The Gary Bisbee Show

Meet John Glaser, Ph.D.:

John Glaser, Ph.D. is an Executive in Resident at Harvard Medical School and recently published “Advanced Introduction to Artificial Intelligence in Healthcare.” Previously, Dr. Glaser joined Cerner Corporation as an Executive Senior Advisor, due to their acquisition of Siemens Health Services, where he was CEO. Prior to that, he served as the CIO for Partners HealthCare, now known as Mass General Brigham. Dr. Glaser sits on multiple boards of directors including the Scottsdale Institute, NCQA, and Forbes Health Advisory Board.

Key Insights:

John Glaser is a thought leader in the field of healthcare IT. He explores what leaders must know as AI becomes more prevalent in the healthcare industry. 

• Defining AI. Dr. Glaser defines AI as a machine that perceives its environment, and based on that perception, takes steps to maximize chances of success. One type of AI is deep learning, which is when a machine is fed large amounts of data and can then output an interpretation of new data.
• Data Challenges. AI rests on data. Data may need to be cleaned before use, adding extra steps. Data may be skewed or biased, potentially introducing ethical concerns. Healthcare adds an additional challenge of validation as doctors don’t always agree on diagnosis given the same data. 
• Implementation. Dr. Glaser recommends the CIO or CDO put together a multidisciplinary AI committee that evaluates potential AI products and selects a certain number to pilot. The committee can define who is accountable for conducting and tracking the pilot, but ultimately the entire C-suite is accountable for AI support and implementation. 

Relevant Links:

• Check out Dr. Glaser’s book “Advanced Introduction to Artificial Intelligence in Healthcare”
• Check out articles written by Dr. Glaser in the Harvard Business Review

Meet James Staten:

James Staten is the Senior Vice President of Finance and Chief Financial Officer for the University of Southern California (USC). In addition, he serves on the Board of Directors for the Keck Medicine of USC and USC’s three captive insurance companies. Prior to USC, James serves as Executive Vice President and Chief Financial Officer for Yale New Haven Health System. James received a bachelor’s degree in business and economics from the State University College of New York. 

Key Insights:

USC will be leaving the Pac-12 conference to join the Big 10. In this focused conversation, James Staten explains the factors behind the decision.

• Background Factors. Like many big college athletic programs, USC had run into deficits over the last few years, which negatively impacts facilities and recruitment. Additionally, this decision came at a time when the conference was about to soon enter media rights negotiations. 
• Why the Big 10? USC decided to join the Big 10 because the increased media exposure would benefit student athletes as well as the university’s national exposure and revenue. Additionally, it is a better academic conference.
• Healthcare vs Higher Ed. Higher education is favoring more partnerships and affiliations, rather than the consolidations seen in the healthcare sector.

Relevant Links: 

• Learn more about James Staten
• Read “Not your conventional chief financial officer”

Meet Nick Turkal, M.D.:

Nick Turkal, M.D. is CEO of the Center for Health Education and Access. He is also a practicing palliative care physician. Dr. Turkal serves on several Boards of Directors including the Burrell College of Osteopathic Medicine, the Idaho College of Osteopathic Medicine, and the Crisis Prevention Institute. Previously, he was President and Chief Executive Officer of Aurora Health Care. Dr. Turkal received a bachelor’s in Biology and an M.D. from Creighton University.

Key Insights:

Nick Turkal, M.D. and the Center for Health Education and Access is tackling the provider shortage.

• Building a Pipeline. The Center for Health Education and Access is creating a pipeline to recruit underrepresented minorities to medical schools to become providers in underserved communities. The center is starting with osteopathic medical schools but envisions expanding to other patient care providers. 
• Focus on Primary. Historically, osteopathic doctors (OD) go into primary care at higher rates than allopathic doctors (MD). Additionally, the medical schools are selecting students that have a higher interest in primary care, and training them in smaller, rural communities with more exposure to primary care. 
• Nursing Burn Out. Nurses today have a greater desire for flexibility, and health systems need to adjust. The trend of nurses joining staffing agencies was accelerated by the pandemic, but already existed due to generational differences. 

Relevant Links:

• Read “The Rise Fund Invests in The Burrell College of Osteopathic Medicine and Idaho College of Osteopathic Medicine; Launches Center for Health Education and Access”

Meet the Guests, Jay Campbell and Jim Hobart:

Jay Campbell is a partner at Hart Research Associates. He has been quoted on politics and public opinion in national publications and has appeared on National Public Radio, MSNBC, CNBC, and C-SPAN discussing politics and polling. Jay graduated from the College of the Holy Cross with a degree in political science.

Jim Hobart is a Partner at Public Opinion Strategies. He regularly appears on NPR, CNN, HillTV, and the BBC to offer political analysis. In 2013, he received the prestigious Rising Star Award from Campaign and Elections Magazine. Jim received a bachelor’s from Wake Forest University. 

Key Insights:

Healthcare may feel separate from politics. However, politics impact the regulations, payments, and trends in the healthcare sector. Leaders need to be aware of what changes may be on the horizon.

• Macro Trends. Historically, midterms tend to favor the political party out of power; this election is likely to favor Republican candidates. However, results will be impacted by voter mobilization, ad spending, other political issues, and the candidates themselves.
• Top Issues. Inflation is at the top of voters’ minds, especially for independent voters. Democrat candidates are focusing on abortion rights, climate change, and threats to democracy, while Republican candidates are focusing on border security, immigration, and crime. 
• Healthcare in the Polls. According to polls and television ad spending,healthcare does not seem to be a top issue for voters or candidates. However, both guests view decreasing prescription drug prices as a popular and bipartisan political issue.

Relevant Links:

• Follow Jarrett Lewis on Twitter
• Follow Jim Hobart on Twitter
• Learn more about Jay Campbell

Meet Joe Moscola:

Joe Moscola is the Executive Vice President of Enterprise Services for Northwell Health. He also serves on the Board of Directors for Farmingdale State College and Nassau Community College, and is a trustee of the 1199 Pension Fund. Previously, he was the Senior Vice President and Chief People Officer of Northwell Health. Joe received a Bachelor’s in Biology from St. John’s University, an MBA from Adelphi University, and a Physician Assistant certificate from Catholic Medical Centers-Bayley Seton Campus.

Key Insights:

This is the first episode of our Executive Leadership Series, presented by Citi. This series will explore groundbreaking leaders who are envisioning tomorrow’s healthcare. Joe Moscola explores top issues and creative solutions for human resources in healthcare.

• Addressing Physician Burnout. Northwell Healthcreated Lavender Rooms where employees can take a moment away from work and decompress. They also created the Center for Traumatic Stress and Resiliency, an area staffed 24/7 with behavioral health specialists for whenever clinicians need extra support.
• Solving Staffing. Northwell Health had previously created its own staffing agency to reduce the cost of contingent workers. During the pandemic, the organization also joined Evolve Health Alliance, a staff exchange program that could shift employees based on the shifting needs of health systems.
• Fundamental Values. In a large organization, you are never going to make everyone happy. However, Joe points to being fair and consistent as fundamental leadership values, especially for HR leadership.

This episode was made possible by our partnership with Citi.

Relevant Links: 

• Learn more about Joe Moscola
• Read “Nurturing Talent, An Interview with Joseph Moscola, PA, Senior Vice President and Chief People Officer, Northwell Health”

Meet William D. Zollars:

William D. Zollars is the former Chairman, President, and CEO of YRC Worldwide. He currently serves on the Board of Directors for Cerner Corporation, ProLogis Inc., C2FO, Restone Logistics, and Main Street Data, an Agtech company. William received a bachelor’s in Economics from the University of Minnesota.

Key Insights:

William D. Zollars’ focused conversation explores retirement, board membership, and leadership during an acquisition. 

• Different Types of Board. Public companies have a straightforward fiduciary duty for their shareholders. Not-for-profit and government boards are more complicated. There are more political implications and more potential stakeholders.
• Qualities of Good Board Members. Different skill sets are needed for different boards. However, Williams shares the qualities board members consistently need: to be engaged, have a high level of integrity, and the ability to work well on a team. 
• Acquisition. William has been a part of multiple acquisitions and knows that there is no substitute for clarity. Asking detailed questions prevents misconceptions and sets clear expectations.

Relevant Links: 

• Learn more about William D. Zollars

Meet Peter Fine:

Peter Fine is the CEO of Banner Health. Prior to Banner Health, he was executive vice president and COO of Aurora Health Care. He also served as CEO of Grant Hospital and Senior Vice President of Operations at Northwestern Memorial Hospital as well as Assistant Administrator of Porter Memorial Hospital. Peter received a bachelor’s from Ohio University and a master’s in healthcare administration from George Washington University.

Key Insights:

Peter Fine has 22 years of healthcare leadership experience as Banner Health’s CEO.

• Evolution. Peter describes how Banner Health has evolved over time through acquisitions and partnerships in health delivery and insurance. As the organization grew, Peter recognized the importance of integration as well as creating convenient outpatient touch points for the consumer. 
• The Wise Guide. During the pandemic, Banner Health developed the “wise guide,” providing the Arizona public with up-to-date information about COVID-19 from a trusted medical source: Banner Health’s Chief Clinical Officer, Marjorie Bessel.
• Affordability. Health systems tend to have operating margins around 2-3%. Additionally, Peter shares that Medicaid and Medicare tend to pay out less than the cost of a service, and the number of consumers with government health insurance is growing. As inflation rises and the cost of labor increases, healthcare affordability is a developing issue.

Relevant Links:

• Read “Peter Fine on his two decades of 'seeking disruption'—and what's next for Banner”
• Read more about Peter Fine

Meet Keith Pitts:

Keith Pitts is the Operating Advisor for Clayton Dubilier and Rice. Previously, he was the Vice Chairman of Tenet Healthcare Corporation and the Vice Chairman of Vanguard Health Systems. Prior to Vanguard Health Systems, Keith served as the Chairman and CEO of Mariner Post-Acute Network as well as the Executive Vice President and CFO for OrNda HealthCorp. He received a Bachelor’s in Business Administration from the University of Florida. 

Key Insights:

Change in healthcare is evolutionary, not revolutionary. Keith Pitts explores the progression of healthcare from the 90s to today, and provides insights to where the industry is headed next.

• Healthcare Evolution. Consumers have changed their healthcare preferences. More than ever, patients accept virtual care and receiving health in non-hospital environments, such as at-home care. Keith predicts there will be a trend towards the “de-institutionalization” of low-acuity care.
• Government’s Role in Healthcare. The U.S. government is the largest payer in healthcare, and plays a role in innovating payment models. CMMI is constantly testing new models, such as the recent ACO REACH. Keith sees the government as leading the way in pushing providers into value-based care models.
• The Cost of Standby. Healthcare operates on slim margins. A problem with this financing is that ER’s and ambulatory services are needed 24/7, but few want to pay the standby costs of having those services always available. 

Relevant Links: 

• Learn more about Keith Pitts

Joanne Conroy, M.D. is the CEO and President of Dartmouth Health. She was also recently elected by the American Hospital Association (AHA) to be their chair-elect designate. Prior to Dartmouth-Hitchcock, Dr. Conroy served as CEO of Lahey Hospital and Medical Center (formerly the Lahey Clinic). She also served as Chief Health Care Officer of the Association of American Medical Colleges. Dr. Conroy received her undergraduate degree in chemistry from Dartmouth College and an M.D. from the University of South Carolina. 

Key Insights:

Dr. Conroy discusses her new role with the American Hospital Association and her overarching vision for leadership in healthcare.

• Work Force Challenges. One of the AHA’s top issues is the work force. There has been a significant decrease in healthcare workers across the country and we need to be creative about building pipelines for new workers as well as initiatives for retention.
• COVID-19’s Lasting Impact. There are two silver linings from the pandemic. First is the expansion of telehealth. COVID-19 vastly accelerate the timeline for telehealth adoption and use. Second is the growth in remote work. Remote options give organizations a recruiting advantage, allowing them to select from a national pool of applicants. 
• Equity of Opportunity. To develop the next generation of women leaders requires developing leadership training and programing to identify future leaders, as well as creating opportunities for those people to demonstrate their leadership. Training isn’t useful with the opportunity to apply it. 

Relevant Links:

• Follow Dr. Conroy on Twitter
• Read “AHA Board Names Joanne M. Conroy, M.D., as Chair-Elect Designate”

Meet Dan Liljenquist:

Dan Liljenquist is the lead architect and Board Chair of Civica Rx. His also Senior Vice President and Chief Strategy Officer for Intermountain Healthcare, where he also oversees Intermountain’s Enterprise Initiative and Market Intelligence & Planning Offices. Prior to Intermountain, Dan served in the Utah State Senate. He is a former strategy consultant with Bain & Company, Inc. Dan received a bachelor’s in Economics from Brigham Young University and a JD from The University of Chicago. 

Key Insights:

Dan Liljenquist knew the pharmaceutical industry needed to change. He helped establish a nonprofit drug company to reduce generic drug shortages and price gouging.

• Market Forces. Huge price increases on generic drugs are only possible under certain market conditions: there is inelastic demand, economies of scale are necessary for manufacturing, and only one manufacturer is required to meet market demand. 
• Changing Insulin. The price of insulin has gone up by an average of 11% a year for the past 20 years. CivicaRx will be bringing 3 insulin molecules to market, which collectively make up most of the insulin prescriptions in the U.S., for a retail price of no more than $30 per vile.
• Transparency. If Dan could change one aspect of the pharmaceutical industry it would be to make it more transparent. He points particularly to the confusing and opaque practices of pharmacy benefit managers and rebates. The high prices for pharmaceuticals have a real, negative impact on patients.

Relevant Links: 

• Learn more about CivicaRx
• Read “CivicaScriptTM Announces Launch of its First Product, Creating Significant Patient Savings”
• Read Dan’s commentary on generic drug market issues, published in the New England Journal of Medicine