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The most important health care decisions don't happen

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in isolation.

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They happen when leaders come together.

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Becker's sixteenth annual meeting brings together more than

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3,500

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hospital and health system executives this April in

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Chicago.

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With 800 speakers from Ascension,

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Cleveland Clinic, CommonSpirit and more, the conversations get

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real. Leaders will share how their scenario planning

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for policy shifts, breaking through value based care

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barriers, and building clinical teams that translate

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This is Laura Dirda with the Becker's Healthcare

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podcast. I'm thrilled today to be joined by

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doctor Nari Hashmati, chief physician and operations executive

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at Lee Physicians Group in Fort Myers, Florida.

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Doctor Hashmati, it's a pleasure to have you

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on the podcast today.

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Thanks for having me.

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Absolutely. Now I'm excited for our conversation because

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I know there's so much happening in health

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care right now and and particularly, you know,

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for physicians and clinicians. It's just been a

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particularly,

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interesting couple of years and then, you know,

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will continue to be a lot of evolution.

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So, I'm looking forward to getting your perspective

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on all of those things. But before we

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do, can you tell us a little bit

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more about yourself and lead physician group?

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Yeah. Yeah. So, Narayesh, Mani, I'm an OBGYN

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by training.

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I am the chief physician operations executive for

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Lee Physician Group. We are a 1,300

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plus,

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clinician

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group,

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based down in Fort Myers. We're at a

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100 different outpatient sites, and we are part

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of the Lee Health System,

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which is a five hospital, four adult, one

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children's hospital system down in Southwest Florida.

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Awesome news in here. And, you know, what

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a huge,

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population that you're accountable for and group that

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you have. I mean, that's incredible and impressive

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to think about. Now, you know, when you

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look at the last year or so, could

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you tell me about initiative that you're most

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proud of? What did you do, and what

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were the results?

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Yeah. I mean, it's really hard to pin

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down one initiative because I feel like in

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health care, we're getting pulled in so many

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directions. There's so many deliverables that we're having

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to do. You know, I I think, ultimately,

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if I had to choose one thing, it

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always comes down to patient care because we

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do this to make sure we take care

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of patients.

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And, you know, we took a look at

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our patient population. And we're starting to have

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a lot more chronic disease management programs. How

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do we keep people healthy? How do we

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move from just acute episodic care to you're

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sick and you come in, to how do

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we fully manage your care to avoid you

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coming in necessarily for hospitalizations or things like

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that? Doctor. David Trainer (zero twenty three:fifty seven):

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And, you know, one of the big targets

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out there is diabetes. So we took a

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look at how many patients saw us who

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had type two diabetes and who didn't have

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good control when you check their hemoglobin A1C.

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And we designed a program

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where we reached out to patients, got them

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enrolled, set them up with a dietician for

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counseling, talked about exercise,

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walked through how do you manage your diabetes,

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how do you check your blood sugars, all

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those things that we just assume

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take place,

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but we really wanted to hammer those down.

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And then we connected them with a clinical

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pharmacist,

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to try to get rapid management of medications.

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You know, what we ended up seeing is

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the first three, four hundred people we've enrolled

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in this, we've, we've reduced their hemoglobin A1Cs

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by an average of about 1.7.

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And that's a huge number.

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And so we were really happy about that

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because, you know, we try to translate the

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things we do into the impact they have

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on our communities.

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If you take a look at the data

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out there,

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that kind of a reduction in hemoglobin a

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one c in a poorly controlled diabetic

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probably adds two, three years to their life

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expectancy. And so, you know, that's an important

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thing for us. We just we just passed

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the holiday season. And so that program allowed

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a couple 100 peoples to potentially spend three

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more holidays with their families.

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Oh,

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that's amazing to hear. And, you know, really

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important when you think about it that way

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and you look at the actual impact on

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patients and their lives and and the families

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that,

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you know, are able to spend more time

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with them. I love that kind of as

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a measurement and the metric to really tell

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the story of what health care is trying

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to do.

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And, you know, it's really interesting to have

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that kind of focus and build this program,

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in order to better manage,

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patients with diabetes and, some of those chronic

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care issues. So I think when you were

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setting up the program,

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you know, how did you do that,

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and what, you know, really did you learn

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throughout the process, especially for other organizations that

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might be wanting to try to do something

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similar or see a similar need within their,

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communities?

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Yeah. Yeah. You know, I I think one

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of the things we just have to take

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a step back and look. You know, often

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when you look at worldwide rankings,

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people will comment that there are areas of

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the world that provide better health care than

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The US. And I would push back on

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that. I think we have some of the

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greatest healthcare and some of the greatest advancements

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in healthcare in The US of anywhere else

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in the world. I think the challenge we

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have is healthcare systems are complicated. They're hard

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to navigate.

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And so, you know, we see that every

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day I get texts, phone calls from friends,

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neighbors, colleagues, and they've got something, and they

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wanna know how to navigate that. And so,

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you know, a lot of this started from

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saying, let's look at it from a patient

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lens. If you are a type two diabetic,

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why would you not have control?

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What are all the things that you've gotta

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do to get control? And how do we

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make that easy? And how do we do

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it? And, you know, when we started looking

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at this, we we said we're not gonna

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have any any preconceived notions of how things

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were done, meaning we don't want any barriers.

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Just let's design what would be the easiest,

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most accessible to get those improvements and outcomes,

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and then let's see if we can do

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it.

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And, you know, when you really when you

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parallel it, if you think about it, it's

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been a very long time that we've had

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coordination of care in cancer centers around the

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country. And the thought is,

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cancer

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is a stressful, difficult diagnosis. It's hard to

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manage all of your appointments, all the things.

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But following those care pathways is really critical

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to getting a good outcome. So what do

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we do? We set up your appointments with

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your different specialists on the same day in

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the same location. We have care navigators that

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help you manage it. That's the exact same

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thing we did with the diabetes program. We

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basically looked at it and said, what are

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all the steps? What does the evidence say

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is gonna give us the best outcome? And

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then how do we make it on autopilot?

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So it's very easy to access. So you

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don't turn around as a patient and say,

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who am I calling? What am I doing?

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I can't remember if I have to do

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this. We just made it simple. And I

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think that's a good lesson for us to

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learn in this program for other systems to

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learn about any program. We can really go

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a long way if we just make it

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easy for patients

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to access the programs that we've got.

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I love that. I think it's so simple,

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but so critical and and something that, you

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know, any organization

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can do as they're thinking about how they

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wanna expand that access point and and really

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make those improvements. So, thank you so much

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for digging a little bit deeper there. Now

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looking ahead for 2026, what are some of

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the priorities and headwinds that you're focused on?

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Yeah. Yeah. You know you know, as I

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started early on, I think for us and

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many other systems, we're kinda getting pulled in

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a lot of directions, and there's a lot

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of expectations.

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But it's good because I think the outcomes

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of those are gonna really improve the quality

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of care delivery.

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You know, on one hand, you know, we

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just talked about a disease management program. I

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think we've gotta do a lot more of

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that.

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As a nation, the expectation is that we

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are moving more towards chronic disease management or

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keeping people healthy. So I talked about a

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diabetes program. Well, what about hypertension? What about

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COPD? What about CHF? What about weight loss?

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So those are all things we've gotta put

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in place, and we've gotta make it easy.

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You know, the other part of it is,

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you know, the big buzz out there, IT,

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what's all the AI solutions? So there's a

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lot of products out there. We enrolled and

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brought online AI scribes last year, and it's

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been a phenomenal hit among our docs. We're

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exploring, I don't know, thirty, forty different solutions

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right now.

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And, you know, you really have to look

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at, you know, what's gonna be the game

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changer? What's gonna improve care versus what's kind

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of the fad that's an overlay of AI

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over something that's just already there? But I

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do think systems are gonna have to incorporate

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that in order to provide the highest level

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of care.

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And then, you know, when you look at

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it, we've gotta figure out how do we

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retain our docs? How do we fruit?

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How do we improve that clinician wellness and

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that experience?

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That has been a major focus for us.

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We actually created a new role, a clinician

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liaison,

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experience individual who really is heading up our

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effort. How do we make sure that

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our docs, our APPs

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find this as the best place to work?

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We've got a survey that we're partnering with

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the AMA on this year that's gonna really

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dive into that that we want really honest

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feedback of what can we improve.

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And, you know, I think some of my

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colleagues around the country will think we're crazy

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when they hear this part. You know, when

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we say we wanna commit to being the

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best place to work, we we go as

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far as,

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our senior leadership gives out our personal cell

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phone numbers to our clinicians.

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You know, I I don't get calls at

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all hours, of the day and night and

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the weekends, but it lets them all know

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they can reach us. We can't always solve

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every problem, but we at least can be

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there to listen so that they know that

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we care about it. And we're gonna do

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everything we can to make things as as

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improved as humanly possible.

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I love that. I mean, I think it

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really brings that human, connection into the leadership

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role and how you can really make sure

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you're there to support folks is not just

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a mantra, but actually something you're living out.

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And so,

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you know, great to hear that it,

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again, is something that, you know, is very

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simple, but can really make a big difference

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for clinicians who are going through a lot

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right now. And as you mentioned, you know,

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something that is so, so important to building

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the right team and and, retaining a great

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workforce.

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Now what do you think the hardest thing

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that you're going to have to do next

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year will be?

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You know, I I think recruitment is really

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gonna be it, because

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for a lot of things, we can take

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a look at the systems we currently have

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in place. And, okay, you know, how how

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do we have we've got smart IT people.

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We've looked at these solutions. What's gonna help

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us? What's not? You know, we've got all

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the pieces for these chronic management programs. How

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do we do that? But ultimately,

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the clinician workforce is shrinking out there.

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The number of physicians for the population

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is is getting less and less. And so

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that's a true challenge. And so that's gotta

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be a huge, huge focus because if we

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don't have people here to take care of

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our patients,

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then we're not gonna be able to deliver

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that care. And that's why that is that

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is just a massive focus for us. And,

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you know, I I can tell you a

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lot of our approach on it. I remember

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when I was freshly out of residence, I

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was trying to think about where to go.

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You've got the things. Is this a place

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that I want to stay long term?

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What are the things? Are people happy there?

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Are they not happy there? Am I getting

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paid fairly?

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And, you know, we've got processes in place

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now to make sure all those check marks

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are there. But something when I get the

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opportunity to sit down with potential new recruits

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who wanna join us, I tell them, look,

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here's the comp plan, but I'm committing to

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you that we're always gonna pay out or

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above market

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pay. Here, let me tell you about what

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the work life experience here is. But, again,

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here's my cell phone number. If you get

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here and there's something that's just not working,

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that's not what you thought it was, I

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don't want you to become frustrated and leave.

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I want you to call, and let's talk

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about it, and let's figure out a way

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to make it better.

331
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Wow. That,

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is really cool to hear and definitely seems

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like it would be, you know, music to

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the ears of many clinicians as you you've

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mentioned who are trying to find the right

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place to build their career and build their

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practice

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and make a difference in the community.

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I think, you know,

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obviously, over time, and every generation has a

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little bit of a different, desires and needs

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as they're coming in the workforce. But,

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you know, when you're looking at that recruitment

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right now and and trying to bring in

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additional clinicians, is there anything that you've noticed,

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you know, is more and more something that,

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clinicians who are coming into the workforce today

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are looking for and wanting a a great

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workplace?

350
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Yeah. Yeah. You know, I think, number one,

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what has not changed in health care, people

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wanna know that they're able to do the

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right thing to take care of patients without

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barriers,

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and they wanna be happy where they're working.

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That hasn't changed. And so I think that

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has to continue to remain a major focus.

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But the other thing is, you know, a

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lot of physicians coming out today,

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they may have different work life balance needs,

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different desires than we've seen in prior generations.

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And systems have to have flexibility for them.

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And so you don't want to approach it

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with a very rigid approach and say, look,

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this is the rule, and it's going to

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be the same, and we're not going to

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adapt it at all.

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You know, there is a lot of flexibility.

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You know, if somebody tells me, look, I

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wanna start later in the day because I

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wanna be able to drop my kids off

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at school and I'm willing to work later

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in the day, fantastic.

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You know what? That probably provides access for

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patients who wanna come in the afternoon because

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I probably have somebody else who wants to

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do the reverse of that schedule. And so

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I think it's really critical to have the

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flexibility and just know what are the places

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that we can adapt roles

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so that we can meet somebody else's needs

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while continuing to provide high quality patient care.

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Doctor. And I mean, I think in our

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boat, it seems like it's working. We added

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something, I think it was about 200, two

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zero eight clinicians in the last twelve months.

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We anticipate adding another two or 300

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multi specialty.

389
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You know, we've been able to recruit some

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of the best talent, you know, among neurosurgeons,

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advanced GI docs, or just highly effective primary

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care physicians.

393
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That was impressive to hear. Like you mentioned,

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something must be working, you know,

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to bring in those types of numbers and

396
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and really make a difference in terms of

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access to care for the community. So that's

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amazing. Before we wrap up here, I wanted

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to touch a little bit more on growth.

400
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Where do you see some of the best

401
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opportunities over the next year or so,

402
00:13:55,904 --> 00:13:57,925
to to really continue growing the organization?

403
00:13:58,865 --> 00:14:01,024
Yeah. Yeah. You know, I I think when

404
00:14:01,024 --> 00:14:02,559
you take a look at where we're situated

405
00:14:02,559 --> 00:14:05,440
in Southwest Florida, a very large portion of

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the community there really trusts us with their

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care.

408
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I think we've got an ability to expand

409
00:14:10,559 --> 00:14:12,960
out to other regions of Florida as we

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00:14:12,960 --> 00:14:14,204
take a look at it. And I think

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we've got a great care model. We we've

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got a good model that balances work life

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balance that people wanna join. And I think,

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00:14:20,524 --> 00:14:22,365
you know, the sky's the limits there. So

415
00:14:22,365 --> 00:14:24,845
it's really hard to say, hey. You know,

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what's gonna happen in three years or five

417
00:14:27,084 --> 00:14:28,920
years or not? I think what we're gonna

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see is we're gonna see we health system

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grow significantly because we're gonna continue to put

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patients first. We're gonna continue to put our

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clinicians at the forefront of how we're doing

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00:14:38,360 --> 00:14:40,679
it, and that equation seems to be paying

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off.

424
00:14:43,805 --> 00:14:44,305
Amazing.

425
00:14:44,764 --> 00:14:46,285
Well, thank you so much for joining us

426
00:14:46,285 --> 00:14:48,445
on the podcast today, doctor Hashmati. I think,

427
00:14:48,524 --> 00:14:50,925
you know, I really truly appreciate your perspective.

428
00:14:50,925 --> 00:14:53,004
This has been an inspiring conversation for sure,

429
00:14:53,004 --> 00:14:54,445
and I look forward to seeing you as

430
00:14:54,445 --> 00:14:56,450
well at our annual meeting. I know you'll

431
00:14:56,450 --> 00:14:58,850
be, speaking with us in April, and so

432
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I'm looking forward to learning more from you

433
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and continuing this conversation.

434
00:15:03,089 --> 00:15:04,789
Thanks a lot. Thanks for having me.