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 00:00:43,925 --> 00:00:45,524 Hello, everyone. This is Scott King with the 17 00:00:45,524 --> 00:00:46,905 Becker's Healthcare podcast. 18 00:00:47,284 --> 00:00:49,204 Thrilled today to be joined by very special 19 00:00:49,204 --> 00:00:52,325 guest, doctor Richard Zane, chief medical officer and 20 00:00:52,325 --> 00:00:55,445 chief innovation officer with UCHealth. Doctor Zane, how 21 00:00:55,445 --> 00:00:56,344 are you doing today? 22 00:00:56,725 --> 00:00:58,664 I am awesome. Thank you for having me. 23 00:00:58,804 --> 00:01:00,090 Thanks so much for joining us. I know 24 00:01:00,090 --> 00:01:01,369 we're gonna get into kind of a lot 25 00:01:01,369 --> 00:01:03,929 of big topics and issues in health care, 26 00:01:04,329 --> 00:01:06,409 today. But can you just tell us a 27 00:01:06,409 --> 00:01:07,849 little bit about your background, please, before we 28 00:01:07,849 --> 00:01:09,150 dive into some of those questions? 29 00:01:09,769 --> 00:01:12,030 Sure. I'd love to. I am an emergency 30 00:01:12,090 --> 00:01:14,189 physician, still practice. Until recently, 31 00:01:14,650 --> 00:01:16,224 I was the chair of the department of 32 00:01:16,224 --> 00:01:18,384 emergency medicine at the University of Colorado School 33 00:01:18,384 --> 00:01:19,125 of Medicine, 34 00:01:19,744 --> 00:01:20,244 and 35 00:01:20,704 --> 00:01:22,625 took on the role as chief innovation officer 36 00:01:22,625 --> 00:01:25,204 approximately seven years ago. And then recently, 37 00:01:26,465 --> 00:01:28,064 stepped down from my chair role, and I'm 38 00:01:28,064 --> 00:01:30,530 now the chief medical and chief innovation officer 39 00:01:30,530 --> 00:01:31,430 for UCHealth. 40 00:01:33,170 --> 00:01:36,209 So just from an operations standpoint, what what 41 00:01:36,209 --> 00:01:37,989 kind of day to day things 42 00:01:38,450 --> 00:01:39,969 do you not have to deal with now 43 00:01:39,969 --> 00:01:41,569 stepping down from from being a chair? What 44 00:01:41,569 --> 00:01:42,849 what what have you have you kind of 45 00:01:42,849 --> 00:01:43,909 been freed up from? 46 00:01:44,884 --> 00:01:47,284 As chair of an academic department, I had 47 00:01:47,284 --> 00:01:47,784 responsibility 48 00:01:48,084 --> 00:01:48,584 for 49 00:01:48,965 --> 00:01:49,625 a faculty, 50 00:01:50,484 --> 00:01:53,625 25 emergency departments, 27 urgent care centers, 51 00:01:54,244 --> 00:01:56,584 and a large research and educational 52 00:01:59,150 --> 00:01:59,650 entity. 53 00:01:59,950 --> 00:02:02,829 Yeah. In that role, I participated in many 54 00:02:02,829 --> 00:02:03,329 of 55 00:02:03,630 --> 00:02:06,270 the initiatives and strategic priorities for the medical 56 00:02:06,270 --> 00:02:09,090 school. So, essentially, I don't do that anymore, 57 00:02:09,310 --> 00:02:11,090 and I have oversight for 58 00:02:11,389 --> 00:02:11,889 a 59 00:02:12,235 --> 00:02:14,155 system, and UCHealth is at 9 and a 60 00:02:14,155 --> 00:02:16,555 half billion dollars, soon to be 15 hospital 61 00:02:16,555 --> 00:02:17,055 system. 62 00:02:17,354 --> 00:02:19,935 So I have oversight for quality and safety, 63 00:02:21,114 --> 00:02:22,014 clinical operations, 64 00:02:22,794 --> 00:02:25,409 as well as medical staff functions, And combined 65 00:02:25,409 --> 00:02:27,409 with my chief innovation officer role, which I 66 00:02:27,409 --> 00:02:28,310 think is really 67 00:02:29,090 --> 00:02:31,110 incredibly interesting to have both, 68 00:02:31,969 --> 00:02:34,870 can think about how best to deploy technology 69 00:02:35,569 --> 00:02:37,909 to innovate the point of care. 70 00:02:38,754 --> 00:02:40,594 That's certainly something that will keep you busy. 71 00:02:40,594 --> 00:02:43,074 Thanks a lot for sure that that background 72 00:02:43,074 --> 00:02:43,894 info and 73 00:02:44,275 --> 00:02:45,414 and info on your roles. 74 00:02:46,914 --> 00:02:49,974 Getting into some topics, what opportunities and headwinds 75 00:02:50,034 --> 00:02:51,394 do you have your eye on right now 76 00:02:51,394 --> 00:02:52,294 in health care? 77 00:02:53,090 --> 00:02:54,870 Well, the headwinds are pretty remarkable. 78 00:02:56,209 --> 00:02:59,330 And right now, it's it's both financial and 79 00:02:59,330 --> 00:02:59,830 regulatory. 80 00:03:00,370 --> 00:03:01,729 And I don't think I have to tell 81 00:03:01,729 --> 00:03:04,770 the audience what the financial headwinds are given 82 00:03:04,770 --> 00:03:06,209 that we're on the twenty fourth day of 83 00:03:06,209 --> 00:03:07,189 a government shutdown 84 00:03:07,650 --> 00:03:08,389 and that 85 00:03:08,745 --> 00:03:10,044 hospitals and health care 86 00:03:10,344 --> 00:03:13,085 are on the chopping block for every budgetary 87 00:03:13,224 --> 00:03:13,724 initiative 88 00:03:14,025 --> 00:03:15,165 in every municipality, 89 00:03:16,025 --> 00:03:16,525 state, 90 00:03:16,905 --> 00:03:17,564 and federal, 91 00:03:18,825 --> 00:03:19,965 and federal government. 92 00:03:20,504 --> 00:03:21,405 From a regulatory 93 00:03:29,330 --> 00:03:30,870 Colorado has increased 94 00:03:31,409 --> 00:03:34,069 almost exponentially in the last decade, 95 00:03:34,395 --> 00:03:36,794 So much so that we are routinely hiring 96 00:03:36,794 --> 00:03:39,275 more and more people to simply deal with 97 00:03:39,275 --> 00:03:40,574 the regulatory burden. 98 00:03:42,715 --> 00:03:45,115 How is that hiring process going for you 99 00:03:45,115 --> 00:03:46,014 and your system? 100 00:03:46,395 --> 00:03:48,430 Are you filling those roles that you need 101 00:03:48,430 --> 00:03:49,790 to fill right away? Is it is it 102 00:03:49,790 --> 00:03:51,650 kinda drag dragging on a little bit? 103 00:03:52,110 --> 00:03:53,469 Well, it depends on what it is and 104 00:03:53,469 --> 00:03:56,030 what it's for. It's it's difficult because as 105 00:03:56,030 --> 00:03:58,370 you know, local legislatures and local governments 106 00:03:58,990 --> 00:03:59,469 can, 107 00:03:59,790 --> 00:04:02,134 pivot, and it's hard to anticipate what the 108 00:04:02,134 --> 00:04:03,835 next thing is going to be. 109 00:04:04,375 --> 00:04:06,715 So we have generalists, and then, 110 00:04:07,574 --> 00:04:09,354 hopefully, we'll talk about this. But 111 00:04:09,735 --> 00:04:12,555 we try as best we can to administrate 112 00:04:13,090 --> 00:04:14,870 to automate administrative functions. 113 00:04:15,569 --> 00:04:17,810 And so we have a combination of thinking 114 00:04:17,810 --> 00:04:20,209 about how we can automate administrative functions, what 115 00:04:20,209 --> 00:04:21,430 roles we do need 116 00:04:21,810 --> 00:04:22,310 to 117 00:04:23,649 --> 00:04:26,229 meet the regulatory burdens, and what those regulatory 118 00:04:26,289 --> 00:04:27,810 burdens are gonna do to our ability to 119 00:04:27,810 --> 00:04:28,709 deliver care. 120 00:04:30,504 --> 00:04:32,985 Yeah. Yeah. There's certainly you you mentioned, going 121 00:04:32,985 --> 00:04:34,425 back to the headwinds, kind of, you know, 122 00:04:34,425 --> 00:04:36,185 a lot that you're dealing with. I know 123 00:04:36,185 --> 00:04:38,345 a lot of systems are overall. Some are, 124 00:04:38,345 --> 00:04:40,185 you know, specific to a certain region. Some 125 00:04:40,185 --> 00:04:41,785 are can be specific to even a a 126 00:04:41,785 --> 00:04:42,685 certain system. 127 00:04:43,129 --> 00:04:44,970 In terms of just kind of the overall 128 00:04:44,970 --> 00:04:46,649 headwinds, do do you think it's one of 129 00:04:46,649 --> 00:04:49,209 the toughest times you've seen to to have 130 00:04:49,209 --> 00:04:50,889 so many challenges to deal with in health 131 00:04:50,889 --> 00:04:52,169 care, or do you kinda look at it 132 00:04:52,169 --> 00:04:53,930 as, you know, that just presents a lot 133 00:04:53,930 --> 00:04:56,089 of solutions that we can that we can, 134 00:04:56,490 --> 00:04:57,470 give to our community? 135 00:04:58,615 --> 00:05:00,154 It's probably yes. And, 136 00:05:00,615 --> 00:05:03,595 I don't think anything can compete compete for, 137 00:05:04,935 --> 00:05:07,975 challenges like the first year or the entirety 138 00:05:07,975 --> 00:05:08,795 of the pandemic. 139 00:05:09,254 --> 00:05:11,194 So compared to being in a pandemic, 140 00:05:11,899 --> 00:05:13,279 things seem more quiescent. 141 00:05:13,819 --> 00:05:15,120 But compared to, 142 00:05:15,819 --> 00:05:16,879 decades previous, 143 00:05:17,500 --> 00:05:19,259 it seems as though this is the most 144 00:05:19,259 --> 00:05:22,060 challenging time in health care, certainly from a 145 00:05:22,060 --> 00:05:23,519 hospital system perspective 146 00:05:23,899 --> 00:05:26,000 and certainly from an academic perspective. 147 00:05:27,654 --> 00:05:29,495 You mentioned having to do a lot of 148 00:05:29,495 --> 00:05:30,395 hiring currently. 149 00:05:31,254 --> 00:05:33,595 How else are you thinking about adding growth 150 00:05:34,214 --> 00:05:35,915 and value to your organization? 151 00:05:36,774 --> 00:05:38,555 Well, right now, we're thinking about 152 00:05:39,839 --> 00:05:42,259 how we meet patients where they are. 153 00:05:42,800 --> 00:05:43,939 So thinking about 154 00:05:44,480 --> 00:05:46,800 whether or not we need to have incremental 155 00:05:46,800 --> 00:05:47,699 bricks and mortar, 156 00:05:48,160 --> 00:05:50,879 what that is. As you know, for hospital 157 00:05:50,879 --> 00:05:53,360 systems, the majority of the business has shifted 158 00:05:53,360 --> 00:05:54,339 or is shifting 159 00:05:54,720 --> 00:05:56,395 from inpatient to to outpatient. 160 00:05:56,855 --> 00:06:00,074 And that sometimes is simply a regulatory definition. 161 00:06:00,455 --> 00:06:03,175 And frequently, it's an evolution of technology and 162 00:06:03,175 --> 00:06:04,855 science to allow things to be done in 163 00:06:04,855 --> 00:06:07,495 an outpatient environment. So we think about how 164 00:06:07,495 --> 00:06:10,910 we can virtualize care, how we can make 165 00:06:10,910 --> 00:06:11,410 synchronous 166 00:06:11,949 --> 00:06:12,770 care asynchronous, 167 00:06:13,389 --> 00:06:15,089 how we can digitize care, 168 00:06:15,470 --> 00:06:17,629 how we can bring technology to the point 169 00:06:17,629 --> 00:06:19,790 of care. So we really think about how 170 00:06:19,790 --> 00:06:21,970 we're gonna meet patients where they are, 171 00:06:22,350 --> 00:06:24,509 and that's both from a digital perspective, a 172 00:06:24,509 --> 00:06:26,129 virtual perspective, and a 173 00:06:28,235 --> 00:06:28,974 mortar perspective. 174 00:06:29,354 --> 00:06:29,854 What's 175 00:06:30,714 --> 00:06:32,014 one risk or investment 176 00:06:32,474 --> 00:06:33,854 worth making this year 177 00:06:34,474 --> 00:06:35,294 for your system? 178 00:06:36,154 --> 00:06:38,954 So if you do a search, however it 179 00:06:38,954 --> 00:06:39,935 is that you search, 180 00:06:40,314 --> 00:06:41,055 on what 181 00:06:41,560 --> 00:06:43,180 health systems are working on, 182 00:06:43,959 --> 00:06:46,360 AI is gonna come up 14 out of 183 00:06:46,360 --> 00:06:47,819 the top 15 things. 184 00:06:48,199 --> 00:06:51,160 And it seems as though it's AI, AI, 185 00:06:51,160 --> 00:06:52,939 AI, AI all the time. 186 00:06:53,639 --> 00:06:55,899 The reality is that in health care, 187 00:06:56,384 --> 00:06:58,224 or really in any industry, if you ask 188 00:06:58,224 --> 00:07:00,544 10 people what they mean by AI, you're 189 00:07:00,544 --> 00:07:02,245 gonna get 14 different definitions. 190 00:07:03,024 --> 00:07:04,784 The reality is for us that we've been 191 00:07:04,784 --> 00:07:05,685 doing AI, 192 00:07:06,704 --> 00:07:09,150 for the last decade plus. So we think 193 00:07:09,150 --> 00:07:10,290 about AI as 194 00:07:10,750 --> 00:07:14,689 rules based logic, machine learning, computational linguistics, 195 00:07:15,790 --> 00:07:17,730 lots of different things, including, 196 00:07:18,509 --> 00:07:20,430 generative AI, which is what I think people 197 00:07:20,430 --> 00:07:22,210 are referring to. So 198 00:07:22,735 --> 00:07:25,634 we are thinking about how we can take 199 00:07:26,095 --> 00:07:26,595 technology, 200 00:07:27,775 --> 00:07:29,154 information, and intelligence, 201 00:07:30,014 --> 00:07:31,154 including AI, 202 00:07:31,615 --> 00:07:32,514 and decrease 203 00:07:32,895 --> 00:07:34,995 the administrative burden on humans, 204 00:07:36,079 --> 00:07:39,300 to increase our ability to force multiply, 205 00:07:39,680 --> 00:07:42,000 and that's on every level, whether it's at 206 00:07:42,000 --> 00:07:43,139 the point of care, 207 00:07:43,519 --> 00:07:44,339 whether it's 208 00:07:45,360 --> 00:07:46,419 customer facing, 209 00:07:46,800 --> 00:07:49,459 or administrative automation on the back end. 210 00:07:52,654 --> 00:07:55,214 Kind of sticking with technology, where do you 211 00:07:55,214 --> 00:07:57,154 see the best opportunities for growth 212 00:07:57,615 --> 00:07:58,435 in the future? 213 00:08:00,574 --> 00:08:01,794 Broadly, it's intelligence. 214 00:08:02,175 --> 00:08:03,634 So it's it's automating, 215 00:08:04,569 --> 00:08:06,649 human tasks so that we can allow humans 216 00:08:06,649 --> 00:08:08,169 to do what only humans can do, which 217 00:08:08,169 --> 00:08:08,910 is adjudication, 218 00:08:10,009 --> 00:08:11,870 and, you know, certainly procedures. 219 00:08:12,649 --> 00:08:15,610 So that is where I think we're in 220 00:08:15,610 --> 00:08:18,810 an exponential time. It's really exciting. It's great 221 00:08:18,810 --> 00:08:20,574 for patients. It's created, 222 00:08:21,035 --> 00:08:23,375 regulatory hurdles and financial hurdles. 223 00:08:23,754 --> 00:08:25,035 But at the end of the day, it's 224 00:08:25,035 --> 00:08:26,235 the right thing to do, and it's the 225 00:08:26,235 --> 00:08:27,535 best thing for our patients. 226 00:08:29,275 --> 00:08:30,475 If you if you had to kinda look 227 00:08:30,475 --> 00:08:31,375 ahead and, 228 00:08:31,789 --> 00:08:33,549 you know, guess, you know, it'll take this 229 00:08:33,549 --> 00:08:35,950 much time so we're not dealing with so 230 00:08:35,950 --> 00:08:38,029 many headwinds. When when do you kinda see 231 00:08:38,029 --> 00:08:39,009 that on the horizon? 232 00:08:39,470 --> 00:08:40,129 I don't. 233 00:08:40,909 --> 00:08:42,370 I mean, I don't envision, 234 00:08:43,549 --> 00:08:44,289 a time 235 00:08:45,014 --> 00:08:47,654 59 years old, and I don't think in 236 00:08:47,654 --> 00:08:48,394 my career, 237 00:08:49,095 --> 00:08:49,995 we will have 238 00:08:50,375 --> 00:08:53,894 an administrative simplification or a regulatory simplification in 239 00:08:53,894 --> 00:08:56,455 health care. There's some basic blocking and tackling 240 00:08:56,455 --> 00:08:58,535 things, which makes sense, and it has worked 241 00:08:58,535 --> 00:08:59,754 in every other industry 242 00:09:00,149 --> 00:09:02,649 that has not come to fruition in, 243 00:09:03,350 --> 00:09:04,649 health care. For instance, 244 00:09:05,269 --> 00:09:06,009 the FDA, 245 00:09:07,350 --> 00:09:09,750 is antiquated in its approach and is not 246 00:09:09,750 --> 00:09:12,250 ready to deal with with AI. 247 00:09:12,709 --> 00:09:15,764 Hopefully, that'll change, probably not in my career. 248 00:09:16,565 --> 00:09:17,304 Same thing, 249 00:09:18,004 --> 00:09:18,504 with 250 00:09:19,285 --> 00:09:21,845 the CDC, the same thing with HHS and 251 00:09:21,845 --> 00:09:22,345 CMS. 252 00:09:23,125 --> 00:09:23,865 We are 253 00:09:24,325 --> 00:09:27,924 really have a regulatory entity that's based on 254 00:09:27,924 --> 00:09:30,825 nineteen nineties technology and nineteen nineties medicine. 255 00:09:31,360 --> 00:09:33,620 So that is where I'm hopeful 256 00:09:34,000 --> 00:09:35,460 that we get to streamlining. 257 00:09:36,240 --> 00:09:38,259 But if you think about 258 00:09:38,960 --> 00:09:40,019 what can be done 259 00:09:40,960 --> 00:09:41,779 via technology, 260 00:09:42,160 --> 00:09:43,779 there's really no reason 261 00:09:44,174 --> 00:09:46,414 that your primary care physician can't be in 262 00:09:46,414 --> 00:09:47,875 Albuquerque when you live 263 00:09:49,054 --> 00:09:50,195 in Austin, Texas. 264 00:09:51,215 --> 00:09:53,554 There's no reason why you can't have 265 00:09:54,014 --> 00:09:56,495 different specialists, especially in some of the more 266 00:09:56,495 --> 00:09:57,715 cognitive based specialties, 267 00:09:58,414 --> 00:10:00,600 across the country. But we still have the 268 00:10:00,600 --> 00:10:01,419 issue of 269 00:10:01,720 --> 00:10:02,220 local, 270 00:10:03,960 --> 00:10:05,580 credentialing, local licensing, 271 00:10:06,039 --> 00:10:08,679 insurance issues across state lines, those sorts of 272 00:10:08,679 --> 00:10:11,100 things. Don't does not make any sense. 273 00:10:12,134 --> 00:10:14,535 No. No. I agree. That's especially for just 274 00:10:14,535 --> 00:10:15,434 kind of routine 275 00:10:16,295 --> 00:10:18,375 checkups and and things like that, certainly can 276 00:10:18,535 --> 00:10:19,894 it can be done virtually, and we've kind 277 00:10:19,894 --> 00:10:22,054 of already proven that. Well, think about even 278 00:10:22,054 --> 00:10:23,355 things that are not routine. 279 00:10:24,054 --> 00:10:27,090 Think about some very complicated cancer care. 280 00:10:27,649 --> 00:10:28,950 So if you think about 281 00:10:29,410 --> 00:10:30,309 sub subspecialty 282 00:10:30,610 --> 00:10:33,410 cancer care, some of the diagnostics can be 283 00:10:33,410 --> 00:10:34,230 done locally. 284 00:10:34,690 --> 00:10:36,790 But having a sub subspecialist 285 00:10:37,730 --> 00:10:40,370 cancer specialist in a small town in a 286 00:10:40,370 --> 00:10:41,830 rural community is 287 00:10:42,524 --> 00:10:44,464 probably an a zero event. 288 00:10:45,164 --> 00:10:48,284 But by assimilating all those data, you can 289 00:10:48,284 --> 00:10:49,745 have centers of excellence 290 00:10:50,125 --> 00:10:53,004 that can essentially guide local care. And that's 291 00:10:53,004 --> 00:10:55,804 what the what we should evolve or aspire 292 00:10:55,804 --> 00:10:56,464 to do. 293 00:10:57,610 --> 00:10:59,129 That's fascinating to think about. I hope we 294 00:10:59,129 --> 00:11:00,730 get there soon. Yeah. I think that present 295 00:11:00,730 --> 00:11:02,889 a lot of great solutions for issues patients 296 00:11:02,889 --> 00:11:03,389 have. 297 00:11:04,089 --> 00:11:06,250 Last question I wanna ask you, doctor Zane. 298 00:11:06,250 --> 00:11:07,850 How have you evolved as a leader in 299 00:11:07,850 --> 00:11:09,929 your career? Have I evolved as a leader? 300 00:11:09,929 --> 00:11:12,269 Yeah. As a leader. I think that 301 00:11:13,264 --> 00:11:16,065 my style has changed, and I've become more 302 00:11:16,065 --> 00:11:16,565 adaptable. 303 00:11:18,065 --> 00:11:18,804 I've had 304 00:11:19,424 --> 00:11:21,684 infinity annual reviews from 305 00:11:22,144 --> 00:11:24,625 my bosses who have always said that my 306 00:11:24,625 --> 00:11:26,644 impatience is a blessing and a curse. 307 00:11:27,039 --> 00:11:29,220 And I think that I've become more patient 308 00:11:29,279 --> 00:11:30,019 as a leader, 309 00:11:30,399 --> 00:11:33,039 but I've become more deliberate as well. So 310 00:11:33,039 --> 00:11:33,539 focusing 311 00:11:33,919 --> 00:11:35,620 more and more on execution 312 00:11:36,160 --> 00:11:36,980 and output 313 00:11:37,360 --> 00:11:39,039 and holding the people that work for me 314 00:11:39,039 --> 00:11:40,580 accountable in that same vein. 315 00:11:41,644 --> 00:11:43,165 Well, doctor Zane, thanks for joining us on 316 00:11:43,165 --> 00:11:44,285 the podcast today. I thought it was a 317 00:11:44,285 --> 00:11:45,884 great conversation. I look forward to working with 318 00:11:45,884 --> 00:11:47,804 you again soon. My pleasure. Thanks for the 319 00:11:47,804 --> 00:11:48,304 opportunity. 320 00:11:51,085 --> 00:11:53,965 At athena Health, we know your ambulatory practice 321 00:11:53,965 --> 00:11:57,519 wants healthier, a healthier business, healthier care teams, 322 00:11:57,519 --> 00:11:58,659 and healthier patients. 323 00:11:59,120 --> 00:12:01,519 But the complexities of modern healthcare tech make 324 00:12:01,519 --> 00:12:03,519 it hard for you and your care teams 325 00:12:03,519 --> 00:12:05,220 to focus on what matters most. 326 00:12:05,519 --> 00:12:08,159 That's where athena Health can help. Our AI 327 00:12:08,159 --> 00:12:11,665 native all in one solutions reduce administrative burdens, 328 00:12:11,965 --> 00:12:14,845 streamline billing and payments, and deliver critical insights 329 00:12:14,845 --> 00:12:17,725 when clinicians need it most. That means fewer 330 00:12:17,725 --> 00:12:20,524 clicks, more time for patients, and stronger bottom 331 00:12:20,524 --> 00:12:21,024 lines. 332 00:12:21,725 --> 00:12:24,899 Practicing medicine is complex, but running a practice 333 00:12:24,899 --> 00:12:26,759 can be that much simpler with athenahealth. 334 00:12:27,460 --> 00:12:31,080 See how simpler is healthier at athenahealth.com.