Becker’s Healthcare Podcast
Episode: Patrick O'Shaughnessy, President and CEO, Catholic Health
Date: December 19, 2025
Host: Will Riley (Becker's Healthcare)
Guest: Patrick O'Shaughnessy, President and CEO, Catholic Health
Episode Overview
This episode features a conversation with Patrick O’Shaughnessy, President and CEO of Catholic Health. The discussion pivots around Catholic Health’s model for serving a diverse Long Island community, how the organization is harnessing technology—particularly artificial intelligence (AI)—to improve clinical and administrative operations, the challenges and value of payer-provider relationships, and patient-centered innovation driven by lessons from consumer industries. O’Shaughnessy closes with frank reflections on the fiscal pressures confronting U.S. healthcare and the resilience of industry leaders.
Key Discussion Points and Insights
Catholic Health’s Mission, Size, and Community Impact
- [00:53–02:03]
- Patrick O'Shaughnessy describes his 20-year tenure at Catholic Health, a mission-driven, not-for-profit system based in Long Island, NY.
- Catholic Health comprises six hospitals, a 3,500-physician integrated network, nursing homes, rehabilitative care, home care, hospice, and a growing ambulatory care network.
- The organization serves roughly 25% of the Long Island population, stretching from Queens to the Hamptons.
- Emphasis on faith-based mission and best-in-class care, with leading regional quality scores.
Community Engagement & Population Health Initiatives
- [02:08–03:33]
- The system invests broadly in population health, focusing on keeping communities healthy while continuing disease-based care.
- Innovative approaches to food insecurity, such as community farming partnerships—e.g., Smile Farms—provide access to healthy food and support communal well-being.
- "I'm very passionate about bending the disease curve." (O'Shaughnessy, 02:28)
Technological Change and AI in Healthcare
-
[03:33–05:21]
- The pace of AI adoption is notably faster and more enthusiastic than previous tech rollouts (e.g., EHRs).
- Catholic Health focuses on "augmented AI" to support staff, rather than replacing people with "autonomous AI."
- Simultaneous focus on clinical and administrative opportunities for AI.
"Our strategy is more along augmented AI. How do we help our people perform better? Not necessarily autonomous AI, where we're replacing people."
(O'Shaughnessy, 04:35)
Incumbent vs. Insurgent Healthcare Tech Approaches
-
[05:21–07:19]
- Catholic Health occupies a middle ground between large incumbents and smaller insurgent tech vendors.
- The 'Frankenstein' risk: Piecemeal adoption of bolt-on tech could create chaos and inefficiency.
- Strategy: Leverage existing investment in EHR, activate only what provides real value, with strong administrative and clinical input.
"...if you're not careful, you wind up building a Frankenstein that does not necessarily achieve your mission objectives and it costs you a lot of money..."
(O'Shaughnessy, 06:35)
Concrete Use Cases for AI—Clinical & Administrative
-
[07:28–09:08]
- Clinical: Ambient voice AI transforms provider documentation by recording patient encounters, generating tailored notes, and reducing administrative time.
- Administrative: AI optimized revenue cycle management automates payer interactions, reduces denials, and improves revenue integrity.
- Ambient AI has markedly increased provider satisfaction by reducing EHR "clunkiness."
"...ambient voice AI technology is one of the things that's been a game changer."
(O'Shaughnessy, 07:46)
Governance and the Human Element
-
[09:19–10:44]
- O'Shaughnessy draws a metaphor from piloting: Technology should empower, not replace, human professionals.
- Governance is critical to ensure ethics, maintain mission-focus, and evaluate clinical outcomes, not just tech implementation.
- Prioritization: "Purpose first"—always start with the problem to solve, not just the allure of new tech.
"...you also can't lose your human skills. You have to always have the person integrated with the technology."
(O'Shaughnessy, 09:23)
New Governance Structures for Tech & AI
-
[10:52–11:41]
- Establishment of an IT Executive Board, including an innovation subgroup where all AI evaluation resides.
- This structure prevents scattered, unsustainable tech adoption and focuses on system-wide value.
"Without that governance structure, I think it's a little bit of the wild west..."
(O'Shaughnessy, 11:32)
Payer Relations, Revenue Cycle, and Technology
-
[11:41–13:10]
- Despite technological advances, payer dynamics remain a "cat and mouse" game.
- Catholic Health faces 25-33% claim denial rates, but wins about 70% on appeals—highlighting inefficiency.
- O'Shaughnessy expresses concern that AI may be weaponized by payers to increase denials, not just speed up care authorization.
"I think the two things that unfortunately payers and others are using AI for is how do we increase denials, how do we deny more care?"
(O'Shaughnessy, 12:23)
Patient Experience: Lessons from Consumer Industries
-
[13:29–14:50]
- Catholic Health draws inspiration from outside healthcare, such as Delta Airlines’ employee engagement and digital experience, and American Express’s chatbot and customer service flows.
- The goal: Reimagine seamless, easy healthcare access modeled after leading consumer apps.
"I am obsessed with being the number one consumer-oriented health system in our region."
(O'Shaughnessy, 13:34)
The Fiscal Cliff and Outlook
-
[14:57–16:00]
- O'Shaughnessy references the fiscal cliffs many providers face, driven by persistent cuts.
- Warns that those most vulnerable will suffer first if systemic challenges persist.
- A note of resilience and hope: Healthcare leaders are skilled at maximizing scarce resources for patients despite the headwinds.
"We're always engineered to think about how we do more with less... We're here to serve the patient and to serve our communities and all people."
(O'Shaughnessy, 15:40)
Notable Quotes & Memorable Moments
-
On AI Strategy:
"Our strategy is more along augmented AI. How do we help our people perform better? Not necessarily autonomous AI, where we're replacing people." (04:35) -
On Technology Adoption:
"...if you're not careful, you wind up building a Frankenstein..." (06:35) -
On AI Impact in Clinical Care:
"...ambient voice AI technology is one of the things that's been a game changer." (07:46) -
On Human-Technology Integration:
"...you also can't lose your human skills. You have to always have the person integrated with the technology." (09:23) -
On Governance:
"Without that governance structure, I think it's a little bit of the wild west..." (11:32) -
On Payer Relations:
"I think the two things that unfortunately payers and others are using AI for is how do we increase denials, how do we deny more care?" (12:23) -
On the Patient Experience Goal:
"I am obsessed with being the number one consumer-oriented health system in our region." (13:34) -
On Fiscal Challenges:
"We're always engineered to think about how we do more with less... We're here to serve the patient and to serve our communities and all people." (15:40)
Key Timestamps for Important Segments
- 00:53 — O'Shaughnessy's background and Catholic Health overview
- 02:08 — Community diversity and outreach initiatives
- 04:03 — How AI's adoption curve differs from past technologies
- 05:21 — Incumbent vs. insurgent technology strategies
- 07:28 — Real-world clinical and administrative AI implementations
- 09:19 — Integrating technology and governance frameworks
- 10:52 — New structures for IT and innovation governance
- 11:41 — Payer dynamics, revenue cycle challenges
- 13:29 — Learning from consumer industries for patient experience
- 14:57 — Fiscal cliff, future challenges, and optimism
Summary Prepared For: Listeners seeking actionable insights and current thinking from one of Long Island's top healthcare executives on how health systems can balance technological innovation, mission-driven care, patient experience, and fiscal realities in 2025.