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Would you like to exchange best
practices and ideas to improve care,

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enhance operational efficiency,

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and address financial
challenges with your peers?

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Becker's Healthcare is facilitating these
conversations at their eighth annual

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health IT digital health
and R C M meeting.

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You can check your
eligibility for complimentary
attendance at the link in the

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description. We are excited
to welcome you in October.

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This is Laura Dedo with the
Becker's Healthcare Podcast.

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I'm thrilled today to
be joined by Brian Shay,

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who's the Chief Information Officer
of Med One Healthcare Partners,

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as well as the interim CIO
at Lexington Clinic. Brian,

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it's a pleasure to have
you on the podcast today.

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It's a pleasure to be joining you.

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Now. I know there's a lot happening
right now in the healthcare space,

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and especially thinking about digital
transformation and technology and what

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role that can play within healthcare
operationally as well as clinically.

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But before we dive into my questions,

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can you tell me a little bit more about
your yourself and your background?

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Sure. Um, so as you said,
I'm, I'm Brian Shay. Um,

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I've been in it for about 30 years,
so been in it for a little while.

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Um, and about 20 of that
has been in healthcare it,

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and I've held various leadership
positions in healthcare. Um,

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it really, um, everything
from a CIO to a ciso to a cto,

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to a compliance officer. Um, but
really my background in healthcare,

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it has been focusing on kind
of digital transformation, uh,

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IT operations and in
compliance for organizations.

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Got it. Absolutely. I, I think that
makes a lot of sense. You know,

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and it's really helpful to think about
in, in, you know, from your perspective,

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when you look at where we're
at today in healthcare,

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what do you see as being some of
the biggest opportunities right now,

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as well as the headwinds
that you have your eye on?

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Yeah,

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that's a really good question
is healthcare kinda has
been evolving quite a bit,

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uh, especially healthcare IT
along along with that, um,

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I think some of the big opportunities
at the moment, of course,

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the big buzzword, you know, with chat
GBT and, and ai, I think, you know,

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when you kind of get through the buzz
words and the, you know, kind of the,

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the sales pitches around
chat GBT at the moment,

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I think a lot of it is gonna be focused
around how do you leverage AI actually

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operationally, you know, for your
organization in two, two ways. One,

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how do you, how do you leverage
to improve efficiencies in your,

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in your day-to-day operations?

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But then also how are you leveraging that
technology to provide differentiator,

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you know, better patient care type things.

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So I think there's gonna be a lot of
opportunities around how people are using

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AI with, in conjunction with data
analytics, uh, report generating,

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um, problem solving, all those kind
of things, I think are gonna be,

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see a lot more healthcare organizations
kind of, uh, dabbling in it, you know,

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more, more and more. Uh, there's gonna
be a lot more vendors, of course,

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that are gonna be offering up
different use case solutions for it.

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So I think that's gonna, this year,

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I think it's gonna be a
pretty interesting year, uh,

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when it comes to AI and see where, uh,

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the use cases really kind of
bubble up because, uh, as I said,

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it's kind of two pronged,
people are trying to figure out,

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like in our side as a, uh, consumer of
it, we're trying to figure out how to,

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how to leverage it to our
advantage. And of course,

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there's a lot of vendors that are looking
at how can they leverage it to have,

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um, you know, solutions that
they could provide to, uh, to us.

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The other big one, I think is gonna
be around, um, just continual,

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how do you find different ways
to provide patient care? Um,

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I think there's been a lot of
things on the news with, you know,

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Amazon making purchases of healthcare
organizations or partnerships,

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same with like the CVSs and, uh,
even Optum or UnitedHealthcare.

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So I think everybody's
trying to figure out how are,

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what are the different mechanisms in
delivering patient care? Let that be at,

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you know, hospital at home or, uh,
remote patient monitoring, you know,

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those kind of technologies.

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I think you're gonna see some of that
stuff continue to vet itself out,

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especially around, you
know, when Covid hit,

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telemedicine was kind of the
big hot topic, right? And
how do you do televisits,

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uh, if you're a provider and,
you know, if you're a patient,

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how do you make sure you could
see your provider, uh, you know,

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in your home or wherever?
I think, you know,

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that's kind of worked itself out a
little bit from telemedicine type, uh,

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video type visits and consultations and
things like that. But I think, you know,

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that everybody's still trying to figure
out, you know, how is that paid for, um,

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you know, from an insurance perspective
or, you know, how do providers get ran,

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you know, get re So that's
still kind of out there,

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a little bit of trying to figure it out,

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but I think you're gonna see that go to
the next level of all these different

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companies that are coming into the
mix that are actually technology type

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companies that are trying to disrupt
and figure out how to provide better

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delivery of care, um,
to, you know, to people.

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So I think you're gonna see a
disruption in our world from,

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from the health systems to the healthcare
providers on, on how that comes,

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comes into play. But I
think, you know, the,

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the whole care at home or care everywhere
is gonna continue to be a real thing.

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That makes a lot of sense and certainly
aligns with what I'm hearing from a lot

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of hospitals and health
systems. And like you mentioned,

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trying to figure out what virtual care
means and how they can get paid for it,

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what the reimbursement model is gonna be,

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and then how to efficiently and
effectively execute that, uh,

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from an operational standpoint as well
as clinical standpoint with their teams.

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Uh, and then what you mentioned on
AI is very interesting as well. I,

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I know that's been on the
tip of many people's tongues,

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especially in the last few
months. Um, and so, you know,

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when you look at both of those areas,

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how are you thinking about organizational
growth and development and adding

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value, um, when those are the
trends that are upcoming in,

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in really where we see healthcare
headed as being more digital,

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more technology enabled, uh,

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more space where technology and
data are becoming increasingly

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important within the organization?

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Yeah, so I think it's one of those things.

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If you don't think about it and you
don't embrace it and deal with it, um,

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you're gonna become irrelevant really
quick. Um, I think it's important that,

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you know, not only, you know,

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med One Healthcare Partners or Lexington
Clinic or any healthcare provider or

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really any organization,

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you need to focus on growth really
through innovation and strategic

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partnerships, especially in healthcare
partnerships. Uh, there's a lot of,

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you know, consolidations and,
and acquisitions and, you know,

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health, you know, health
systems are, uh, you know,

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their relationships to a partners
or vi you know, vice versa. It's,

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it's one of those things that
partnerships are gonna become critical,

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but I think every one of
those organizations have to
really look at, you know,

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their growth through
innovation. They're not just a,

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say a provider group or a hospital or
a clinic. You're almost a, you know,

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an IT company as as well.
It's a combination of,

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and I think not having
an understanding of those

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technology changes that are gonna be
occurring with, uh, the enhancements of,

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of AI and how that, what
that means with better

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business, you know, analytics or clinical
analytics, you know, information.

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If you're not doing that, you're
gonna be left behind in providing

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comparative care to some of
your counterparts. Right.
You know, and you know,

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what's the additional value add that
you continue to bring to the table?

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And if you're not leveraging some
of those technologies that are,

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that are coming out,
you will get, you know,

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you'll be coming
irrelevant or left behind.

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That's such a great point,

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and something I know so many different
industries are struggling with is

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applying this technology and figuring
out ways to make that transformation.

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Or from your perspective, when
you're looking at, um, you know,

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the best way to create not
only the technology change,

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but also the culture change on adopting
ai, on adopting innovation and really,

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especially in healthcare space, where
a lot of times there's been, you know,

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the culture around moving slow and being
more thoughtful about making any types

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of change. Um,

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how do you make that transformation on
the cultural side to really adapt to

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how fast technology is moving and how
quickly change needs to happen in the

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healthcare space?

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That's a great question too. Um, I,

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change management is always the
hardest part of, of anything. Uh,

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technology usually becomes the
easy part of, uh, of things. Uh,

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change is always of the part
that needs a little more finesse.

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It could take a little more time. I think
it's baby steps a little bit, right?

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I think you have to find those
quick wins within your organization.

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You have to tack it from multiple fronts.
So Chape GT for instance, you know,

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or just using that I
guess as an example, um,

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started even sharing that within some
of our organizations of just the,

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the basic use cases for it,
helping write, you know,

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policies or even job descriptions,
you know, for that matter,

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those kind of things that are
easy to understand, right?

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You are kind of more tangible and then
you keep taking it and notching it up a

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little bit to the next
level, right? Of, oh,

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they could understand that it could
provide this kind of information back to

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them, or maybe make their life
easier on how they're operating.

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Then you take that to the
next step of maybe, you know,

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report writing or looking up
certain information based on

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certain criteria out of a
database, right? So it's,

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you keep think taking those baby steps
and then it becomes more real for people.

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I think you definitely have to have true
business case, because right now it's,

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you know, very nebulous to a lot of people
of what is this? You know, you know,

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it's not like some magical thing,
you know, it's, but it's how,

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how do they use it in
their, in their world?

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And you have to make it
very real for them, right?

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So I think it's finding
specific business cases,

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showing how you get leverages technology
to improve, um, you know, their,

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either the information that
they're getting or improving their,

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making them more efficient
through operational improvements.

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I think if you could take those baby
steps in doing that, your adoption,

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you know, will, will be a lot better,
right? You're a lot easier to, uh,

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to roll something out
within the organization.

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That's so helpful to think
through and understand, um,

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really those core concepts and then the
steps to, to make it happen. Um, and,

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and, you know, along
those lines, I think, uh,

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as we've talked about a little bit today,

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there's been a lot of change
happening in healthcare,

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but a lot of organizations are
really faced with some tough times,

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whether it's staffing shortages,
financial challenges, inflation hitting,

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there's a lot going on within healthcare,

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but it's still important
to think about the future.

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And as we were talking about
earlier, making sure that hospitals,

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health systems, clinics, and
practices don't get left behind.

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So where do you see, is it,

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where is it important for them to
continue to make investments or take risks

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this year, even as healthcare resources
become more and more precious?

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Yeah, so resources, we're all kind
of fighting for the same resources,

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it seems like, um, let it be on
the clinical side or the tech,

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the technology side.

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And I think making investment
with the problem is gonna,

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and that's gonna continue to be, you
know, the trend for, for a while, right?

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I think especially when you start
getting into newer technologies that are

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coming into an organization.
So when we say investing,

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if I'm gonna invest into more
robust data analytics capabilities,

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for instance, and, and
leveraging ai, you know,

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I might not necessarily have
that skillset internally,

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and it might be hard to even find partners
that have that skillset that we need

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really, you know,

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leverage it because everybody's trying
to fight for these same, same resources.

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So, you know, I'd say from an investment
perspective, you need to find,

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you know, if, if you can't do it yourself,
which is difficult sometimes, uh,

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finding really good partnerships that
are out there that have expertise,

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you know, in, you know,

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machine learning or AI and figuring
out who can you partner with.

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As I go back to that statement earlier,

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it's a lot of it's about
building partnerships.

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So I think you gotta really find good
partners out there that have those

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resources available to you to actually
do something in a timely manner.

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Cause again, otherwise,

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if you're trying to build a lot of
this on your own and you don't have the

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funding or resources to bring
in that talent in house,

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you're going to have to
invest in external talent to,

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to help you move that ball forward with
it. I think that's something, you know,

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where that's gonna be investment there.

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I think it's also just trial and
error with certain technologies, um,

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figuring, you know, kind of figuring
it out a little bit as we talked about,

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you know, care at home or hospital
at home or remote patient monitoring.

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There's so many different technologies
that are out there right now.

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There's not a good, um, centralized
platform for a lot of these things.

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So there's a lot of startup companies and
a lot of different companies that have

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different pieces and parts. But pulling
all that together has really been, uh,

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difficult. But I'd say that
for organizations that are
trying to get into that,

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they gotta start, uh, investing and
trying it, trying different things,

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um, getting a better understanding
of how these things work, um,

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in some sort of kind of testing or
piloting cap, you know, capabilities.

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So I think there's gotta be some
investment there as, as well, uh,

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because if you don't do it again,
it's like, where do you start? Right?

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You know, and how do you get,
how do you get the ball moving?

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If if you're not consciously making those
efforts with those different things,

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I think again, that's where you'll,
you'll start to fall further,

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further behind.

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That's such an excellent point. And
definitely, you know, kind of looking at,

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as you mentioned, assessing
where you can really, um,

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most effectively and efficiently apply
some of these technologies in spaces

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where, um, you know, growth and
development will really add to, um,

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the, the bottom line as well
as thinking about, you know,

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where you need to be positioned to be
successful in the future is so critical.

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Um, before we wrap up our conversation,

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I was wondering if you could talk
a little bit about some of the best

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opportunities you're seeing, uh,

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for growth and development for yourself
as well as the teams that you're working

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with. Uh,

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what will it take in order to set
yourself up for success in the future?

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Yeah, I think the most critical thing
for organizations or individuals to set

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themselves up for future growth
opportunities is really, um,

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prioritization, right?

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So it's really gonna be as
a group prioritizing what
you're trying to accomplish

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and what you're trying to, to achieve.

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And then that way everybody is kind of
rowing in the same direction. Otherwise,

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if you don't set that first,

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you're gonna become very fragmented and
you're only gonna be able to go so deep

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into any one area of, of
focus. So for instance,

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you know, as a group, you might say, you
know, we want to invest and focus in,

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um, we really want to take on
telemedicine with an aspect of, uh,

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remote patient monitoring. Then you
as a group, at least you're focusing,

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you could go that
direction, or for instance,

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we want to use data to improve
patient quality or have some sort of

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metric, and then, then you
could dive into using, you know,

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what technologies are there, like AI
or, uh, machine learning or whatever,

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right? But at least
that way you're focused,

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and if you're focused on those type of
things and you're really prioritize,

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you're more likely to
accomplish those goals. Um,

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otherwise you could only go so
deep into any one direction.

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And with all the different initiatives
and technology that's, that's out there,

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uh, you could become almost paralyzed
and not making traction or movement

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in the area of growth through the
usage of technology because you're,

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you're too thin in any one area versus
really prioritizing and focusing as a

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group. So that would be my
recommendation for, for anybody,

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for future growth opportunities,

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is really make sure that
you're prioritizing as a
group, um, as an organization,

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and that you're all on that same page.

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Another excellent point. Brian,

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thank you so much for joining
us on the podcast today.

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This has been a really
fantastic conversation,

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and I look forward to
connecting with you again soon.

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It's so important for leaders at the
top of organizations to keep learning,

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00:16:05,650 --> 00:16:07,420
stay sharp, grow their networks,

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00:16:07,810 --> 00:16:10,940
help our audience better do this
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00:16:11,000 --> 00:16:14,940
and meaningful way. Becker's
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