00:02:20,034 And all of these roles, 60 00:02:20,409 --> 00:02:21,150 you know, enable 61 00:02:21,449 --> 00:02:23,550 me to to sit at the intersection 62 00:02:24,250 --> 00:02:24,750 of, 63 00:02:25,770 --> 00:02:28,110 not just r and d and product development, 64 00:02:28,169 --> 00:02:29,789 but actually the the implementation 65 00:02:30,169 --> 00:02:32,750 within the UAB health system as well. So, 66 00:02:33,905 --> 00:02:35,125 you know, and, 67 00:02:35,665 --> 00:02:36,724 we have designed 68 00:02:37,185 --> 00:02:37,925 the role 69 00:02:38,705 --> 00:02:42,465 to to be able to execute those, those 70 00:02:42,465 --> 00:02:43,444 functions seamlessly. 71 00:02:43,824 --> 00:02:44,895 So yeah. 72 00:02:45,360 --> 00:02:46,879 Well, it's amazing to hear. And, you know, 73 00:02:46,879 --> 00:02:49,860 certainly, noisy techs who integrate everything together 74 00:02:50,159 --> 00:02:51,699 and have that kind of functionality. 75 00:02:52,240 --> 00:02:54,879 Now what opportunities and headwinds do you have 76 00:02:54,879 --> 00:02:56,020 your eye on right now? 77 00:02:56,400 --> 00:02:58,159 Well, I mean, at the moment, you you 78 00:02:58,159 --> 00:03:00,365 know, there's a lot of discussions 79 00:03:00,824 --> 00:03:02,444 about artificial intelligence 80 00:03:02,745 --> 00:03:05,305 in health and health care, both clinical and 81 00:03:05,305 --> 00:03:05,805 nonclinical. 82 00:03:07,384 --> 00:03:08,205 We're focused 83 00:03:08,745 --> 00:03:09,245 on, 84 00:03:09,625 --> 00:03:10,205 you know, 85 00:03:10,504 --> 00:03:11,689 what I would call 86 00:03:11,990 --> 00:03:14,810 fees highly feasible and impactful opportunities 87 00:03:15,110 --> 00:03:16,250 at this stage. 88 00:03:17,270 --> 00:03:18,010 And, obviously, 89 00:03:18,389 --> 00:03:20,629 when we look at those, the kind of 90 00:03:20,629 --> 00:03:21,370 key opportunities 91 00:03:21,990 --> 00:03:23,129 fall in the nonclinical 92 00:03:23,669 --> 00:03:24,169 space. 93 00:03:25,114 --> 00:03:25,935 So, obviously, 94 00:03:26,314 --> 00:03:26,814 solutions 95 00:03:27,114 --> 00:03:27,614 addressing, 96 00:03:28,715 --> 00:03:31,534 ambient intelligence and workflow related challenges, 97 00:03:32,314 --> 00:03:33,055 you know, 98 00:03:33,435 --> 00:03:35,935 really for us a really high priority, 99 00:03:37,000 --> 00:03:38,460 whether it's with documentation, 100 00:03:39,240 --> 00:03:40,780 triage, prior authorization. 101 00:03:41,240 --> 00:03:43,240 These are kind of key focus areas for 102 00:03:43,240 --> 00:03:44,060 us now. 103 00:03:44,840 --> 00:03:46,920 And that's premised on the fact that we're 104 00:03:46,920 --> 00:03:47,960 able to give, 105 00:03:48,520 --> 00:03:50,139 immediate time back, 106 00:03:51,194 --> 00:03:53,435 you know, for clinicians and reduce, 107 00:03:53,754 --> 00:03:55,854 leakage and denial. So that to me is 108 00:03:56,074 --> 00:03:58,875 is something that we're spending a lot of 109 00:03:58,875 --> 00:04:00,655 our time, energy, and resources 110 00:04:01,275 --> 00:04:02,014 at the moment. 111 00:04:02,469 --> 00:04:05,209 We also are a pretty large health system 112 00:04:05,509 --> 00:04:06,009 with 113 00:04:06,310 --> 00:04:07,530 operations across 114 00:04:08,229 --> 00:04:08,889 the state. 115 00:04:09,509 --> 00:04:12,090 And so for us, the predictive operations 116 00:04:12,389 --> 00:04:13,770 are a high priority. 117 00:04:14,150 --> 00:04:14,650 So, 118 00:04:15,415 --> 00:04:16,074 you know, 119 00:04:16,455 --> 00:04:19,254 in terms of predicting bed flow or our 120 00:04:19,254 --> 00:04:19,754 scheduling, 121 00:04:20,295 --> 00:04:21,435 staffing, etcetera, 122 00:04:22,134 --> 00:04:22,634 across 123 00:04:23,175 --> 00:04:23,915 our ecosystem 124 00:04:24,774 --> 00:04:26,955 is critical. So, you know, we we've, 125 00:04:27,415 --> 00:04:29,574 investing a lot of time and energy in 126 00:04:29,574 --> 00:04:30,795 building solutions 127 00:04:31,790 --> 00:04:33,490 to to help us do that. 128 00:04:33,870 --> 00:04:35,970 I think the third area is, 129 00:04:37,069 --> 00:04:38,290 remote patient monitoring, 130 00:04:39,069 --> 00:04:39,569 and 131 00:04:40,509 --> 00:04:42,050 building out the 132 00:04:42,750 --> 00:04:45,084 hospital at home concept. And and the whole 133 00:04:45,084 --> 00:04:46,464 premise of that is, 134 00:04:47,084 --> 00:04:48,865 can we can we decant, 135 00:04:49,485 --> 00:04:52,305 lower acuity care into patients' homes, 136 00:04:52,925 --> 00:04:54,384 improve the experience 137 00:04:54,685 --> 00:04:56,925 for them, and, of course, reduce the total 138 00:04:56,925 --> 00:04:58,844 cost for for care delivery. So I would 139 00:04:58,844 --> 00:04:59,344 say, 140 00:05:00,199 --> 00:05:01,960 you know, those are the, 141 00:05:03,080 --> 00:05:06,120 key areas that I'm focusing on, at the 142 00:05:06,120 --> 00:05:06,620 moment. 143 00:05:07,160 --> 00:05:10,460 As you would have observed, none of those 144 00:05:10,680 --> 00:05:11,580 had direct 145 00:05:11,894 --> 00:05:12,394 clinical. 146 00:05:13,095 --> 00:05:15,334 But I think it's just where technology is 147 00:05:15,334 --> 00:05:17,814 and AI specifically is at the moment that 148 00:05:17,814 --> 00:05:19,435 the highest value proposition 149 00:05:20,855 --> 00:05:23,675 is rarely in the operation space. 150 00:05:24,134 --> 00:05:26,074 In terms of, you know, headwinds, 151 00:05:27,040 --> 00:05:27,779 I think, 152 00:05:29,120 --> 00:05:29,620 it's, 153 00:05:30,000 --> 00:05:32,860 you know, headwinds is is is, 154 00:05:33,520 --> 00:05:34,259 is a, 155 00:05:34,639 --> 00:05:36,720 I would say, strong term, but but, yeah, 156 00:05:36,720 --> 00:05:38,980 I mean, there are challenges we face always. 157 00:05:39,040 --> 00:05:39,779 One is 158 00:05:40,295 --> 00:05:42,935 getting the c suite buy in. I think 159 00:05:42,935 --> 00:05:43,435 that's 160 00:05:44,694 --> 00:05:46,074 always a challenge, 161 00:05:47,415 --> 00:05:48,714 you know, to be able 162 00:05:49,735 --> 00:05:52,615 to sell concepts and and access resources to 163 00:05:52,615 --> 00:05:55,435 be able to to execute that. 164 00:05:56,290 --> 00:06:00,550 I think, payment alignment is always a challenge. 165 00:06:01,650 --> 00:06:03,590 You know, you know, trying to 166 00:06:05,170 --> 00:06:06,710 figure out how, 167 00:06:07,410 --> 00:06:09,670 we could capitalize on the value 168 00:06:10,050 --> 00:06:10,550 from, 169 00:06:11,615 --> 00:06:12,435 the operational, 170 00:06:13,935 --> 00:06:17,154 solutions we're deploying as well as the the 171 00:06:17,215 --> 00:06:20,175 hospital at home and remote monitoring. So, you 172 00:06:20,175 --> 00:06:22,675 know, that's a big challenge at the moment. 173 00:06:24,150 --> 00:06:24,889 I think, 174 00:06:25,830 --> 00:06:27,050 not to be understated, 175 00:06:27,750 --> 00:06:30,569 is the issue of, you know, workforce 176 00:06:31,110 --> 00:06:32,650 fatigue as we 177 00:06:33,590 --> 00:06:34,090 aggressively 178 00:06:35,189 --> 00:06:37,850 try to get some visible wins. 179 00:06:38,295 --> 00:06:40,955 It it means that, you know, 180 00:06:41,495 --> 00:06:44,535 it requires change management from a workforce point 181 00:06:44,535 --> 00:06:45,754 of view. And 182 00:06:46,615 --> 00:06:48,475 my sense is that there is 183 00:06:49,095 --> 00:06:50,314 some kind of workforce, 184 00:06:51,335 --> 00:06:52,634 fatigue attributable 185 00:06:53,095 --> 00:06:53,910 to these 186 00:06:54,870 --> 00:06:55,370 chronic, 187 00:06:57,029 --> 00:06:58,330 attempts to change, 188 00:06:59,350 --> 00:07:01,990 you know, by implementing technology. So I would 189 00:07:01,990 --> 00:07:02,490 say, 190 00:07:03,110 --> 00:07:05,290 you know, those are the three three opportunities 191 00:07:05,830 --> 00:07:06,649 that I think 192 00:07:07,444 --> 00:07:09,764 are critical that we're focused on and three 193 00:07:09,764 --> 00:07:12,425 of the main headwinds that we're facing now. 194 00:07:12,485 --> 00:07:14,904 Having said that, you know, I I think 195 00:07:15,365 --> 00:07:16,264 we have also, 196 00:07:17,285 --> 00:07:20,084 put strategies in place to to mitigate these 197 00:07:20,084 --> 00:07:21,865 headwinds to ensure success. 198 00:07:22,279 --> 00:07:23,420 I hope that makes sense. 199 00:07:24,520 --> 00:07:26,600 Absolutely. And, you know, I think that's really 200 00:07:26,600 --> 00:07:29,960 smart, especially looking at the big challenges ahead, 201 00:07:29,960 --> 00:07:31,800 as you mentioned, focusing on some of the 202 00:07:31,800 --> 00:07:34,680 AI technologies that can help with operational workflows, 203 00:07:34,680 --> 00:07:35,819 but also understanding 204 00:07:36,485 --> 00:07:38,564 how you can, you know, make sure you've 205 00:07:38,564 --> 00:07:39,625 got that deployment, 206 00:07:40,165 --> 00:07:41,384 monitoring across 207 00:07:41,845 --> 00:07:43,865 the board so that, you know, the technology 208 00:07:44,085 --> 00:07:46,324 continues to have the type of impact that 209 00:07:46,324 --> 00:07:48,324 you want it to have. And then, two, 210 00:07:48,324 --> 00:07:50,485 to think about the workforce and make sure 211 00:07:50,485 --> 00:07:50,884 you've, 212 00:07:51,329 --> 00:07:53,250 got the right plan in place to leverage 213 00:07:53,250 --> 00:07:55,909 your human strength as well as the technology 214 00:07:55,970 --> 00:07:58,209 too. So, you know, when you think about 215 00:07:58,209 --> 00:08:00,289 those factors that are mitigating some of these 216 00:08:00,289 --> 00:08:02,949 risks, what have you built there at UAB, 217 00:08:03,745 --> 00:08:06,245 that's been critical in order to to 218 00:08:06,545 --> 00:08:08,944 keep the workforce on track as well as 219 00:08:08,944 --> 00:08:09,584 align with, 220 00:08:10,384 --> 00:08:12,805 the the payment and ideas of of technology 221 00:08:12,944 --> 00:08:14,884 that are really critical for you today? 222 00:08:15,264 --> 00:08:17,605 Yeah. Absolutely. So one of the key functions 223 00:08:17,870 --> 00:08:19,889 of our Institute for Biomedical 224 00:08:20,270 --> 00:08:20,770 Innovation 225 00:08:21,710 --> 00:08:24,370 is leading the literacy and capacity development, 226 00:08:25,310 --> 00:08:26,610 component of this. 227 00:08:26,990 --> 00:08:29,629 So this, you may or may not be 228 00:08:29,629 --> 00:08:30,509 aware, but, 229 00:08:31,225 --> 00:08:31,725 UAB 230 00:08:32,264 --> 00:08:33,644 and the Hearsink Institute, 231 00:08:34,105 --> 00:08:37,304 we have the largest training program in in 232 00:08:37,304 --> 00:08:38,924 AI medicine globally. 233 00:08:39,784 --> 00:08:41,625 And we're one of the few schools of 234 00:08:41,625 --> 00:08:44,664 medicine that has, training programs in health care 235 00:08:44,664 --> 00:08:45,884 innovation. So, 236 00:08:46,659 --> 00:08:49,240 you know, it's and and these programs 237 00:08:50,340 --> 00:08:51,000 are both 238 00:08:51,779 --> 00:08:54,100 academic and credit bearing. So you can come 239 00:08:54,100 --> 00:08:55,720 and get a graduate certificate 240 00:08:56,100 --> 00:08:58,840 or or masters or even doctoral level qualifications 241 00:08:59,059 --> 00:09:01,620 for us. But we have been very, very 242 00:09:01,620 --> 00:09:02,120 deliberate 243 00:09:03,434 --> 00:09:06,815 about making this literacy available in a noncredit 244 00:09:07,115 --> 00:09:07,615 bearing 245 00:09:08,634 --> 00:09:09,134 platform 246 00:09:09,754 --> 00:09:12,794 to to all employees within the health care 247 00:09:12,794 --> 00:09:15,274 system and the school of medicine. So and, 248 00:09:15,274 --> 00:09:16,334 you know, I think 249 00:09:17,059 --> 00:09:17,559 with 250 00:09:18,100 --> 00:09:18,600 literacy, 251 00:09:19,860 --> 00:09:21,320 it's much easier to 252 00:09:22,259 --> 00:09:23,639 be able to communicate 253 00:09:24,100 --> 00:09:26,500 to the workforce what you're trying to do. 254 00:09:26,500 --> 00:09:28,519 You know? One of the key 255 00:09:29,315 --> 00:09:31,495 strengths or or one of the 256 00:09:31,955 --> 00:09:35,475 key kind of mitigating strategies is just really 257 00:09:35,475 --> 00:09:37,014 being able to 258 00:09:37,875 --> 00:09:38,375 communicate 259 00:09:39,075 --> 00:09:41,174 what you're trying to do in a persuasive 260 00:09:42,195 --> 00:09:42,695 manner. 261 00:09:43,714 --> 00:09:47,230 And, you know, you're more likely to succeed 262 00:09:48,409 --> 00:09:48,889 if, 263 00:09:49,610 --> 00:09:50,990 those that you're communicating 264 00:09:51,610 --> 00:09:52,669 with and to, 265 00:09:53,929 --> 00:09:55,149 understand the language, 266 00:09:55,610 --> 00:09:56,110 understand 267 00:09:57,129 --> 00:09:58,830 the the the logic and rationale, 268 00:09:59,825 --> 00:10:01,904 and, you know, buy in is much easier 269 00:10:01,904 --> 00:10:05,264 when people are informed. And that's across the 270 00:10:05,264 --> 00:10:07,285 board. You know? If our leaders 271 00:10:08,705 --> 00:10:10,804 are literate and have a good understanding, 272 00:10:12,065 --> 00:10:12,565 of 273 00:10:13,110 --> 00:10:13,610 technology, 274 00:10:14,309 --> 00:10:15,850 the impact, etcetera, 275 00:10:16,549 --> 00:10:18,309 you know, they're more likely to support it 276 00:10:18,309 --> 00:10:20,389 and and buy into it. The same applies 277 00:10:20,389 --> 00:10:21,929 to the workforce. So 278 00:10:23,429 --> 00:10:24,089 I think 279 00:10:24,789 --> 00:10:27,289 it's been, I would say, one of our 280 00:10:27,509 --> 00:10:28,009 key 281 00:10:28,865 --> 00:10:31,044 drivers of success is our focus 282 00:10:33,105 --> 00:10:34,485 on innovation, digital, 283 00:10:35,424 --> 00:10:36,485 AI literacy 284 00:10:36,945 --> 00:10:38,004 across the board 285 00:10:38,464 --> 00:10:39,365 and, of course, 286 00:10:39,985 --> 00:10:41,284 you know, a robust 287 00:10:42,539 --> 00:10:43,039 communication 288 00:10:43,419 --> 00:10:45,519 stress less persuasion strategy. 289 00:10:46,059 --> 00:10:48,559 It's all about communication. You know? So, 290 00:10:50,220 --> 00:10:52,460 we're pretty deliberate about how we go about 291 00:10:52,460 --> 00:10:52,960 that. 292 00:10:53,419 --> 00:10:54,779 And that makes a lot of sense, and 293 00:10:54,779 --> 00:10:56,299 it's helpful to dig a little bit deeper 294 00:10:56,299 --> 00:10:58,204 there. Thank you so much, doctor Pele. 295 00:10:58,904 --> 00:11:00,424 Now how are you thinking about growth and 296 00:11:00,424 --> 00:11:03,225 adding value to UAB overall as you continue 297 00:11:03,225 --> 00:11:04,445 down this path and, 298 00:11:04,904 --> 00:11:07,625 examine new technologies and innovations that could make 299 00:11:07,625 --> 00:11:08,204 a difference? 300 00:11:08,584 --> 00:11:09,084 Yeah. 301 00:11:09,384 --> 00:11:10,204 I I mean, 302 00:11:10,504 --> 00:11:11,164 you know, 303 00:11:11,544 --> 00:11:12,445 setting up 304 00:11:13,410 --> 00:11:15,269 a innovation institute like 305 00:11:15,649 --> 00:11:16,629 we had here, 306 00:11:17,730 --> 00:11:18,549 was critical, 307 00:11:19,009 --> 00:11:19,509 to 308 00:11:20,049 --> 00:11:20,549 our 309 00:11:20,929 --> 00:11:21,429 broader 310 00:11:22,210 --> 00:11:23,190 growth strategy. 311 00:11:24,290 --> 00:11:25,590 You know, I think every 312 00:11:26,370 --> 00:11:27,269 health system 313 00:11:28,585 --> 00:11:29,725 needs an innovation 314 00:11:30,024 --> 00:11:30,524 operation, 315 00:11:32,184 --> 00:11:34,764 to be able to very, very quickly, 316 00:11:36,024 --> 00:11:36,605 you know, 317 00:11:37,465 --> 00:11:38,365 either source 318 00:11:38,745 --> 00:11:41,404 and validate and deploy and 319 00:11:41,705 --> 00:11:42,284 and evaluate 320 00:11:43,384 --> 00:11:43,884 or 321 00:11:44,579 --> 00:11:46,440 develop them internally. So, 322 00:11:47,139 --> 00:11:50,740 you know, that's the applied function that the 323 00:11:50,740 --> 00:11:53,319 institute performs as well. So, 324 00:11:53,860 --> 00:11:54,519 you know, 325 00:11:55,139 --> 00:11:57,615 we work very, very closely with the health 326 00:11:57,695 --> 00:12:00,575 system, and my role as, chief innovation officer, 327 00:12:00,575 --> 00:12:01,794 as I said, overarches. 328 00:12:02,735 --> 00:12:04,894 So I have real time knowledge of the 329 00:12:04,894 --> 00:12:06,434 challenges that we face, 330 00:12:07,375 --> 00:12:09,394 and I bring it back to the institute, 331 00:12:09,695 --> 00:12:12,115 and we try and design responses 332 00:12:13,490 --> 00:12:14,230 to that. 333 00:12:15,089 --> 00:12:17,190 And we have a kind of queue fast, 334 00:12:17,250 --> 00:12:18,230 scale fast, 335 00:12:18,690 --> 00:12:20,610 approach to this, you know, with, 336 00:12:21,169 --> 00:12:22,470 ninety day sprints, 337 00:12:23,490 --> 00:12:26,949 pre agreed exit criteria. We shut down, 338 00:12:27,329 --> 00:12:28,870 what doesn't move the needle, 339 00:12:29,184 --> 00:12:29,684 and, 340 00:12:31,024 --> 00:12:34,065 we over resource what does. So so you 341 00:12:34,065 --> 00:12:36,245 you have this kind of internal operation 342 00:12:37,184 --> 00:12:38,565 that you really need. 343 00:12:39,345 --> 00:12:41,159 I would say from a 344 00:12:41,720 --> 00:12:44,839 time and general resource allocation point of view, 345 00:12:44,839 --> 00:12:47,740 we spend about 6060% 346 00:12:47,959 --> 00:12:49,980 of all our efforts and resources, 347 00:12:52,199 --> 00:12:52,699 solving 348 00:12:53,000 --> 00:12:55,579 challenges related to our existing operation, 349 00:12:55,924 --> 00:12:57,444 you know, as I alluded to in terms 350 00:12:57,444 --> 00:12:58,345 of the opportunities. 351 00:13:00,084 --> 00:13:02,564 I think we spend about, I would say, 352 00:13:02,564 --> 00:13:04,985 15 to 20% of our resources 353 00:13:05,444 --> 00:13:08,264 on what we call peripheral innovation, 354 00:13:10,110 --> 00:13:12,450 market expansion strategies, etcetera, 355 00:13:13,070 --> 00:13:15,809 and about 10% on really disruptive 356 00:13:16,190 --> 00:13:18,690 kind of ideas. So having that kind 357 00:13:19,710 --> 00:13:21,809 of strategic approach to innovation 358 00:13:22,429 --> 00:13:25,490 is is is absolutely critical to, one, 359 00:13:26,164 --> 00:13:29,065 you know, maintain and be competitive with operations 360 00:13:29,924 --> 00:13:30,824 and then also, 361 00:13:31,445 --> 00:13:32,824 become more competitive 362 00:13:33,365 --> 00:13:33,865 by, 363 00:13:34,804 --> 00:13:37,304 value added products and services as well. 364 00:13:38,084 --> 00:13:39,865 And to have all of that in place 365 00:13:39,924 --> 00:13:40,950 means, you know, 366 00:13:41,509 --> 00:13:42,889 you have to have, 367 00:13:43,910 --> 00:13:46,410 you you know, an approach to doing things. 368 00:13:46,549 --> 00:13:48,410 You know? We have a defined 369 00:13:48,870 --> 00:13:51,350 process in place. We have a clinician in 370 00:13:51,350 --> 00:13:52,889 the loop design approach. 371 00:13:53,830 --> 00:13:54,490 We have 372 00:13:55,595 --> 00:13:56,815 critical partnerships 373 00:13:57,514 --> 00:13:58,894 with health related 374 00:13:59,995 --> 00:14:00,495 accelerators, 375 00:14:01,675 --> 00:14:03,134 the start up ecosystem, 376 00:14:03,754 --> 00:14:06,014 you know, etcetera etcetera. So 377 00:14:07,434 --> 00:14:09,615 you really need a robust 378 00:14:11,980 --> 00:14:15,039 innovation approach that that's all encompassing, you know, 379 00:14:15,500 --> 00:14:17,820 to be able to succeed in doing that. 380 00:14:17,820 --> 00:14:20,160 And and we're fortunate to have that here. 381 00:14:21,019 --> 00:14:23,019 That's amazing to hear. And, you know, what 382 00:14:23,019 --> 00:14:24,399 a great opportunity 383 00:14:24,764 --> 00:14:27,245 to have that innovation institute had that built 384 00:14:27,245 --> 00:14:29,424 out now, especially as I know things are 385 00:14:29,565 --> 00:14:32,605 changing so quickly. Technology is evolving rapidly, but 386 00:14:32,605 --> 00:14:35,245 so is the broader health care ecosystem. So 387 00:14:35,245 --> 00:14:36,225 to have that nimbleness, 388 00:14:36,845 --> 00:14:38,945 to be ready to change on a diamond, 389 00:14:39,649 --> 00:14:41,410 really meet the needs of the day, it 390 00:14:41,410 --> 00:14:43,170 seems like a huge, huge benefit on the 391 00:14:43,170 --> 00:14:44,149 strategy side. 392 00:14:44,930 --> 00:14:47,330 Absolutely. And one of the strengths is the 393 00:14:47,330 --> 00:14:49,970 the institute has, I would say, not a 394 00:14:49,970 --> 00:14:52,529 100% autonomy, but we're pretty close there in 395 00:14:52,529 --> 00:14:54,790 terms of being fully autonomous and, 396 00:14:55,434 --> 00:14:56,574 you know, deploying, 397 00:14:57,875 --> 00:15:00,174 or instituting our own processes, 398 00:15:02,315 --> 00:15:02,815 determining, 399 00:15:03,514 --> 00:15:06,894 you know, which projects require investment, which projects 400 00:15:06,954 --> 00:15:07,774 do we actually 401 00:15:08,315 --> 00:15:10,574 terminate, etcetera, etcetera. So, you 402 00:15:10,980 --> 00:15:13,633 you know, if you have an innovation operation, 403 00:15:13,964 --> 00:15:16,618 one of the critical success factors is making 404 00:15:16,618 --> 00:15:19,271 sure they they have a a fair amount 405 00:15:19,271 --> 00:15:22,256 of, autonomy to do that. Absolutely. I can 406 00:15:22,256 --> 00:15:25,241 imagine, as you said, that makes a big 407 00:15:25,241 --> 00:15:25,904 difference. Now 408 00:15:26,384 --> 00:15:28,384 what is one risk or investment that's still 409 00:15:28,384 --> 00:15:29,605 worth making this year 410 00:15:30,144 --> 00:15:32,305 or over the next twelve months, especially as, 411 00:15:32,305 --> 00:15:34,384 you know, there's some uncertainties ahead on the 412 00:15:34,384 --> 00:15:37,605 financial, economic, and, overall health care side? 413 00:15:38,545 --> 00:15:39,845 Yeah. I mean, 414 00:15:40,545 --> 00:15:41,365 I think 415 00:15:42,269 --> 00:15:43,329 we have to 416 00:15:44,110 --> 00:15:46,850 make an investment in some foundational, 417 00:15:50,029 --> 00:15:50,850 some foundational, 418 00:15:52,350 --> 00:15:53,250 I would say, 419 00:15:53,629 --> 00:15:54,129 structures, 420 00:15:55,389 --> 00:15:56,144 because that, 421 00:15:56,705 --> 00:15:59,745 you know, that enables you to layer and 422 00:15:59,745 --> 00:16:00,245 capitalize 423 00:16:01,024 --> 00:16:01,524 on, 424 00:16:02,225 --> 00:16:02,804 the the the 425 00:16:03,985 --> 00:16:05,925 technology and AI kind of 426 00:16:07,345 --> 00:16:07,845 opportunities 427 00:16:08,304 --> 00:16:10,139 that that we're in the midst of at 428 00:16:10,139 --> 00:16:12,399 the moment. And and I think to achieve 429 00:16:12,620 --> 00:16:13,120 that, 430 00:16:14,700 --> 00:16:15,919 I think any organization, 431 00:16:17,340 --> 00:16:20,059 should consider what I call some kind of 432 00:16:20,059 --> 00:16:20,559 enterprise, 433 00:16:21,340 --> 00:16:23,759 AI data data layer. You know, having 434 00:16:25,144 --> 00:16:26,044 an interoperable, 435 00:16:28,105 --> 00:16:29,164 privacy preserving 436 00:16:30,024 --> 00:16:31,004 data fabric, 437 00:16:31,784 --> 00:16:32,445 you know, 438 00:16:32,824 --> 00:16:33,964 with the, 439 00:16:34,824 --> 00:16:36,764 appropriate guardrails and monitoring. 440 00:16:37,225 --> 00:16:37,964 And I think, 441 00:16:38,909 --> 00:16:39,809 you know, having 442 00:16:40,190 --> 00:16:40,690 that, 443 00:16:41,230 --> 00:16:43,809 layer in place at an enterprise level 444 00:16:44,429 --> 00:16:45,970 pretty much derisks 445 00:16:47,309 --> 00:16:49,329 all other AI and 446 00:16:50,269 --> 00:16:50,769 technological 447 00:16:51,230 --> 00:16:54,225 innovation for us. So, you know, it gives 448 00:16:54,225 --> 00:16:54,965 us trustworthy 449 00:16:55,345 --> 00:16:57,285 data. It gives us an opportunity 450 00:16:57,665 --> 00:17:00,165 for rapid model deployment, 451 00:17:00,785 --> 00:17:03,764 and it enables continuous governance. So so 452 00:17:04,305 --> 00:17:04,964 to me, 453 00:17:05,799 --> 00:17:08,380 you know, it's almost make sure you invest 454 00:17:08,440 --> 00:17:10,779 in a solid innovation foundation 455 00:17:11,640 --> 00:17:12,140 first. 456 00:17:13,160 --> 00:17:14,700 I think that's a risk, 457 00:17:15,400 --> 00:17:17,880 we're taking. And in fact, we're that's the 458 00:17:17,880 --> 00:17:19,740 approach we're taking. And and, 459 00:17:21,034 --> 00:17:22,875 you know, it's premised on the on the 460 00:17:22,875 --> 00:17:23,375 principle 461 00:17:24,315 --> 00:17:27,934 that we have to own our own data 462 00:17:27,994 --> 00:17:28,494 flywheel, 463 00:17:29,515 --> 00:17:30,974 or we'll just be renting, 464 00:17:31,674 --> 00:17:34,095 for the future. So so, you know, strategically, 465 00:17:34,394 --> 00:17:35,855 it makes sense for us 466 00:17:36,490 --> 00:17:37,869 to have our own, 467 00:17:38,409 --> 00:17:40,750 data flywheel, and and that's what we're doing. 468 00:17:41,690 --> 00:17:43,210 Got it. That's helpful to know and, you 469 00:17:43,210 --> 00:17:46,089 know, really interesting to think about that data 470 00:17:46,089 --> 00:17:48,970 fabric and creating the data flywheel as well. 471 00:17:49,450 --> 00:17:51,549 I know data is so important to 472 00:17:51,914 --> 00:17:54,335 powering everything on the AI and technology 473 00:17:54,715 --> 00:17:56,335 side, and really having 474 00:17:56,715 --> 00:17:58,634 a strong data system as well as clean 475 00:17:58,634 --> 00:17:59,134 data 476 00:17:59,434 --> 00:18:02,075 is essential, but not easy. So how have 477 00:18:02,075 --> 00:18:04,750 you gone about doing that? Yeah. And it 478 00:18:04,750 --> 00:18:06,990 speaks to the broader strategy I spoke about 479 00:18:06,990 --> 00:18:09,549 earlier on to grow value. I mean, we've 480 00:18:09,710 --> 00:18:11,869 you know, we're we're we're part of what 481 00:18:11,869 --> 00:18:14,029 the institute does apart from all of our 482 00:18:14,029 --> 00:18:15,730 training programs, etcetera, 483 00:18:16,349 --> 00:18:19,154 we also have an AI lab here that, 484 00:18:19,535 --> 00:18:20,275 you know, 485 00:18:21,455 --> 00:18:21,955 makes, 486 00:18:23,134 --> 00:18:25,934 hard to access models available to faculty and 487 00:18:25,934 --> 00:18:27,934 students to do r and d. But we 488 00:18:27,934 --> 00:18:30,654 also have an AI factory that we, you 489 00:18:30,654 --> 00:18:32,994 know, where we build our own solutions. 490 00:18:33,799 --> 00:18:36,859 It's been a strategy that's very deliberate 491 00:18:37,559 --> 00:18:39,240 to to build as as many of the 492 00:18:39,240 --> 00:18:41,579 solutions in house as as possible. 493 00:18:42,359 --> 00:18:43,819 And so you could see 494 00:18:44,119 --> 00:18:44,519 from a 495 00:18:45,720 --> 00:18:48,380 from our strategic approach of insourcing 496 00:18:48,994 --> 00:18:52,115 that having our own enterprise AI data layer 497 00:18:52,115 --> 00:18:52,855 makes sense. 498 00:18:53,715 --> 00:18:54,695 So, you know, 499 00:18:55,075 --> 00:18:58,195 that's kind of our approach for now is 500 00:18:58,195 --> 00:19:00,695 is to build and insource as approach 501 00:19:01,075 --> 00:19:02,615 as opposed to go the 502 00:19:03,539 --> 00:19:04,039 outsourcing 503 00:19:05,299 --> 00:19:07,320 approach. So so, you know, every 504 00:19:08,019 --> 00:19:10,420 I guess, every health system will be will 505 00:19:10,420 --> 00:19:12,440 be different if they have a technology 506 00:19:12,740 --> 00:19:16,180 AI strategy that's that's leaning towards more an 507 00:19:16,180 --> 00:19:17,240 outsourced approach. 508 00:19:17,884 --> 00:19:20,125 That may not be a priority. So our 509 00:19:20,125 --> 00:19:22,785 our strategy has been one that 510 00:19:23,325 --> 00:19:25,265 is is built on 511 00:19:25,725 --> 00:19:26,305 a insourcing 512 00:19:26,765 --> 00:19:29,085 self development. So so AI, you know, makes 513 00:19:29,085 --> 00:19:31,025 sense to us. It it's it's an investment 514 00:19:31,565 --> 00:19:32,545 we have to make. 515 00:19:33,250 --> 00:19:35,490 That's, you know, really critical to hear and 516 00:19:35,490 --> 00:19:37,329 definitely part of the overall strategy. I know 517 00:19:37,329 --> 00:19:39,329 you mentioned, you know, working with the other 518 00:19:39,329 --> 00:19:41,169 c suite leaders to make sure they understand 519 00:19:41,169 --> 00:19:41,910 those investments 520 00:19:42,369 --> 00:19:44,769 is important and critical. So I I think 521 00:19:44,769 --> 00:19:46,609 when you're looking into the future as well, 522 00:19:46,609 --> 00:19:47,615 what do you see as some of the 523 00:19:47,615 --> 00:19:50,115 best opportunities for continued growth and development? 524 00:19:50,975 --> 00:19:53,215 Yeah. I mean, it depends on your time 525 00:19:53,215 --> 00:19:54,975 frame that you're looking at, but I would 526 00:19:54,975 --> 00:19:56,914 say in the next decade, 527 00:19:58,414 --> 00:20:01,400 two kind of key opportunities for us would 528 00:20:01,400 --> 00:20:03,500 be on autonomous care pathways, 529 00:20:04,279 --> 00:20:07,720 you know, ability to manage chronic disease at 530 00:20:07,720 --> 00:20:11,559 scale using AI navigators and remote diagnostics. I 531 00:20:11,559 --> 00:20:13,099 think that's gonna be 532 00:20:14,744 --> 00:20:15,244 something 533 00:20:15,545 --> 00:20:16,045 that's, 534 00:20:17,384 --> 00:20:18,924 you you know, really going 535 00:20:19,625 --> 00:20:22,125 to position us for success within the decade. 536 00:20:22,984 --> 00:20:23,644 I think, 537 00:20:24,265 --> 00:20:25,484 precision operations, 538 00:20:25,865 --> 00:20:27,865 you you know, from a cost point of 539 00:20:27,865 --> 00:20:28,365 view, 540 00:20:30,269 --> 00:20:32,130 especially as I said for 541 00:20:32,509 --> 00:20:33,009 hospital 542 00:20:33,309 --> 00:20:34,769 systems that are, 543 00:20:35,149 --> 00:20:35,809 you know, 544 00:20:36,349 --> 00:20:36,849 have 545 00:20:37,470 --> 00:20:38,450 big geographical 546 00:20:39,149 --> 00:20:39,649 footprints, 547 00:20:40,589 --> 00:20:42,994 you know, digital twins of of hospitals and 548 00:20:42,994 --> 00:20:45,575 systems to simulate, optimize capacity, 549 00:20:45,954 --> 00:20:48,694 throughput, cost, etcetera. I think that, 550 00:20:49,315 --> 00:20:51,654 is achievable within the next decade. 551 00:20:52,674 --> 00:20:55,669 I think, you know, post the decade, 552 00:20:56,049 --> 00:20:57,750 we could start seeing 553 00:20:58,289 --> 00:21:01,990 robotics enabled service lines start emerging. So, 554 00:21:02,450 --> 00:21:04,849 you know, that's kind of how I look 555 00:21:04,849 --> 00:21:05,429 at things. 556 00:21:07,464 --> 00:21:09,644 You know? I think the next decade, 557 00:21:10,184 --> 00:21:12,825 is gonna belong to health systems that are 558 00:21:12,825 --> 00:21:14,044 able to adequately 559 00:21:14,345 --> 00:21:14,845 combine 560 00:21:16,105 --> 00:21:17,484 humans with technology. 561 00:21:18,424 --> 00:21:20,345 You know? And our job is to is 562 00:21:20,345 --> 00:21:22,470 to architect that future responsibly 563 00:21:23,490 --> 00:21:25,269 and, make the ROI, 564 00:21:26,130 --> 00:21:27,909 undeniable. I think that's 565 00:21:28,210 --> 00:21:30,529 that's certainly been that's certainly how I look 566 00:21:30,529 --> 00:21:30,849 at, 567 00:21:31,970 --> 00:21:33,669 the opportunities moving forward. 568 00:21:34,315 --> 00:21:36,634 That's fascinating to hear. Doctor Pele, thank you 569 00:21:36,634 --> 00:21:38,154 so much for joining us on the podcast 570 00:21:38,154 --> 00:21:40,015 today. This has been a really 571 00:21:40,394 --> 00:21:42,715 insightful conversation, and I look forward to connecting 572 00:21:42,715 --> 00:21:43,855 with you again soon. 573 00:21:44,154 --> 00:21:44,654 Absolutely. 574 00:21:44,955 --> 00:21:46,494 Thank you for having me, Laura. 575 00:21:49,140 --> 00:21:52,419 At athenahealth, we know your ambulatory practice wants 576 00:21:52,419 --> 00:21:52,919 healthier, 577 00:21:53,299 --> 00:21:56,179 a healthier business, healthier care teams, and healthier 578 00:21:56,179 --> 00:21:56,679 patients. 579 00:21:57,059 --> 00:21:59,380 But the complexities of modern health care tech 580 00:21:59,380 --> 00:22:01,154 make it hard for you and your care 581 00:22:01,154 --> 00:22:03,174 teams to focus on what matters most. 582 00:22:03,555 --> 00:22:06,674 That's where athenahealth can help. Our AI native 583 00:22:06,674 --> 00:22:09,495 all in one solutions reduce administrative burdens, 584 00:22:09,875 --> 00:22:12,835 streamline billing and payments, and deliver critical insights 585 00:22:12,835 --> 00:22:14,369 when clinicians need it most. 586 00:22:14,849 --> 00:22:17,430 That means fewer clicks, more time for patients, 587 00:22:17,490 --> 00:22:19,029 and stronger bottom lines. 588 00:22:19,650 --> 00:22:22,930 Practicing medicine is complex, but running a practice 589 00:22:22,930 --> 00:22:24,710 can be that much simpler with athenahealth. 590 00:22:25,490 --> 00:22:29,109 See how simpler is healthier at athenahealth.com.