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 --> 00:00:42,250 See how simpler is healthier@athenahealth.com. 16 00:00:44,005 --> 00:00:46,325 This is Laura Dierda with the Becker's Healthcare 17 00:00:46,325 --> 00:00:48,565 podcast. I'm thrilled today to be joined by 18 00:00:48,565 --> 00:00:49,625 doctor Greg Nicanry, 19 00:00:50,005 --> 00:00:52,484 chief medical information officer at the University of 20 00:00:52,484 --> 00:00:55,365 Rochester Medical Center. Doctor Nicanry, it's a pleasure 21 00:00:55,365 --> 00:00:56,905 to have you on the podcast today. 22 00:00:57,369 --> 00:00:58,969 Super excited to be here. Thank you for 23 00:00:58,969 --> 00:01:00,030 having me, Laura. 24 00:01:00,409 --> 00:01:03,609 Absolutely. Now I'm excited for our conversation because 25 00:01:03,609 --> 00:01:05,049 I know we're gonna be digging into some 26 00:01:05,049 --> 00:01:06,729 of the cool things that you're doing at 27 00:01:06,729 --> 00:01:09,390 the University of Rochester Medical Center and specifically 28 00:01:09,450 --> 00:01:12,935 around artificial intelligence and virtual care. But before 29 00:01:12,935 --> 00:01:14,935 we dive in, I'm wondering, can you share 30 00:01:14,935 --> 00:01:16,454 a little bit more about yourself and your 31 00:01:16,454 --> 00:01:17,435 work in health care? 32 00:01:18,135 --> 00:01:18,614 Sure. 33 00:01:19,015 --> 00:01:21,895 So I'm the chief medical information officer at 34 00:01:21,895 --> 00:01:23,435 the University of Rochester 35 00:01:23,895 --> 00:01:26,555 Medical Center, which is in Upstate New York. 36 00:01:27,210 --> 00:01:28,750 We're a mid sized system, 37 00:01:29,290 --> 00:01:30,350 basically covering 38 00:01:30,969 --> 00:01:33,790 the area between kinda Syracuse and Buffalo 39 00:01:34,090 --> 00:01:34,990 down to, 40 00:01:35,530 --> 00:01:37,390 the the Pennsylvania border. 41 00:01:37,930 --> 00:01:39,469 I also am a practicing 42 00:01:39,770 --> 00:01:40,909 orthopedic surgeon, 43 00:01:42,194 --> 00:01:45,234 and, have been CMIO now for about six 44 00:01:45,234 --> 00:01:45,734 years. 45 00:01:46,515 --> 00:01:48,355 That's amazing to hear. And, you know, what 46 00:01:48,355 --> 00:01:49,334 incredible experience, 47 00:01:50,114 --> 00:01:51,495 especially leading into, 48 00:01:52,034 --> 00:01:54,515 you know, what is happening today in health 49 00:01:54,515 --> 00:01:55,895 care and the digital transformation. 50 00:01:56,390 --> 00:01:59,530 I know nearly half of medical practices reported 51 00:01:59,590 --> 00:02:00,090 using 52 00:02:00,629 --> 00:02:02,629 AI in some capacity over the last year, 53 00:02:02,629 --> 00:02:04,789 and it remains a key topic for health 54 00:02:04,789 --> 00:02:07,509 IT leaders. From your perspective, what are some 55 00:02:07,509 --> 00:02:09,430 of the use cases that are making a 56 00:02:09,430 --> 00:02:11,694 difference right now, and how are you leveraging 57 00:02:11,694 --> 00:02:14,435 them within University of Rochester Medical Center? 58 00:02:15,375 --> 00:02:16,754 Yeah. So I think, 59 00:02:17,294 --> 00:02:19,534 the, you know, biggest use case, at least 60 00:02:19,534 --> 00:02:22,814 in in my wheelhouse where as chief medical 61 00:02:22,814 --> 00:02:23,875 information officer, 62 00:02:24,415 --> 00:02:26,120 my main task is 63 00:02:26,580 --> 00:02:29,480 really to try to improve 64 00:02:30,180 --> 00:02:31,319 clinician experience 65 00:02:31,620 --> 00:02:32,840 through leveraging 66 00:02:33,300 --> 00:02:33,800 technology 67 00:02:34,500 --> 00:02:35,159 to optimize 68 00:02:35,460 --> 00:02:37,960 workflows and and well-being. And, 69 00:02:38,314 --> 00:02:39,694 you know, ambient documentation 70 00:02:40,794 --> 00:02:42,335 has been revolutionary 71 00:02:42,955 --> 00:02:43,935 really for, 72 00:02:44,794 --> 00:02:48,094 the group of providers, particularly on the, ambulatory 73 00:02:48,555 --> 00:02:49,534 clinical side. 74 00:02:49,835 --> 00:02:51,534 You know, we've had a pretty big rollout 75 00:02:51,594 --> 00:02:52,335 with about, 76 00:02:52,875 --> 00:02:53,534 a thousand, 77 00:02:54,639 --> 00:02:57,699 licenses now distributed to providers who are using, 78 00:02:58,560 --> 00:03:00,659 our ambient documentation solution. 79 00:03:01,840 --> 00:03:03,280 We've got 75% 80 00:03:03,280 --> 00:03:05,379 of those are actually active users, 81 00:03:06,000 --> 00:03:08,900 and, we've had really good outcomes, 82 00:03:10,094 --> 00:03:11,775 across the board from our, 83 00:03:12,254 --> 00:03:15,534 well-being measures, our work after work measures, our 84 00:03:15,534 --> 00:03:16,754 chart closure rates, 85 00:03:17,534 --> 00:03:19,474 and even, revenue improvement. 86 00:03:20,575 --> 00:03:22,575 That's amazing to hear. And, you know, certainly 87 00:03:22,575 --> 00:03:25,639 interesting to have that opportunity to use technology 88 00:03:25,639 --> 00:03:27,319 in a new way and and see, 89 00:03:27,639 --> 00:03:28,939 some pretty stark results. 90 00:03:29,400 --> 00:03:32,680 As virtual care expands from AI enabled tools 91 00:03:32,680 --> 00:03:35,580 and remote monitoring to broader digital health platforms, 92 00:03:36,360 --> 00:03:38,860 introducing new technology brings its own challenges. 93 00:03:39,165 --> 00:03:40,764 What advice do you have for leaders who 94 00:03:40,764 --> 00:03:43,564 are navigating everything from governance to patient engagement? 95 00:03:43,564 --> 00:03:45,245 And can you share an example of how 96 00:03:45,245 --> 00:03:48,784 your organization is balancing innovation and operational constraints? 97 00:03:50,125 --> 00:03:50,784 I think, 98 00:03:52,610 --> 00:03:56,069 you know, our, motto at URMC is meliora, 99 00:03:56,609 --> 00:03:58,150 which means ever better. 100 00:03:58,689 --> 00:04:00,150 And it's important, 101 00:04:01,009 --> 00:04:03,669 as you're kind of a continuous quality improvement 102 00:04:03,810 --> 00:04:04,310 organization 103 00:04:04,689 --> 00:04:07,509 that is always seeking and striving to improve, 104 00:04:08,125 --> 00:04:08,864 to understand 105 00:04:09,164 --> 00:04:09,664 that 106 00:04:10,284 --> 00:04:11,905 the capacity for the organization 107 00:04:12,284 --> 00:04:13,104 to actually 108 00:04:13,884 --> 00:04:15,104 change and adapt 109 00:04:15,644 --> 00:04:18,044 is limited. And so you really have to 110 00:04:18,044 --> 00:04:18,544 understand 111 00:04:19,404 --> 00:04:21,404 who will be using the tools, how it 112 00:04:21,404 --> 00:04:22,704 will impact them. 113 00:04:23,170 --> 00:04:23,990 And, ideally, 114 00:04:24,689 --> 00:04:26,930 you're working very closely with the people who 115 00:04:26,930 --> 00:04:29,430 design the technology, either the the 116 00:04:30,129 --> 00:04:31,029 vendors or, 117 00:04:31,330 --> 00:04:32,069 our own, 118 00:04:32,689 --> 00:04:33,189 IT 119 00:04:33,730 --> 00:04:35,509 group to ensure that it's usable 120 00:04:35,884 --> 00:04:37,824 and that it's solving a problem 121 00:04:38,285 --> 00:04:39,805 people who are going to be using the 122 00:04:39,805 --> 00:04:43,004 technology actually see. If it solves a problem 123 00:04:43,004 --> 00:04:44,384 for them, obviously, 124 00:04:44,764 --> 00:04:47,725 adoption is, much higher. And we we learned 125 00:04:47,725 --> 00:04:49,024 that, you know, through the 126 00:04:49,420 --> 00:04:50,960 ambient documentation initiative. 127 00:04:51,339 --> 00:04:53,600 You know, this was solving a huge problem, 128 00:04:53,900 --> 00:04:55,900 and so it was very easy to get 129 00:04:55,900 --> 00:04:56,400 adoption, 130 00:04:56,939 --> 00:05:00,080 wide uptake, and to very quickly see results. 131 00:05:01,020 --> 00:05:01,520 Whereas, 132 00:05:02,095 --> 00:05:04,335 you know, other technologies depending on the level 133 00:05:04,335 --> 00:05:05,074 of impact 134 00:05:05,694 --> 00:05:06,995 and the level of usability, 135 00:05:07,774 --> 00:05:10,194 sometimes we've we've fallen short of that. 136 00:05:11,295 --> 00:05:12,735 Got it. That makes a lot of sense, 137 00:05:12,735 --> 00:05:14,415 you know, and it is really great advice, 138 00:05:14,415 --> 00:05:17,079 especially thinking through all of the different changes 139 00:05:17,079 --> 00:05:19,079 in technologies that are coming down the pipe 140 00:05:19,079 --> 00:05:21,160 today. And to your point, when you look 141 00:05:21,160 --> 00:05:23,979 at, the change management on the people side, 142 00:05:24,120 --> 00:05:26,060 what has worked well to 143 00:05:26,519 --> 00:05:29,099 really help them understand, you know, the technologies 144 00:05:29,160 --> 00:05:29,654 and 145 00:05:30,694 --> 00:05:33,115 increase the adoption as well as, 146 00:05:33,654 --> 00:05:34,314 you know, 147 00:05:34,774 --> 00:05:37,735 I guess, willingness to try new things and 148 00:05:37,735 --> 00:05:38,555 jump in? 149 00:05:39,495 --> 00:05:41,595 I think, really, what works well is 150 00:05:41,939 --> 00:05:45,400 kind of having a strategy and a rationale 151 00:05:46,980 --> 00:05:48,439 and having the strategy 152 00:05:48,740 --> 00:05:50,439 actually come from 153 00:05:51,300 --> 00:05:53,639 the people who work in our organization, 154 00:05:54,180 --> 00:05:54,680 frontline 155 00:05:55,139 --> 00:05:56,384 clinicians and staff. 156 00:05:57,105 --> 00:05:58,865 So I I think it's very easy to 157 00:05:58,865 --> 00:06:01,504 get stuck into the trap of, you know, 158 00:06:01,504 --> 00:06:02,564 talking to vendors, 159 00:06:03,425 --> 00:06:05,745 who, you know, say, hey. I've got this 160 00:06:05,745 --> 00:06:07,125 really cool technology, 161 00:06:07,985 --> 00:06:09,285 and I think 162 00:06:09,879 --> 00:06:11,180 you have this problem, 163 00:06:11,800 --> 00:06:12,860 and you could use 164 00:06:13,639 --> 00:06:16,279 our technology to solve that problem. Or even 165 00:06:16,279 --> 00:06:18,620 with our, you know, our EHR saying, 166 00:06:19,000 --> 00:06:21,399 you know, we think that you should do 167 00:06:21,399 --> 00:06:24,120 this because we think it'll be great for 168 00:06:24,120 --> 00:06:24,860 your organization. 169 00:06:25,904 --> 00:06:26,404 Well, 170 00:06:26,785 --> 00:06:28,725 you know, nobody knows our organization 171 00:06:29,264 --> 00:06:30,165 better than 172 00:06:30,625 --> 00:06:32,785 the people who work in it. And so 173 00:06:32,785 --> 00:06:33,285 really 174 00:06:33,985 --> 00:06:36,064 being close to them, staying close to them, 175 00:06:36,064 --> 00:06:36,564 understanding 176 00:06:37,024 --> 00:06:38,165 their pain points 177 00:06:38,705 --> 00:06:41,560 in saying and writing down kind of, you 178 00:06:41,560 --> 00:06:43,319 know, these are the things that are challenging 179 00:06:43,319 --> 00:06:43,819 us. 180 00:06:44,360 --> 00:06:47,639 Let's try to find some solutions that address 181 00:06:47,639 --> 00:06:50,279 these challenges and then go out and partner 182 00:06:50,279 --> 00:06:52,600 with your EHR vendor or some of the 183 00:06:52,600 --> 00:06:54,220 major, you know, incompetent, 184 00:06:54,839 --> 00:06:56,475 technology players like, 185 00:06:56,875 --> 00:06:59,774 you know, Microsoft or or Doximity or others, 186 00:07:00,475 --> 00:07:01,915 to to try to see if you can 187 00:07:01,915 --> 00:07:04,955 solve those problems together. I think that's been 188 00:07:04,955 --> 00:07:06,574 way more effective than, 189 00:07:06,955 --> 00:07:09,375 you know, just saying, everybody's got a chatbot. 190 00:07:09,435 --> 00:07:10,334 We should probably 191 00:07:10,990 --> 00:07:13,789 use a chatbot. What what should we what 192 00:07:13,789 --> 00:07:15,709 would should we use that chatbot for? And 193 00:07:15,709 --> 00:07:17,789 then just kinda trying a pilot and seeing 194 00:07:17,789 --> 00:07:18,669 how it goes. 195 00:07:19,789 --> 00:07:21,870 I think, you know, you need to start 196 00:07:21,870 --> 00:07:24,029 from the inside and and move out to 197 00:07:24,029 --> 00:07:26,769 the vendors as opposed to, the other way. 198 00:07:27,524 --> 00:07:28,884 Got it. That makes a lot of sense 199 00:07:28,884 --> 00:07:31,125 and is a really helpful way to look 200 00:07:31,125 --> 00:07:33,125 at things and make sure you've got yourself 201 00:07:33,125 --> 00:07:36,245 focused and the team focused as well. Now 202 00:07:36,245 --> 00:07:37,524 I know there's been a lot of reach 203 00:07:37,604 --> 00:07:38,504 recent legislation, 204 00:07:39,360 --> 00:07:40,800 coming down the pipe when it comes to 205 00:07:40,800 --> 00:07:43,199 technology as well as health care. So how 206 00:07:43,199 --> 00:07:45,279 are you seeing some of both the state 207 00:07:45,279 --> 00:07:48,740 and federal regulations affect health care organizations and 208 00:07:48,800 --> 00:07:51,279 IT specifically? Have you had to adjust any 209 00:07:51,279 --> 00:07:52,819 of your strategies in response? 210 00:07:54,134 --> 00:07:55,435 So it has been 211 00:07:56,055 --> 00:07:59,095 very challenging, especially with the recent, you know, 212 00:07:59,095 --> 00:08:00,154 government shutdown. 213 00:08:00,694 --> 00:08:02,235 Right? We had a pretty good, 214 00:08:03,095 --> 00:08:04,154 telehealth operation, 215 00:08:05,014 --> 00:08:05,514 going, 216 00:08:06,500 --> 00:08:09,139 and we've we've had some providers because it's 217 00:08:09,139 --> 00:08:10,360 been in place for, 218 00:08:10,819 --> 00:08:11,560 you know, 219 00:08:12,259 --> 00:08:15,000 now four or five years who have converted, 220 00:08:15,060 --> 00:08:17,639 you know, their entire practice to remote. 221 00:08:18,254 --> 00:08:21,134 And, you know, unfortunately, if they see Medicare 222 00:08:21,134 --> 00:08:22,754 or Medicare Advantage patients, 223 00:08:23,535 --> 00:08:26,415 we're no longer being reimbursed for those visits 224 00:08:26,415 --> 00:08:28,995 because home for the patient is not 225 00:08:29,375 --> 00:08:32,355 any longer considered an appropriate site of service. 226 00:08:33,139 --> 00:08:35,779 We also, you know, stood up a hospital 227 00:08:35,779 --> 00:08:37,940 at home program that we actually launched and 228 00:08:37,940 --> 00:08:40,740 went live with in September, and we were 229 00:08:40,740 --> 00:08:43,540 getting some some really good results, to the 230 00:08:43,540 --> 00:08:44,279 point that, 231 00:08:44,820 --> 00:08:46,259 you know, when we had to shut the 232 00:08:46,259 --> 00:08:46,759 doors, 233 00:08:47,575 --> 00:08:49,514 on October 1, our, 234 00:08:49,894 --> 00:08:51,355 major insurance partner 235 00:08:51,735 --> 00:08:53,815 contacted us and said, hey. Well, can can 236 00:08:53,815 --> 00:08:55,975 you just kinda keep keep that open for 237 00:08:55,975 --> 00:08:57,274 our patients at least? 238 00:08:57,735 --> 00:08:58,875 But it really wasn't 239 00:08:59,509 --> 00:09:00,090 viable, unfortunately, 240 00:09:01,029 --> 00:09:03,210 for for us to do that. And so, 241 00:09:03,509 --> 00:09:04,570 you know, I think it's 242 00:09:04,950 --> 00:09:06,710 it's caused us to have to do a 243 00:09:06,710 --> 00:09:08,902 lot of extra work coming up with contingency 244 00:09:08,902 --> 00:09:10,250 plans. Not necessarily saying we're 245 00:09:13,355 --> 00:09:13,855 organization 246 00:09:14,288 --> 00:09:14,788 and 247 00:09:15,221 --> 00:09:16,654 pivot, you know, to, 248 00:09:18,475 --> 00:09:21,054 all brick and mortar in person visits, 249 00:09:21,514 --> 00:09:23,362 but really kind of trying to understand how 250 00:09:23,362 --> 00:09:23,629 we can be agile as an organization and 251 00:09:23,629 --> 00:09:23,879 pivot, 252 00:09:35,240 --> 00:09:38,035 see how see how quickly the policies can 253 00:09:38,035 --> 00:09:39,875 change and then the broader impact that it 254 00:09:39,875 --> 00:09:42,375 has upon programs like your, 255 00:09:42,915 --> 00:09:45,235 telehealth virtual visits as well as hospital at 256 00:09:45,235 --> 00:09:47,235 home. I mean, I think it's a great 257 00:09:47,235 --> 00:09:49,480 point you made that it can be challenging 258 00:09:49,480 --> 00:09:51,639 to spend time and energy and resources on 259 00:09:51,639 --> 00:09:54,200 those contingency plans just because, you know, there 260 00:09:54,200 --> 00:09:55,720 are so many other things that you have 261 00:09:55,720 --> 00:09:57,100 to be focused on as well. 262 00:09:58,040 --> 00:10:00,920 Yep. Abs absolutely. Yeah. It's it's almost like 263 00:10:00,920 --> 00:10:01,660 you're doing, 264 00:10:02,040 --> 00:10:02,679 you know, 265 00:10:03,080 --> 00:10:06,014 probably a third extra work, because now you're 266 00:10:06,014 --> 00:10:08,414 having to come up with the solution based 267 00:10:08,414 --> 00:10:10,414 on the rules of today, but you've also 268 00:10:10,414 --> 00:10:13,394 gotta think about, a lot of what ifs, 269 00:10:14,014 --> 00:10:15,855 to make sure that the whole thing makes 270 00:10:15,855 --> 00:10:17,714 sense and you know what's gonna happen, 271 00:10:18,414 --> 00:10:20,990 if, you know, different rules and regulations, 272 00:10:21,529 --> 00:10:23,289 change or come into play or come into 273 00:10:23,289 --> 00:10:23,789 effect. 274 00:10:24,809 --> 00:10:27,450 Absolutely. Well, I think as we wrap up 275 00:10:27,450 --> 00:10:29,929 our conversation here, I'm curious, what's your top 276 00:10:29,929 --> 00:10:31,870 piece of advice for health care leaders 277 00:10:32,205 --> 00:10:34,705 as they prepare for further advancements in technology 278 00:10:34,845 --> 00:10:37,345 as well as the increasing demands for care? 279 00:10:38,205 --> 00:10:40,144 So I think, you know, it's really 280 00:10:41,325 --> 00:10:41,825 just 281 00:10:42,764 --> 00:10:45,105 adhering to to kind of sound, 282 00:10:45,565 --> 00:10:46,065 continuous 283 00:10:46,365 --> 00:10:46,865 improvement 284 00:10:48,509 --> 00:10:51,009 principles. Right? You wanna set up a system 285 00:10:51,389 --> 00:10:52,289 that facilitates 286 00:10:53,549 --> 00:10:57,009 agility. You want to continue to focus on 287 00:10:58,110 --> 00:10:58,610 clinician 288 00:10:59,629 --> 00:11:00,735 well-being, staff 289 00:11:01,134 --> 00:11:01,634 well-being, 290 00:11:02,414 --> 00:11:03,875 because that keeps them 291 00:11:04,254 --> 00:11:05,235 kind of engaged, 292 00:11:05,934 --> 00:11:09,794 and more willing to adapt to changes, which, 293 00:11:10,014 --> 00:11:12,414 as we've seen, are constantly coming, whether that's 294 00:11:12,414 --> 00:11:15,154 regulatory or whether that's brought upon by, 295 00:11:16,105 --> 00:11:16,605 technology. 296 00:11:17,269 --> 00:11:19,269 And just to remember that, you know, you're 297 00:11:19,269 --> 00:11:22,710 solving problems for patients and providers and keep 298 00:11:22,710 --> 00:11:24,009 it focused on them, 299 00:11:24,389 --> 00:11:25,129 not necessarily, 300 00:11:26,070 --> 00:11:28,389 you know, what's the easiest or what's the 301 00:11:28,389 --> 00:11:30,570 coolest new thing that you wanna try. 302 00:11:31,315 --> 00:11:34,695 I think, you know, there's a lot of 303 00:11:34,995 --> 00:11:37,554 things out there that, you know, you can 304 00:11:37,554 --> 00:11:39,654 do. There's a lot of problems to solve. 305 00:11:40,034 --> 00:11:40,534 And 306 00:11:41,154 --> 00:11:43,714 sometimes it's hard to kinda not chase after 307 00:11:43,714 --> 00:11:44,855 the shiny object, 308 00:11:45,360 --> 00:11:47,519 but to really focus on those things that 309 00:11:47,519 --> 00:11:48,740 are important, 310 00:11:49,519 --> 00:11:51,759 as opposed to always, you know, what seems 311 00:11:51,759 --> 00:11:53,700 like it's the urgent thing of the day. 312 00:11:54,559 --> 00:11:57,299 Absolutely. That's such a important reminder. 313 00:11:57,975 --> 00:11:59,735 Doctor Nicanjeri, thank you so much for joining 314 00:11:59,735 --> 00:12:01,575 us on the podcast today. This has been 315 00:12:01,575 --> 00:12:03,894 a really fun and fascinating conversation, and I 316 00:12:03,894 --> 00:12:05,754 look forward to connecting with you again soon. 317 00:12:06,134 --> 00:12:07,514 Alright. Thanks so much. 318 00:12:09,894 --> 00:12:12,774 At athena Health, we know your ambulatory practice 319 00:12:12,774 --> 00:12:13,740 wants healthier, 320 00:12:14,120 --> 00:12:17,000 a healthier business, healthier care teams, and healthier 321 00:12:17,000 --> 00:12:17,500 patients. 322 00:12:17,960 --> 00:12:20,200 But the complexities of modern health care tech 323 00:12:20,200 --> 00:12:22,040 make it hard for you and your care 324 00:12:22,040 --> 00:12:24,059 teams to focus on what matters most. 325 00:12:24,360 --> 00:12:27,500 That's where athenahealth can help. Our AI native 326 00:12:27,554 --> 00:12:30,294 all in one solutions reduce administrative burdens, 327 00:12:30,674 --> 00:12:33,634 streamline billing and payments, and deliver critical insights 328 00:12:33,634 --> 00:12:36,434 when clinicians need it most. That means fewer 329 00:12:36,434 --> 00:12:39,315 clicks, more time for patients, and stronger bottom 330 00:12:39,315 --> 00:12:39,570 lines. 331 00:12:40,450 --> 00:12:43,730 Practicing medicine is complex, but running a practice 332 00:12:43,730 --> 00:12:45,590 can be that much simpler with athenahealth. 333 00:12:46,289 --> 00:12:49,990 See how simpler is healthier at athenahealth.com.