Paul Julius

M7 Health is scaling, and we are growing our team! Two years ago, Eric Gruskin and I had just incorporated M7. We had no team and most days we were working off of a folding table in the (truly) empty NYC apartment that my husband and I had just moved to.   We were cold-calling nurse managers around the country to give us feedback on our MVP. We didn't even have software - we serviced our first clients with elaborate spreadsheet models. Two years later, a lot has changed.   🚀 We have a fully functioning product that has evolved far beyond schedule balancing.   🚀 Nurses depend on our software every single shift.   🚀 We have 8 (and counting!) mission-driven employees on the team.   🚀 We've more than tripled our customer base since January. 🚀 We raised a $4M seed round to step on the gas. The vibe at M7 is electric. We're doing what we set out to do.   We are actively hiring across engineering, operations, and analytics.   If you or anyone you know is interested in joining a mission-driven startup making waves to support the nursing workforce, please send them my way! #hiring #opentohire #openroles

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I’m worried about the state of venture capital and direct-to-consumer (DTC) healthcare startups. Hims & Hers is the poster child for DTC healthcare at $1.2B proj 2024 revenue and a $3.6B valuation. By most accounts, they have been an outlier success for DTC since bottoming out in May 2022. So why is this bad news for DTC healthcare? Because the market leader (Hims) trades at a 3x forward revenue multiple. And the category leader typically gets a higher valuation multiple than smaller startups. We see this phenomenon in private equity. They “roll up” smaller companies within the same category at a lower multiples just to create one larger platform that trades at higher multiples. Now back to DTC healthcare startups. If Hims commands a 3x revenue multiple, it’s not unrealistic that smaller, unprofitable startups may be valued 1-2x revenue at exit. At 2x revenue, a startup must generate $500M to produce a $1B exit in today’s market (depending on growth and profitability). Series A/B venture capitalists must see a pathway to $1B outcomes. And if the growth-stage investors with billions under management are less interested in DTC healthcare, the future funding rounds necessary for fueling growth are not guaranteed. Juxtapose this against 2017-2022 where DTC could raise Series B-E funding. Let’s take a DTC startup doing $25M after 3-4 years of operations and has already raised a Series A. By most accounts, it would be a phenomenal accomplishment. But today, investors will question the chances of that same company scaling from $25M to $500M revenue in the next 3-4 years with unknown future funding sources from Series B and beyond. You're stuck in VC-funding purgatory. Some of these companies will shut down. Some may sell for 1-3x revenue. And some may try to transition to profitable, cash-flowing businesses. All of which are certainly not the venture-backed goal the founders, investors, and employees often had in mind when first taking capital. I say this all with friends working at or starting DTC healthcare companies, I feel bad for them. I also feel bad for the patients who enjoy those products or services. To caveat (b/c I know people will object), there will be other DTC brands that exit for $1B+ (i.e., Ro). However, they were forged and scaled during a different time period where seemingly endless venture capital was available for DTC healthcare. Now we're in a different time with no end in sight. Thoughts?

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There’s a category we believe is getting too little attention when it comes to AI in healthcare: AI Clinical Documentation Integrity (CDI) While AI ambient scribes and autonomous medical coding solutions have gotten most of the headlines, we’d argue AI CDI is equally impactful when it comes to quality care and accurate billing. For those not familiar, CDI ensures that clinical documentation accurately reflects the patient’s medical condition and the provided care. Historically, CDI was a manual slog, with dedicated CDI specialists, nurses, and physicians painstakingly reviewing patient charts to ensure documentation supported the care delivered. Today, AI is reshaping this landscape. While it’s still early days, we’re seeing three primary approaches to applying AI when it comes to CDI: 1️⃣ CDI + ambient scribing—an AI ambient scribe and AI CDI assistant operate simultaneously, generating comprehensive notes and surfacing codes for physicians to review at the point of care. (Example: Ambience Healthcare’s AutoCDI) 2️⃣ CDI via real-time diagnosis support—diagnoses are suggested at the point of care based on clinical data in the EHR, with auto-generated documentation and audit trails. (Example: Regard) 3️⃣ CDI via an AI-driven post-coding / pre-billing review—the entire patient record is ingested and analyzed against what is coded, surfacing suggestions for revenue and quality opportunities. (Example: SmarterDx) To date, AI in healthcare has focused primarily on administrative use cases. With the increasing adoption of AI CDI solutions, we’re now taking a step closer to clinical workflows. As clinicians get used to AI-suggested diagnoses in the CDI context, it will be interesting to see if this increases their comfort with AI playing a role in clinical care. Here's our working list of AI CDI vendors. Anyone else we should add? • Ambience Healthcare • Brellium • Iodine Software • Regard • Semantic Health • SmarterDx   

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ICYMI: I wrote about HCA Healthcare's Q3 results. Here's a nifty one-pager for LinkedIn and what you missed in Hospitalogy: Volume + Utilization: • Another quarter of broad-based growth. OP surgeries down (from Medicaid/Uninsured), but revenue increased 5% (acuity & payor mix grew 7% to counteract the decline). HCA specifically called out cardiac procedures, rehab, and obstetrics in prepared remarks on the earnings call itself.   Medicare vs. MA: • Same-facility Medicare admissions grew 5.3%. Traditional Medicare was flat. MA admissionsgrew11%inQ3; HCA attributed 2% of this growth to the 2-Midnight Rule.   • Same-facility adjusted admissions declined 8.5% in Medicaid, increased ~4% in commercial, and increased 43% in exchange. Uninsured adjusted admissions increased +7.2%.   Revenue + Payor Mix: • 7.1% = Same-facility revenue growth. 7.9% overall revenue growth. ‘Modest’ benefit from Medicaid supplemental payment programs.   TOO MANY DENIALS: • Point of emphasis for all hospitals in 2024. HCA has seen ramp-up in payor denial activity but didn’t see a $$$ impact. Still, HCA observed a few large MA players driving the most denials. MA patients have higher LOS (around 10% higher) even adjusting for acuity. HCA blamed but is working with payors on this inefficient dynamic.   Expenses + Margin: • 0.9% increase in adj. EBITDA from improved labor (down 1.6% as a % of revenue) and contract labor (4.6% of total labor spend, down 18% over 2023). 2.5% - 3.5% wage increases for 2025. Supplies & other operating expenses squeezed revenues a bit. HCA sees opportunity with AI and other investments to improve admin functions. It recently announced an expanded partnership with Commure to deploy ambient AI system-wide.   Capital Allocation + CAPEX: • ~$1.2B in CAPEX in the quarter. ~$1.8B in share repurchases and ~$170M in dividends distributed. HCA plans to have added 600 IP beds and 100 new OP facilities by the end of 2024. $6B in capital projects under development. 2,600 sites of care by the end of 2024.   Outlook + Guidance: • HCA thinks elevated volume growth will continue at 3% - 4% while reimbursement will increase 2% - 3%, resulting in growth ‘near or slightly above’ long-term HCA targets in 2025. $50M or $0.15/share lost estimate from hurricanes in Q3. Exchange growth will moderate in 2025 to 8% - 10% vs. 30% in 2024 (commentary prior to election results).   My Take: • While we may have reached peak ‘hospital multiple’ HCA continues to benefit from a strong & stable operating environment entering 2025 in its markets: broad-based growth with ‘very few challenges.’ Expect HCA to continue to win IP market share over less efficient competitors as it drives toward having 13, and more like 17 to 20 access points per hospitals in its selected markets.

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Eye Opening! As noted by Matthew Holt below, Doximity promotes itself as “The Professional Medical Network for Physicians” with a mission to “help clinicians be more productive so they can provide better care for their patients.” Sounds simple enough, a community built for doctors—a space where they can connect, share insights, and access tools to support their work. Their main source of revenue, subscriptions. Of course, you'd think the subscribers would be the doctors using this valuable platform and its tools, like video calls, hiring services, and various apps, platforms. But look a little deeper at their financials? Yuck. Doximity’s revenue doesn’t come from clinicians at all. The“subscriptions” (main source of revenue) are actually sold to pharmaceutical and other industry players that want access to docs and the powerful (and profitable) prescription pads they wield. These “Marketing Solutions” subscriptions allow advertisers to push tailored content directly into doctors' "news" feeds, with pricing set according to the type and number of doctors targeted. In effect, the platform sells access to doctors to those looking to drive up utilization of their products. Doximity’s real revenue engine (which is pretty amazing, see post below) lies in its advertisers. Life sciences companies and the highest bidders pay for the privilege of influencing what doctors see in their feeds—not just ads, but entire modules and news updates. What seems like a physician’s trusted source of industry news and updates is, in reality, a curated stream designed to serve business interests. This brings us to the key question: when doctors use Doximity as their “news feed” and source of the latest research, are we comfortable knowing their information stream is largely influenced by advertising dollars? When we scroll through platforms like Instagram or Facebook, we’re well aware of how advertising shapes our experience. Mention a skincare product in a text, and suddenly, your feed is filled with face cream ads. We know this, we accept it, and we view each ad with a healthy dose of skepticism. But are we okay with doctors facing the same experience? Are we comfortable with Doximity’s advertisers shaping the content doctors see, especially when they rely on this platform for up-to-date clinical research and product information? Let's hope our docs approach these tools with the same skepticism I do when I'm promised younger looking skin:). Jessica DaMassaPreston AlexanderDutch RojasPatient Rights Advocate Marilyn BartlettDave Chase, Health Rosetta-discovering archaeologistAnn LewandowskiJeffrey HoganDavid Contorno Stacey RichterLee Lewis Shawn GremmingerAndré WENCKER Renzo Luzzatti

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One key reason why healthcare technologies like AI, telemedicine, and software haven't structurally lowered costs or broadened access for the entire system after decades of experimentation (excluding pure financial engineering of payer contracts) is the limited reimagining of care delivery itself, with asynchronous telemedicine as a notable exception. In the same way that digitizing physical paper failed to exploit the capabilities of a new computing medium for word processing, hosting physician-patient conversations over video does not transform the actual delivery of care. In telemedicine, many of the inputs (e.g., clinician time) and therefore cost structures of in-person care persist, which is why we often see fee-for-service telemedicine companies struggle to achieve economies of scale (i.e., growing revenues non-linearly while growing costs linearly). Until we deconstruct the components of a medical appointment – from intake and triage, to chart review, history gathering, physical examination, diagnosis, treatment, and follow-up – we will continue to be underwhelmed by the disconnect between the transformative potential of these technologies and real-world patient/system impact. I’m optimistic that the emergence of reliable and performant medical AI agents will urge us to perform this deconstruction and redesign the fundamental building blocks of a “medical appointment.”

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Physicians face a looming pay cut again next year as CMS proposes to cut the conversion factor for the 5th straight year in 2025! But there's a potential silver lining for ACO participants. CMS is proposing a new advance payment system to reward high-performing providers. This could transform how providers, especially safety-net providers invest in clinical care. Here's how it works: ☑ Early Shared Savings ↳ High-performing ACOs can claim a share of savings early. ↳ This provides immediate financial relief. ↳ Encourages investment in clinical improvements. ☑ Boost for Safety-Net Providers ↳ Targets providers with limited resources. ↳ Enables them to join ACOs and share in savings. ↳ Promotes more comprehensive patient care. ☑ Whole-Person Care ↳ Funds can cover hearing, vision, and dental care. ↳ Supports behavioral health and social determinants. ↳ Integrates various aspects of patient well-being. ☑ Operational Improvements ↳ Advance payments to support hiring and improved operations. ↳ Enhances care coordination and preventive measures. ↳ Aims to reduce hospitalizations and associated costs. _This is the story they are selling but tough to buy given the 5 straight years of cuts to professional services._ ☑ CMS's Funding Approach ↳ Funded by reallocating existing Medicare savings. ↳ Savings generated from reduced hospitalizations and efficient care. ↳ Reinforces the focus on cost-effective healthcare. ☑ Measuring Cost Savings ↳ CMS will track healthcare spending and hospital admissions. ↳ Detailed reports will analyze savings from ACOs. ↳ Benchmarks and performance metrics will gauge success. ☑ CMS's Long-Term Goals ↳ CMS wants all Medicare beneficiaries in value-based care by 2030. ↳ This proposal could reverse the trend of dwindling provider ACO participation. ↳ Focuses on improving health equity and cost management. Will this policy reshape Medicare ACO participation and improve patient outcomes? Time will tell. But a point of contrast from years' past is increasingly health systems have built or bought the capabilities necessary for success in these programs. And all of this occurs in a background of increasing frustration on the part of lawmakers with the dismal results of the experiments emerging from the Center for Medicare and Medicaid Innovation (CMMI). Congress also has grown intolerant of years of annual Medicare cuts for professional services. This has prompted consideration of a wider-scale overhaul to reimbursement under the program for US seniors. How do you think this advance payment approach will impact providers? Another dud or something worth paying attention to?

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Interesting to see that digital health funding is relatively stable. Only a couple of exits. I think we'll see more deals like DarioHealth's acquisition of Twill, since from a sales perspective, the narrower the solution, the more difficult it is to acquire customers. This difficulty has nothing to do with the quality of offerings, but with the data management and administrative complexity on the customer side.

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Great breakdown from McKinsey & Company here on current Medicare Advantage dynamics. TL;DR they have some levers but margins are as thin as they've been in recent memory in 2024. McKinsey called out the following as challenges for MA players moving forward: -Little to no rate increases from CMS -Broker commissions changes -V28 changes -Star ratings (the biggest near-term lever) -Utilization trends -Part D and other regulatory changes Source: https://lnkd.in/g9U4h2Gp

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90% of startups fail. So why do healthcare initiatives at large corporations fail at about the same rate? Many of these were launched with great fanfare but announced closures a few short years lateer. A few reasons might be: 1. Mission but no strategy: it's not enough to have a mission to treat a specific population or group of employees, you have to be in it for the long haul with a strategy that will evolve over time. 2. Misunderstanding of healthcare complexity: many executives believe they understand the problem and use tools from other industries to solve healthcare issues. You can't always bring things that work in banking, finance, retail for example. 3. Execution: rarely does leadership hire people who have a track record of execution in healthcare. I'm talking about people who have been able to gut through the losses. This is probably the biggest misstep. You agree with these reasons? What would you add to these? #healthcare #failures https://lnkd.in/etzZywnK

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Kind of wild how the Particle vs. Epic legal showdown is bubbling into something a lot bigger than we ever expected. Quick recap: 🏥 Particle is accusing Epic of anti-competitive practices, alleging the EHR giant is blocking access to patient data to dominate the payer platform market. 🏥 Epic, meanwhile, calls the claims baseless but they’ve filed a dispute through the Carequality network. Epic alleges that some Particle customers used the platform to gather medical records under false pretenses. They singled out Integritort, a business they accuse of pretending to treat patients while actually gathering their records for personal injury lawsuits. 🏥 Both sides are calling out monopolistic behavior—Epic accuses Particle of undermining privacy, while Particle argues Epic is using market power to block access. What’s the bigger picture? These types of conflicts potentially shape access and use of patient data + the future of the emerging market for data sharing platforms. Staying tuned...

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#ATA2024 Nexus from the American Telemedicine Association is less than a week away! So excited to be representing Verbal and taking part in a panel on #AI, administrative burden, & consumer demand (N222C, May 7 at 3p). Here are a few other sessions/talks I'm really looking forward to. Let me know if you plan to stop by. I'll be dropping more throughout the week! 🔴 The Virtual Patient Experience: Improving Patient & Consumer Outcomes (N229A, May 5, 4:40p): In this session, Amanda L. Bury, MS, Dr. Jacqueline Darna, Kate Baars and Stacy Lloyd will explore the key role #virtualcare will continue to play in transforming and optimizing patient experience, offering better access, affordability and control for patients. I think we sometimes take for granted just how dramatically care delivery has shifted in the last few years and where there's still a ton of room to innovate, particularly with AI tools designed to improve patient and provider engagement and experience. 🔴 Unveiling Paths: Advancing Mental Health Care for All (N227C, May 5, 5:40p): Virtual care has had played a tremendous role in getting more people access to the #mentalhealth care they need. Indeed, recent data has shown #telehealth can offer a much-needed outlet for at-risk and marginalized patients, with much lower no-show rates and better treatment compliance (Anuja Vaidya has done some great reporting on this). Really looking forward to hearing POVs on everything from #substanceuse therapy to stigma and care access with Carson Domey, Jeremy V. Bloom, CMPE, Lauren Finke and Sara Salek, M.D. 🔴 Three CEOs on AI and Virtual Care: Daily, Veradigm, and ScienceIO Fireside Chat (Nexus Main Stage, May 6, 9:40a): Really excited to hear Kwindla Hultman Kramer, Yin Ho and Will Manidis share their perspecitves on the future of data-enriched healthcare, virtual care, and AI. This group will dig into the potential of AI to not only make providers more efficient, but also make patient care more effective. The best of both worlds. 🔴 Artisight Case Study: The Future of AI in Nursing (N226A, May 6, 11a): This session will explore the potential of AI to improve patient care, streamline workflows and reduce clinician burnout, while also taking a deep dive on some of the biggest challenges facing AI in #nursing, from integration to adoption. Telehealth nursing comes with a slew of unique challenges, but all too often nurses are a second thought when it comes to AI technology that could help. 🔴 The Unfulfilled Potential of #RemotePatientMonitoring (Express Theater 1 - Exhibit Floor, May 6, 11:40a): Having run an RPM-based telemedicine nursing service myself, I know how difficult it is for many providers to take full advantage of this technology, in spite of its tremendous potential. Really interested to hear James Levy dig into these challenges and how AI can make a difference. That's all I can squeeze in for now. Which ones sound particularly interesting to you? More to come tomorrow! 😇

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The birth of the MedSLP Collective was an unexpected journey that began during my time running a mobile FEES business in New York. Despite support from medical professionals, we faced a challenge: SLPs weren’t making many FEES referrals. This revealed a crucial insight - many SLPs weren’t fully aware of the benefits for their patients. Our field needed more education. To address this, I started a blog and newsletter for the SLPs I worked with. What began as a modest effort unexpectedly sparked a movement, as the content spread rapidly, revealing a deep hunger for specialized knowledge among SLPs. As the blog gained traction, I found myself at a crossroads. The demands of a growing online presence competed with the mobile FEES business. Inspired by podcasts I listened to during long drives, I decided to transform the blog into The Swallow Your Pride Podcast, which debuted at #11 on the iTunes Science and Medicine chart. The podcast’s success clarified my mission: provide accessible, high-quality education to SLPs everywhere. This led to a membership platform offering bite-sized education, designed to fit into the busy lives of practicing SLPs. When I floated this idea, the response was astounding - 300 people signed up overnight. This journey has been transformative. It’s a testament to the power of listening to our colleagues, adapting to their needs, and continuously innovating how we share knowledge. The Collective and our membership platform are the fruits of this journey. They represent not just my vision, but our profession’s collective desire to grow, learn, and provide the best possible care for our patients. As we continue to evolve and expand our educational offerings, I’m reminded daily of the passion and dedication that defines our field. To everyone who has been part of this journey - thank you. Your enthusiasm, curiosity, and commitment to excellence continue to inspire and shape the future of our profession. The Collective was born from a simple desire to educate, but it has grown into a movement that empowers SLPs to provide better care and achieve their full potential. #medslp #medslpcollective #slpeducation

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Bigger isn't always better in healthcare. Just look at the graphic below. Some of the largest health systems in the country are underperforming. They've entered (or operate in) bad markets, hold bloated cost structures, and struggle to hold leverage against payors. As it turns out, and as I'm often reminded, market performance matters. It doesn't matter that you're just big and can absorb a vast swath of overhead. As a health system, the way you throw your weight around in markets is more important than ever. This is the key concept of density and having the right assets in the right markets. CVS, HCA, Tenet, and others all have mentioned the importance of market density in 2024. Density - and being dense in attractive markets - is primarily what separates -3.9% from 10%+ operating margins. I should have paid attention in physics!! PS: if you like graphics and analysis like this, subscribe to my newsletter Hospitalogy here with 34k+ others: https://lnkd.in/gniNmHvz

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Healthcare technology is in trouble. After the relative boom time we experienced through during the pandemic, the fervor to innovate in health systems and payers seems to have dried up. While organizations continue to post stellar earnings, they also continue to lay off experienced health technology people en masse. Why? I think it's time for a bit of honest reflection. 70% of all enterprise healthcare technology projects fail. 17% of of all large scale IT projects go so badly that they threaten the very existence of the company itself. Bridging Business & IT, LLC For projects with a total price tag of over $1MM, that failure rate jumps to over 90%. And the ever prescient Clayton Christensen believed that the failure rate for all new product introductions is 95%. This is not new information. What is new is the most recent E&Y Pulse Survey that has health system CIOs believing that 7 in 10 of their healthcare IT projects have had no discernible #ROI. None. And this is for the projects that didn't fail. https://lnkd.in/gRgVt_Xs This is an existential crisis that health technology must face honestly and soberly. Lack of planning and poor communication are the core culprits. Clunky and outdated Waterfall project methodologies can be blamed for many of these failures. And frankly Agile disciples could use a bit more planning before they start iterating so they know what they're building. There are, however, some problem actors and business models that need to be called out. The historically biggest culprits, in my humble opinion, are large, institutional, enterprise software vendors and their server-based architectures. For decades they feasted on seven figure licensing deals, sometimes humble-bragging to potential implementation partners about 5:1 or 7:1 implementation cost to license cost ratios. Companies just went along with it, because no one gets fired for buying IBM, right? But the failures in this segment are legendary. And many have indeed been a key cause in the parent company failure. As for the ROI, there was a bright spot in the E&Y Pulse Survey. Despite not having established a demonstrable ROI, 96% of them still wanted to move forward with the projects, believed the investment was worth it. So the issue isn't necessarily that the projects aren't generating value, the issue is that the organizations (and their vendors) didn't do a good job up front validating agreed upon ROI metrics and measures. They don’t fully understand the value it is (or isn't) creating. This is our collective job to be better at this. So what can we do to reduce the failure rate and get health systems and payers back into investing in #innovation? #ROI #startups #valueengineering #goldenpath #LCNC #opensource

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What is one of the country's leading safety net health systems focused on right now? Gabriel M. Cohen MD, CMIO for Population Health at NYC Health + Hospitals shared his perspective with us in this week's 𝘌𝘹𝘦𝘤𝘶𝘵𝘪𝘷𝘦 𝘐𝘯𝘴𝘪𝘨𝘩𝘵𝘴: 𝗪𝗵𝗮𝘁 𝗮𝗿𝗲 𝘆𝗼𝘂𝗿 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀 𝗳𝗼𝗿 𝟮𝟬𝟮𝟰? 1️⃣ Patient engagement – leveraging omnichannel communication to efficiently close care gaps 2️⃣ Interoperability – putting usable data in front of our clinicians at the point of care to support care gap closure 3️⃣ Care coordination – building the tech infrastructure for our social workers, community health workers, and care managers 4️⃣ Care infrastructure for asylum-seeking and incarcerated patient populations – multiple initiatives, with a particular focus on providing housing for homeless populations 𝗪𝗵𝗮𝘁’𝘀 𝗮 𝗿𝗲𝗰𝗲𝗻𝘁 𝘃𝗲𝗻𝗱𝗼𝗿 𝘀𝘂𝗰𝗰𝗲𝘀𝘀 𝘀𝘁𝗼𝗿𝘆? Our partnership with Findhelp. Addressing health-related social needs is a critical priority for NYC H+H Our organization already has a high penetration of social needs screening, so our focus today is connecting patients with the right resources to address the identified disparities. Findhelp helps us with this by: • Ingesting the health-related social needs screening data • Identifying those patients who have a need • Locating the best local resource(s) for that patient • Connecting the patient to the resource(s) • Facilitating end-to-end communication, including informing the physician and care team whether the patient accessed the resource(s) Key to this initiative's success has been its tight integration with our current workflows in Epic, to the point that it should largely feel seamless for our clinicians. 𝗪𝗵𝗮𝘁 𝗮𝗿𝗲 𝘆𝗼𝘂 𝗳𝗼𝗰𝘂𝘀𝗲𝗱 𝗼𝗻 𝘄𝗶𝘁𝗵 𝗿𝗲𝗴𝗮𝗿𝗱 𝘁𝗼 𝗔𝗜? As a safety net health system, NYC H+H’s priority is to ensure that the AI tools and models we employ can sufficiently manage potential bias. We’re currently prioritizing governance-related workstreams (e.g. governance councils, frameworks, and processes) that will drive a safety net health system playbook for appropriately evaluating and managing AI. The specific AI use cases we're currently prioritizing include: • Chart summarization • Inbasket management Other future areas of exploration: billing automation and radiology automation — For more insight from leading health IT execs, as well as Elion's latest research and can’t miss industry news, subscribe to our newsletter 📬 👉 https://bit.ly/49z6AUW

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🌟 Announcing the Launch of Healthyr® Horizon! 🌟 I am beyond excited to share the monumental news of the launch of Healthyr® Horizon, our groundbreaking interoperable digital care delivery platform. This isn't just a technological advancement; it's a testament to our unwavering commitment to transforming healthcare and delivering superior care to patients everywhere. In the realm of digital health, we face significant challenges. Many solutions only address fragments of the problem, leading to little to no engagement because they fail to see the bigger picture. At Healthyr, we understood from the beginning that to truly transform healthcare, we had to tackle the entire problem. And that’s exactly what we have set out to do. Healthyr Horizon: Transforming Healthcare Healthyr Horizon is more than just a care delivery platform. It embodies our vision to revolutionize healthcare delivery by enabling longitudinal, evidence-based care pathways targeted to specific disease states. Our platform ensures seamless, real-time data integration and communication across various healthcare systems, providing unparalleled care coordination and patient engagement. With Healthyr Horizon, physicians now have the tools necessary to scale preventative care outside of their clinic doors, bridge diagnosis gaps, and elevate care quality. Healthyr Horizon: The Pillars of Our Vision Access to Care: We believe that everyone should have easy access to high-quality healthcare. Health equity isn't just a problem for some—it’s a challenge for us all. Care Coordination: Effective healthcare requires seamless coordination among providers. Our platform ensures that every piece of patient information is shared and acted upon in real-time, facilitating comprehensive care. Experience of Care: Patients deserve seamless, personalized care that feels connected and attentive. We aim to elevate the experience of care for both patients and providers. Interoperability: True interoperability is key to efficient healthcare delivery. Healthyr Horizon integrates with over 90 EMRs and HIEs ensuring data flows seamlessly across different systems, preserving the integrity and continuity of patient information. At Healthyr, we are not just addressing fragments of the problem; we are tackling the entire challenge of transforming healthcare. Our mission is to redefine healthcare delivery, creating a space where patients and providers engage meaningfully, where care is coordinated seamlessly, and where access is equitable and expansive. Together, we are not just navigating the future of healthcare; we are pioneering it. I am incredibly proud of what we have accomplished and excited for what the future holds. Thank you to the entire Healthyr team for your dedication and passion. Welcome to the Dawn of a New Era in Healthcare! Exclusive Sneak Peek Here:  https://lnkd.in/ewSsTYtu #HealthcareInnovation #DigitalHealth #HealthyrHorizon #Interoperability #PatientCare

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HLTH continues to be a great networking event - for startups, health systems, investors and industry giants... between meetings and the exhibit floor. I do wonder how much people are getting out of the speakers/content here (or at any of the big meetings anymore). I usually am happy if I can hear 1 great nugget that changes how I think or design... This article gives some thought to the big trends.. and a few summaries from leaders who attended.

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