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- This is the Becker's
Healthcare Podcast, created

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by the team of Becker's Healthcare,

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a multimedia company devoted to the people

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who power us healthcare.

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Four new 15 minute episodes
are released daily containing

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industry news analysis and
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healthcare decision
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Thanks for listening.
Now here's the episode.

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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 Sandra Bossi,

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senior Director of Care
Delivery Innovation at Hospital

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for Special Surgery in New York City.

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

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- Likewise, it's always pleasure
to speak with you, Laura.

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- Fantastic. Well, I'm looking
forward to our discussion

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because I know Hospital

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for Special Surgery is
such an innovative place

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and really on the cutting edge of a lot

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of what's happening in orthopedics

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in research and development.

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But before we dive into my questions,

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I was wondering if you could
tell me a little bit more

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about yourself and your background.

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- I, I, uh, started working
at HSS almost 10 years ago,

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and I started first in
the operations, uh, uh,

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and then for the past seven
years, I have, uh, been a member

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of our innovation institute,

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where I currently lead
the care delivery, uh,

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innovation vertical.

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And so in that role, I'm, uh,
responsible for the execution

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and management of a broad
portfolio of innovative, um,

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you know, enterprise strategic
healthcare initiatives

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that are founded on strategic operations

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and joint product
developments, uh, with the goal

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to promote healthcare value

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and scale, HSS, uh, world-class
clinical expertise globally,

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um, HSS

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or Hospital Specialist Surgery, um,

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the oldest orthopedic
institution in the country.

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It's been in existence for 160 years.

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So from very long tradition, uh,

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we are ranked number one
orthopedic hospital by US News

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and World Report for,
uh, 14 consecutive years.

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Uh, and we, uh,

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perform over 35,000 surgical
procedures annually.

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So that's the highest volume of hip

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and knee replacement
surgeries in the country.

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Uh, we also have the lowest readmission

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rates in orthopedics.

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Um, so innovation has always
been a part of our DNA and I.

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I, I'm, I'm very confident
that it has contributed, uh,

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to us become the leader in the field.

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Um, the global standard told
replacement was developed at

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HSS in 1969,

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and since then we have,

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we have been con continuously innovating.

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So I'm very, um, you know,
honored to be part of

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that innovation team, um,

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and lead the care delivery,
uh, innovation, uh, you know,

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where I spearhead the developments

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and commercialization

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of the next generation digital
robotic machine learning AI

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applications, but also computer vision

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and data analytics technologies

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and all of that with,
uh, really the ambition

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to create a real clinical products

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that will make an impact
in the lives of patients.

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- That's amazing to hear and,
and such great background

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and foundation that HSS has in,
as you mentioned, innovation

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and, and really forward thinking
for the orthopedic space.

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What are the opportunities

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and headwinds that you
have your eye on right now?

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I know healthcare has changed
a lot, especially in the last,

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you know, few years or so.

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Um, what's really kind of top
of mind for you right now?

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- Well, you know, being a, a,
uh, a, uh, a ser you know, uh,

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orthopedic institution

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and highly focused on
surgical, uh, procedures,

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I'm thinking from the innovation

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and technology development
perspective related

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to the surgical procedures.

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So I would say, um, robotic
is definitely an area

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that I'm interesting in
and that's expanding.

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Um, currently approximately 30%

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of our surgical procedures are
robotic or computer assisted.

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And that, that's a big change, uh,

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from only a few years ago.

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Uh, and I do think that
this trend will continue.

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Um, so, uh, I think it's
really important for us

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to stay ahead, uh, of those,
of these technological changes.

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And, um, uh, with that in mind, in 2021,

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we have created the, uh,
industry first innovation center

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for artificial intelligence in
robotic joint replacement in

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partnership with the MedTech
companies, Immer Biomed.

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And, um, so the goal of this
center is to, you know, uh,

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leverage HSSX clinical
of surgical expertise

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and clinical data to continue
to develop those, uh, uh,

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decision support tools that
can be integrated in robotic

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surgical processes, you
know, with the goal to, um,

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have better, uh, surgical outcomes.

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Um, so, um, I definitely see that as a,

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as a really big opportunity in the future.

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And, um, you know,

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but apart from just robotic procedures,

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like it's a whole ecosystem
that's associated with this, uh,

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uh, surgical procedure.

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It's also the question
of preoperative planning.

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We are developing technologies

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that can now really help
us better prepare surgeons

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and clinical teams for the
surgery, um, by using, you know,

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uh, machine learning and
ai, um, algorithms apply

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to the imaging to better, um,
you know, estimate the type

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and size of the implant
that needs to be used,

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the positioning, the
orientation, where the cut needs

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to happen, uh, so that we
can increase the chances

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of successful surgical outcomes.

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Um, at the same time,
we also have at HSS, um,

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I think that we are the
only healthcare system

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that has on our own
premise, uh, the 3D uh,

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implant printing facility,
like we can print on-premise,

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the, uh, a patient implant.

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Um, we, uh, that, that facility
was open in partnership

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with the European Med Tech company.

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Uh, we don't, uh, obviously
print, uh, implants

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for all our surgical patients.

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It's only for very complex cases, be

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because the processes takes
time and it's expensive.

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But, uh, for the very
complex revision cases, uh,

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this could be applied

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and it could help really, um,
improve the surgical outcome

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because you can imagine it's
really precision medicine, um,

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creating, uh, specifically
tailored, um, you know, uh,

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implant that's based on patients' anatomy.

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So all these initiatives
where we use technologies

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for better precision medicine around, uh,

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surgical procedures is really important,

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and I think it's going to
continue in the future.

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Now, uh, when you talk about
the headwinds, um, I think

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that, uh, when you are
working in innovation

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and when you are introducing
any new technology,

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particularly in healthcare,
um, you know, it requires, uh,

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um, a lot of evidence, clinical
evidence to be collected

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to prove that that protocol or technique

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or technology is better.

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So it takes time. And so you
need to have patients to, um,

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you know, to, and,

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and dedication to commit
to prove it over time.

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But at the same time, uh,
it requires reiterations

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and product development, you
know, cautious monitoring

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of the processes, review
of the results generation

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of new insights to improve
the technology further.

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So, uh, it's not like you are using a,

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a technology off the shelf
that you can easily deploy.

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Um, so it requires really
engaged stakeholders,

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engaged surgeons who are
willing to wrap their hands

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around those new technologies

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and contribute to their
for further development.

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And that's not easy to
do in an environment

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that we know is already, um, you know,

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there's a lot of burnout.

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So in other words, finding extra time

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for innovation in a healthcare
setting may sometimes

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sounds a, as a luxury.

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And I would say that's maybe
the biggest, um, headwind

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or hurdle for innovation.

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- That's fascinating to hear,

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and certainly as you mentioned,
you know, it's so important

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to have that eye for the future

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and understand what that
investment in thinking about

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innovation could mean, um, going forward.

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And in that vein, how are
you thinking about growth

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and adding value to hospital
for special surgery, um,

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in the future over the
next year especially?

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What does that look like for you?

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- Yeah, um, I think over,

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over the past decade we've seen
in the healthcare landscape,

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uh, healthcare landscape has undergone,

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you know, substantial changes.

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And we've seen non-traditional
players entering the sector

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and, uh, driven by a commitment
to become major healthcare

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providers and transform the industry.

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Uh, I think for healthcare
systems to sustain growth, uh,

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we must, uh, I think adopt
a creative approach to the,

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our growth models.

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And, uh, I think that,
uh, that can be possible

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through strategic partnerships

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and, uh, the development of
the capabilities that may be

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outside of our traditional
scope of responsibilities

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and more so than just having
like geographical expansion.

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I think it's really important
that we, uh, enhance the, uh,

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care delivery models,

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and I think that the technology
can really help us, um,

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help us in, in, uh, in that, uh, space.

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So I would say, you know,
partnering with industry

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for innovative care, uh,
delivery models will be key.

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I think finding the ways

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to commercialize our clinical
expertise and know-how

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and monetize it is also an
additional, uh, opportunity

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to create revenues and, and, and,

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and, uh, additional
revenue streams and grow,

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but also, uh, leveraging the
clinical data that we have

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for the medical research

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and the future development of those, uh,

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cutting edge technologies
can really contribute

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to both the medical progress

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and for, um, for, for the growth
of the healthcare systems.

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So I would say, you know,
in a, you know, a blend

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of strategic partnership,
innovative capability buildings

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and leveraging of
technology, uh, will be key

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to remain a competitive in the new, uh,

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healthcare landscape.

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- Well, that's great to hear.
It makes a lot of sense,

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especially when you think about, you know,

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how quickly things are changing.

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I can imagine having the right partners

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and, um, people in the right spots

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to really drive innovation
and, and be flexible

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and nimble more than ever before.

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Um, mm-hmm, <affirmative>
could really make

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a big difference.

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- Yes, definitely. Mm-Hmm, <affirmative>.

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- Now I know, you know,

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it's been a challenging few
years here with the pandemic

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and then some of the other
headwinds, staffing shortages,

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many health systems we're
dealing with as well

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as financial issues.

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Um, but from your perspective,

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if you were looking at innovation
and, you know, a hospital

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or health system had
maybe limited resources

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to really put into it, what
do you think is one risk

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or investment that's really worth making?

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Um, if you're thinking about, you know,

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what is gonna be essential going forward?

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- Uh, I, I think that's,
that's, that's a really, uh,

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you know, <laugh>,
that's a great question,

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and I would say it's, um, building the,

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the data-driven, uh, culture.

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Um, I will explain why I think
that I think it's, it's a,

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it's a very, uh, it's a risk.

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If we are not doing it in the future, uh,

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it's definitely an investment,

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but if we don't do it, I think, um,

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there's a huge risk associated with it.

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I think in the same way

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as over the years we have
been promoting the culture

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of excellence, the culture
of innovation, the culture

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of like the highest quality, et cetera.

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I think that, uh, promoting
data-driven culture, the,

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the culture where decisions
are made based on the data, uh,

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is, is really important
for the healthcare systems.

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And, uh, and so what does that mean?

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That means, you know, promoting
the culture of data literacy

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among, you know, within our staff, uh,

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but also, you know, for the
future, uh, science development.

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And when I say that I don't
think like, you know, uh,

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you know, collecting
and, and storing the data

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and creating unnecessary
data repositories, uh,

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for the data collection,
uh, sake, how can data be,

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uh, leveraged best

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for clinical meaningful clinical
applications and, uh, and,

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and help us further provide
not only like streamline,

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streamline our processes,
make us us more efficient,

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which we will need to be,
be to be able to, with,

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with all the, you know,

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financial pressure on the
healthcare systems with, uh,

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staffing issues, et cetera.

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We will need to rely on,
on, on those technologies

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that rely on data for
streamlining our operations,

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but also for further,
um, clinical research

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and for, uh, development
of precision medicine.

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And at HSS in 2021, we have,
uh, you know, it was a part

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of our strategic initiative.

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We have created a center for

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of analytics modeling and performance.

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And that is responsible
for, um, all our ne needs

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for data, infrastructure,
resources, analytics, that's going

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to support our strategic, uh, roadmap.

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So, um, I, I really think, uh,

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that the healthcare systems
in the future should, uh,

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invest in their, their,
um, data-driven culture.

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- That makes a lot of sense.
And, you know, I love that idea

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and that mindset of being so
focused on the data, being able

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to bring everything in one spot

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and provide the right information

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to the right people in order
to really improve care and,

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and how processes are implemented.

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Sandra, thank you so much

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for joining us on the podcast today.

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This has been really a fun and,

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and very interesting conversation,

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and I look forward to connecting
with you as again soon.

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And I know you'll be at
our, um, events next year,

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live events, C-E-O-C-F-O, round table.

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Um, I had the pleasure of
having you on a panel in 2023,

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and I'm really excited to
see you there again in 2024.

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- Thank you, Laura. Thank
you for the opportunity,

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and I love, uh, enjoy
the, uh, Becker's events.

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So looking forward to the
next, uh, encounter next year

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- Is so important for leaders
at the top of organizations

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to keep learning, stay
sharp, grow their networks

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00:14:28,225 --> 00:14:30,765
to help our audience better
do this in a more simplified,

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personalized, and meaningful way.

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00:14:37,805 --> 00:14:40,085
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00:14:40,105 --> 00:14:43,005
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00:14:43,005 --> 00:14:47,845
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