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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 RCM meeting.

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You can check your eligibility for
complimentary attendance at the Lincoln,

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the description. We are excited
to welcome you in October.

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

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I'm thrilled today to be
joined by Dr. Ash Goel,

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senior Vice President and
Chief Information Officer
at Bronson Healthcare Group.

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

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The pleasure is mine. Thank you.

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Now, I know we have a lot to talk about.

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There's so much happening in healthcare
and technology is moving so quickly.

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But before we dive into my questions,

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can you tell us just a little bit
about yourself and your background?

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Yeah, absolutely. Um,
hello everyone and, uh,

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thank you for the opportunity
to be on this podcast. Uh,

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a little bit about me. I am, uh, a

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now ancient, or at least I used to
think that I would never get there,

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but now getting there, uh,

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physician executive that has been
in healthcare for about 25 years

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and in leadership roles in
the C-suite for the last

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15 years,

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primarily working on
strategic investments,

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opportunities around consumer innovation,

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looking at technology as
a mechanism to deliver

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better care more
efficiently to the patients

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throughout, not just the US
but also across the world.

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I've had the fortune of, uh, working
in three different continents,

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uh, as a clinician and as
a physician leader as well.

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In this last role that I
currently am in, I lead,

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uh,

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the technology innovation analytics and

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the wider spectrum of, uh,

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consumer and digital strategy
for the organization here in

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southwest Michigan, which, uh,

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serves about 12 counties and
we are continuing to grow and

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very proud of the work that
we do in this, uh, arena.

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Well, that's fantastic to
hear and definitely it seems
like a great mix of your

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expertise to be focused on, um,

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the technology and in patient care
as well as the patient experience.

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And I'm so interested to hear more about
that and what you're doing at Bronson.

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So, you know, when you think
about, uh, where you're at today,

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what are some of the opportunities
that you're excited about as well as

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headwinds that you have
your eye on right now?

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I think headwinds always create
new opportunities, right,

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which is where I thrive.

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I would start with the broader
concerns that are bound around

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us, which is just where we
are at in the economic cycle,

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and we all hear words
around recessions looming.

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The performance of the markets
is getting challenging and more

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volatile to predict, and certainly
the geopolitics is not helping.

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And that trickles down into healthcare.

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When most of healthcare came through in a

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remarkably positive way
through the pandemic,

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I would argue that the
reverberations of the various

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impacts of the pandemic are still
being felt throughout the healthcare

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ecosystem, uh,

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certainly in the us And
that has been creating a

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significant challenge for all healthcare
organizations, including ourselves,

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where we are seeing
narrower operating margins.

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We continue to struggle with, uh,

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resourcing and managing
to keep up with the volume

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of the work,

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whether it is because of pent
up demand from clinical care

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that was not delivered,

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or new expectations around the
clinical care or in general,

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the ability of people in the
clinical and non-clinical

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spaces in hospital operations to be
able to do their jobs effectively.

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These all have created
tremendous amounts of,

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uh,

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challenges and at the same time
created multiple opportunities

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for asking the question of how
we can do things differently.

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I think I'll point out one
other thing along the way,

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which is something that perhaps in
short spans of time we don't recognize,

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but in the longer term, we uh,

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always think about from hindsight that
this could have hit us in the face

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and we would know better to
recognize it during that time. And,

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and that's about consumer
or societal expectations.

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Healthcare has been a
laggard in adapting to that

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change. Uh,

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partly because we are always beholden to

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the regulators and the traditions
of healthcare delivery. Uh,

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we end up moving slower than what our
patients and our consumers want us

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to, and that's where the
opportunities come in. You know,

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you think about the world of, uh, retail,

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you think about the world of social
media where the here now is so much

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more salient for us, and we
still keep thinking about,

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uh, how we deliver care from the 1980s,

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1990s model.

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The generational shift that is happening
is producing these opportunities

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that I can talk about here, uh, towards
the later part of this podcast to,

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uh, to answer your questions.

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Oh, fantastic. And you know,

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I think all of those things you mentioned
are really important and it is just

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interesting to, uh, keep in mind how you,

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from the technology leader can really
have an impact on all the different

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departments and, um, organization
patient care, connecting with patients.

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So it's exciting to see how the technology
is evolving as well as the thought

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process around what the IT leader does.

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So given all those challenges
that you just mentioned,

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how are you thinking about
growth and development,

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especially adding value
to Bronson going forward?

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What does that look like for you and,

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and how can you really position
yourself to, uh, you know, put your,

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add that value that's gonna
be meaningful in the future?

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Yep. Uh, I, I think if
I had a crystal ball,

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I would say I know the answer to that
one, but I have an idea of what I think,

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which ties back to the, uh,
headwinds that we talked about.

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Uh,

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I think for us to focus on how we can

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more effectively and efficiently meet

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our consumer base needs and
their changing expectations

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is where the opportunity
for growth comes in.

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And to me,

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that is about investing in
platforms that allow for

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delivery transformation,

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which focuses on the consumers
and the caregivers that

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take care of the patients that come to us,

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or more importantly,

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we are thinking about or should be
thinking about how we go to them.

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Uh, I, I use a paradigm of, uh, proximity,

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which is something that I'll take
a leaf out of the pages of business

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management and just say it's
about predicting demand before

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demand is created and meeting
the demand where it is needed.

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So it is about going proximal, going
closer to where the demand is generated.

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And for us,

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that means continuing
to use the disruption of

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technology to provide for
efficient delivery of care

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where people need it
or where people wanted.

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That may be, for example,
in the primary care space,

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simply in understanding are
we taking care of patients

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in the best circumstances, uh,

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on a regular basis,

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how many of our patients are
being seen in preventative

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care versus acute care? And how
are we managing chronic diseases,

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whether we are using tech
platforms to predict outcomes

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or leveraging existing
technologies to deliver

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those, uh, care opportunities
in patients homes.

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Uh, it can also be in the acute
care side where we look at

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continuation of the journey of tying
things together for patients and

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caregivers to optimize how the
care is delivered. You know,

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we still have lot of
opportunities for, uh,

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both efficiency because we
have waste and also errors in

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the system. And an example of that,

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most recently for us was
we invested in provision of

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a very, I'll call it dated technology,

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but something that I know
is not being done, uh,

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in the majority of the
health systems is barcode med

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administration in the OR
suites where anesthesiologist

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do not use the standard
method of verification of

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medications, uh, which is used everywhere
else throughout the health system,

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right? That's a simple
example of improving quality
using integrated technology

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or giving people a view into their data

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during the acute care visit,

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whether it is knowing where
their next appointments are,

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knowing what medications they
are on or for the providers

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to better understand if there is, uh,

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change in acuity of the patient
to give them prediction scores.

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And then also spending a lot of
time investing in efficiency tools

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for people so that we can
minimize wasteful clicks

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and integrate data in a way that gives
the right information at the right

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time to providers,
nurses, and other staff.

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We've seen a wholesale
shift in reduction of,

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uh, fixed devices.

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We started taking an
approach of a multi-channel

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user facing experience
in our employee space,

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which is where we want to give staff one

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device that should do almost all
of their work, if not all of it.

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It should be their phone, it should be
their pager, it should be their, uh,

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barcode scanner. It should be also
their documentation device for

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especially nursing where they are

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a very busy, and b also intensely,

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uh, spending time on computers trying
to document the care that they give.

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So those are the things that we
are working on in the tech arena.

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You know, it's about changing our
approach to the platform that the pro

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that the different employees use
and also changing the experiences,

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uh, for our patients so that they have
access to more information and they have

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ability to, uh, view, uh,

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what is happening with them for them,

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not to them.

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I love that. I,

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I think that's such a great mantra and
definitely something that can guide any

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time type of initiative and, um,
investment that you're all making.

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And to that point, you know, I,

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I know as you were talking
through some of the challenges,

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healthcare resources are certainly
scarce and valuable within the

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organization. So with that in
mind, how do you approach, uh,

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thinking through moves
that you still wanna make,

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investments that are still worth making,

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even in a somewhat challenging financial
and and resource scarce environment?

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We guide ourselves through centering on

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what is the highest best use
of people's time and highest

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best use of technology and investments,

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capital and otherwise into
the technology platforms by

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really looking at what
the best alignment to

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organizational strategy would be.

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And that goes upstream to planning
and influencing what that strategy

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looks like. Now we have four, um,

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pillars that we design
over a strategy around.

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One is around people that is
employees and patients and

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their experiences.

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Second is around our ability to deliver,

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uh, transformative care.

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And that's measured
through quality of care

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and ability to create high reliability

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organizations as we deliver that care.

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The third pillar is around, uh,

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fiscal stewardship and growth.

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Are we growing in the right areas and are
we investing technology to support the

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growth in the right areas?

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And are we producing
efficiency in how people

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are able to deliver the
care that they need to do?

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And then the fourth thing,
which has been the biggest, um,

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opportunity for us in the last
three years, pandemic driven,

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or perhaps even otherwise market driven,

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is around increasing access for people.

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Cause we are so overwhelmed

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by our capacity to be able
to produce the kind of

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value that our patients need,

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we end up getting backlogged and
even sometimes providing basic

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care to our patients. We
had there for a while,

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significant deterioration in
our numbers as it relates to,

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you know, the next available
appointment or the time to seeing a

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doctor in the ED or things like that.

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We've invested a lot in

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creating capacity optimization in our eds,

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our patient throughput in our hospitals,

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in our eds and ORs,

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and now we are focusing on
ambulatory access in both in

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primary care and specialty care
and leveraging tech because we use

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a very integrated approach
throughout our organization.

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We can tell at any point
in time what our capacity

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looks like,

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and we are actively investing
in now fine tuning it to,

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for example, understanding acuity
and understanding bottlenecks.

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So that's how we are trying to
define our true north and our

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investments. We weighed up against
those pillars. Then we put,

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uh,

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any initiative or program
through a discussion of what

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pillar impact we have and
how much we expect it to.

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It's not just about dollars and
cents because we believe that,

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uh,

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technology and growth
and people's experiences

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and improvement of access that
requires investments and the value

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comes from those investments. Uh,

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it's not about cutting our nose to spite
our faces because we can do that in a

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appear that our, you know,

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financial bottom line
is remarkably improved,

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but that's not at the cost of, uh,

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what we truly think of and believe in,

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which is providing services to the many,

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many communities that we serve.

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That's a really great point, Dr. Goel.

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Thank you so much for talking
through all of that and really, um,

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outlining what it looks like to be able
to continue to invest in the care and

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the team and the patients,
um, regardless of,

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of the broader financial situation. So
that, that's really inspiring. Thank you.

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Before we wrap up our discussion, I
just have one more question for you.

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Where do you see the best
opportunities for growth,

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whether it's you in your role as
CIO or your teams going forward?

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I think

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the answer is going to be
in three different areas.

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Okay. One,

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I believe that healthcare and
particularly healthcare technology

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enterprises can broadly
invest in partnerships,

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partnerships across, uh, other
technology vendor partners,

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and certainly with industry
vertical partners such as peers,

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to build a better mousetrap for how we

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collect data, how we
produce value out of data,

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and how do we use that data to inform our,

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uh, consumer, our patient journey,
and our business imperatives.

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Uh, that's where I think, at least
in the healthcare technology world,

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our future lives. Uh,

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second thing that I would say
is from a healthcare enterprise,

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the growth is going to come
from creating a disaggregated

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approach to healthcare delivery.

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And what I mean by that is
that we need to continue to

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push into delivering
care where it is needed.

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And, uh, you know, I can
imagine a future of being,

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we already are some ways
in people's devices,

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but being in people's homes, you talk
about hospital at home or other things,

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I would even imagine a,
uh, future where we have,

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I'll call them pods that
fit in neighborhoods

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that are essentially
fully automated, unmanned,

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where people can walk in,

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connect to provider or providers or

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bots or AI on demand to
get what they need without

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having to walk through the 10 different
hoops they have to jump through to get

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to clinical care or asking and asking
a question. They need, you know, think,

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think about those experiences
because the waste of having

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people come to us is
not where the future is.

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The future is us going into
people's homes, their neighborhoods,

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their devices, all of those.

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And the last thing I would say is that

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our growth opportunities in
the future for the entirety

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of, uh,

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US healthcare ecosystem
is going to be driven by

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how forward thinking we can be in

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meeting the expectations of
the consumers differently.

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We are limiting ourselves
by designing solutions

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to what we think today as the
answer to our problems today.

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And I think,

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and I believe very strongly that
we need to be thinking about what

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the 15 year old person
today will demand when they

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are of prime age of looking
for healthcare. You know,

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when they hit 35, when
they hit 40 or 45. Uh,

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we are trying to design
healthcare for people that

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may no, may no longer
be our customers, uh,

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by the time technology
is ready to serve them.

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So looking out in the future
and delivering care to,

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that is where our opportunities
of growth will come from,

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and I think we will be hard
pressed and challenged by our tech

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partners, uh, in, um, the big tech
companies who are going there.

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And healthcare,

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certainly healthcare technology should
be actively partnering and investing in

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those.

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Fantastic. Dr. Goel, thank you so much
for joining us on the podcast today.

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This has been a really fun conversation.

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I look forward to connecting
with you again soon.