Episode #206. Healthcare Doesn’t Break in the Exam Room, with Aditya Bansod, Co-founder and Chief Technology Officer at Luma Health

Summary

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Podcast Summary: Risk Never Sleeps Episode #206

Title: Healthcare Doesn’t Break in the Exam Room
Host: Ed Gaudet
Guest: Aditya Bansod, Co-founder & CTO, Luma Health
Release Date: April 9, 2026
Duration: ~20 minutes

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Episode Overview

In this lively and engaging episode, Ed Gaudet sits down with Aditya Bansod, Co-founder and CTO of Luma Health, to explore the intersection of technology and patient care in healthcare operations. The conversation delves into the true challenges of accessing care, the role of AI in transforming healthcare operations, cultural values at Luma, and personal reflections on risk, career, and life. Ed and Aditya’s rapport creates a conversational tone, blending industry insights with candid personal stories.

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Key Discussion Points & Insights

The Mission of Luma Health & Aditya’s Entry into Healthcare

• Aditya’s Background:
  • Not a healthcare native; entered the sector 11 years ago after stints at Microsoft, Adobe, and startups.
  • Founded Luma Health to address a core pain: “Needing care is hard, but being able to get care shouldn’t be.” ([00:52])
• Luma’s Focus:
  • Builds software/services making it easy for patients to:
    • Find, schedule, prepare for, and pay for care.
    • Partnered with major EHRs like Epic, Meditech, Oracle Health, Athena, and more ([01:22])
  • SaaS application leveraging AI and machine learning for nearly a decade ([01:40])

Operational AI in Healthcare: Vision and Strategy

• Operational AI (“Ops AI”):
  • Luma Health’s AI does everything outside the exam room: ensures “your butt is in the seat” for care ([01:40])
  • Shifts focus from discrete tools (reminders, schedulers) to “outcomes” — the actual patient result.
  • Quote:
    “Our vision for operational AI is what’s the outcome? And then let us pick the agents that help get that patient to that outcome.” – Aditya ([02:16])
  • Example: In gastroenterology, the desired outcome is a “completed procedure,” not just the scheduling or prep.
• Human in the Loop:
  • AI automates routine processes; humans are focused on exception handling (e.g., ambiguous patient records or faxes) ([03:22])
  • Borrowing lessons from Revenue Cycle Management and exception-based work queues.

Aditya’s Career Journey: From Fortune 500 to Startup

• Career Path:
  • Microsoft (Hotmail team): "Best grad school I could have ever asked for… They put a lot of effort into building their bench and building skills." ([04:23])
  • Adobe (consumer electronics – partnerships with Samsung, LG, etc.) ([04:53])
  • Sencha (HTML5 dev tools), Remind (K12 comms), then cofounding Luma Health ([05:21])
  • From 100,000+ employee companies to founding with just two others: "A very direct path from 100 to zero." – Aditya ([05:54])
• The Startup Allure:
  • “Once you go startup, you never go back. It’s a dangerous curse, right?” – Aditya ([05:56])

Luma Health’s Culture & Impact

• Key Cultural Principles:
  • “Get dirt under your fingernails”: No job too small for anyone, even the CTO writes code ([09:15])
  • "Lifelong learners": Humility and continuous learning in service of healthcare experts
• Impact:
  • Over 100 million patient lives touched (“one in three, one in four Americans”) ([08:50])
  • Expansion to UK and Canada
• Long-term Vision:
  • Becoming a “lasting company of consequence” that grows while leveraging AI ([08:20])

Personal Stories & Reflections

• On Retirement:
  • Would open a gym, perhaps focused on powerlifting: “If I had an opportunity to do anything, I would open a gym.” ([10:03])
• On Physical Challenges:
  • Former competitive strength athlete (CrossFit, powerlifting, triathlons)
  • “My knees hurt, my hips hurt... No one tells you that either. Also, you’re in your 20s and your 30s, you’re like I’m invincible.” – Aditya ([11:05])
• Riskiest Thing Ever Done:
  • Open ocean swimming in a triathlon in Hawaii:
    “Swimming in Tris is probably the riskiest, scariest thing I would have ever… I may actually die out here.” ([12:47])
• Greatest Lesson in Career:
  • Don’t delay difficult decisions, especially people or project-related:
    “If you think you have time to solve a problem, you really don’t.” – Aditya ([16:10])
  • “You let a project linger too long… you hope that sales deal is going to close and it’s been open for 12 months; it’s not going to close.” ([16:32])

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Notable Quotes & Memorable Moments

• On AI and the Future of Healthcare Operations:
  “What we really want to do is focus on outcomes... Our vision for operational AI is what’s the outcome?” – Aditya ([02:16])
• On Company Culture:
  "There's no job that's too small for anyone. Yeah, right. Like I'm a CTO, but like I will write code." – Aditya ([09:15])
• Advice to Early Career Professionals:
  "You can't make more doctors... But what we can control is how much support needs to go into that unit of value producing unit … push it down to 1 to 4, what a better health system we would have." – Aditya ([17:02])
• Career Regrets:
  “I think probably jump into startups earlier… There’s some amount of energy that you know when you have your youthful twenties, your youthful thirties, that you want to plow into the hard work.” – Aditya ([14:16])

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Timestamps for Key Segments

| Time | Segment / Topic | |---------|------------------------------------------------------------------------| | 00:41 | Aditya's introduction, Luma Health’s mission | | 01:40 | Role of AI in Luma’s platform; “Ops AI” explained | | 02:16 | Vision for outcome-focused operational AI | | 03:22 | Keeping humans in exception-oriented workflows | | 04:00 | Aditya’s pre-healthcare background (Microsoft, Adobe) | | 05:21 | Transition to startups, founding Luma | | 08:20 | Strategic initiatives for the next few years: AI, global impact | | 09:15 | Company culture: “get dirt under your fingernails,” lifelong learning | | 10:03 | Retirement dream: Owning a gym, personal fitness journey | | 12:47 | Riskiest thing: Open ocean triathlon swimming | | 14:16 | Advice to younger self: Startups and seizing youthful energy | | 16:10 | Biggest career lesson: “You really don’t have time…” | | 17:02 | Advice for those entering healthcare IT/AI |

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Closing Thoughts

Ed wraps by emphasizing vigilance in protecting patient safety and thanking Aditya for his insights. Aditya’s pragmatic, candid approach and passion for operational improvement in healthcare make this episode both educational and inspiring for anyone working to advance digital transformation in healthcare.

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This episode offers a blend of operational wisdom, business philosophy, and personal candor—essential listening for leaders and innovators in digital health.

Transcript

[A]

Foreign.

[B]

Welcome to Risk Never Sleeps, where we meet and get to know the people delivering patient care and protecting patient safety. I'm your host, Ed Gaudette.

[A]

Welcome to the Risk Never Sleeps podcast in which we learn about the people that are on the front lines protecting patient safety and delivering patient care. I'm Ed Gaudette, the host of the program, and I'm live and vive in Los Angeles with Aditya Mansod.

[C]

Nailed it.

[A]

From Luma Health. That's right, yeah. Welcome to the program.

[C]

Thanks. Excited to be here. Excited to talk about patients and, yeah. What we do to make it better to service them.

[A]

Let's get right into it. Share a little bit about your organization, your current role, and maybe how you got into healthcare for our listeners.

[C]

Well, maybe I'll start with the last part of the question. Okay. I'm not a healthcare native.

[A]

Okay.

[C]

So I didn't go out of college and say, like, I'm gonna go do the healthcare thing. I made the jump into Healthcare about 11 years ago where I had the opportunity to found Luma Health, like you said. My name's Aditya. I'm one of the founders and CTO at Luma Health. And we really focus on a very specific mission, which is needing care is hard, but being able to get care shouldn't be. So we build software and services that make it easy for patients to find care, schedule care, get ready for care, pay for care, all the things in the service of the patient getting connected to the health system.

[A]

Okay, and now do you work with Epic or alongside epic?

[C]

We work with epic, Meditech, Oracle Health, formerly known as Cerner, Athena, Nextgen, Greenway, and a handful of others. So those are our partners. Those are our service systems, ehrs that service the hospitals, who are our customers, the clinics that are our customers.

[A]

Got it in your SaaS application.

[C]

SaaS application, that's exactly right.

[A]

And I assume you use AI now.

[C]

If you don't, you've seen what's happened to SaaS multiples. We're all trying to save ourselves here, so. Yeah, absolutely. So not only do we. It's funny you asked that because AI, contemporary SaaS like meltdown, all that sort of stuff. Yeah, We've been building technology using machine learning for eight, nine years now, stuff like that. So we've been on a journey for a long time, and now we're on the syntax journey as well. We like to call it operational AI. Ops. AI. Our goal is everything outside of the clinical care. We don't do anything inside the exam room. We do everything to get your butt in the seat in the exam room.

[A]

Let's talk about your regenic strategy and sort of your vision for your space. Share more about that.

[C]

Yeah. So when we think about OPS AI, what we really want to do is focus on outcomes. What is, what are we trying to achieve for the patient? Right. I think classically you would think like a CIO buys like an appointment reminder product, they buy a scheduling product. We want to change the way we're thinking with OPS AI think like I want to buy a outcome. I want to buy a way that the patient gets that butt into seat to reuse that, pardon my french. So, so that's really where we're going is our vision for operational AI is what's the outcome? And then let us pick the agents that help get that patient to that outcome. So if you're running a service line like gastroenterology and colonoscopies are big business for your health system, your hospital, the outcome is actually a completed procedure. Right. That you got paid for. And so there's a lot of stuff that has to happen in there. Patient education, patient prep, bowel prep, scheduling, insurance authorization, prior authorization, all these different pieces. But so we always talk about those as discrete pieces on the journey. We don't often talk about the outcome. That's where I think we're going with OPS AI is really about owning the outcome and letting the agents fill in the piece in coordination with the patient provider and the preparer to make that happen.

[A]

And where do you keep the human interaction in that workflow?

[C]

Yeah. A lot of what we want to do, especially where we want to go, is exception oriented. Right. As opposed to a lot of people talk about human in the loop, understanding how humans interact. That's great. We should be thinking about that really from the exception basis. And there's a lot of lessons from RCM around exception based work cues and that sort of stuff here that really help drive a lot of how we're thinking about that. Where really great example, an incoming fax comes in for an order. There's two Aditya Bunsos, unlikely but possible. There's two Aditya Bunsots in the health system. That's a good opportunity for the human to actually look at that exception and then let the automation pick back up there as opposed to having an approval of the AI works. Yeah.

[A]

So you said your journey into healthcare is recent. What were you doing before?

[C]

So I've spent the first half of my career was really focused. I was at the Fortune 500. I started my career At Microsoft. So really the fortune, like or whatever you want to call it. Then I went to Adobe and so I was on this glide path to get smaller, but still these mega Silicon Valley, west coast.

[A]

What did you do at Microsoft?

[C]

What group are you in? I was in Hotmail. So online communications. Yeah, exactly. Hotmail back in the day. Right.

[A]

Still CompuServe.

[C]

I know it might as well be exactly ICQ or something like that. But what we really what was cool for me then this is just like a bit of a personal story. Like Microsoft in the early 2000s. Couldn't imagine a better place for like a young, like eager person to make their name. Yeah, they were. It was the best grad school I could have ever asked for without having to go to grad school. Like they put a lot of effort into building like their bench and like building those building skills. And like the entry level employees from there went to Adobe and worked on a lot of different products there, but mostly focused on consumer electronics.

[A]

Okay, so different group.

[C]

Yeah, Totally different vibe there. I spent a lot of time when I was at Adobe in Korea working with like, like say the Samsungs of the world, the LGs of the world, to get like Adobe technologies deployed on their hardware, like blu ray players, TVs and that sort of stuff. So just a really different world. Then I made the switch to venture back startups, went into HTML5 developer tools.

[A]

What were you thinking?

[C]

I know I would have a much nicer paycheck if I'd stayed. Right. Which, which HTML tools, if you're familiar, this was back in the day. It's a company called Sencha. S E N C H A.

[A]

Okay.

[C]

It was like the tea. Like the tea, exactly. The logo is a tea leaf. It played on all the things. If it was founded now, it'd be called Matcha.

[A]

That's right.

[C]

So well played. But back then it was Sencha. And it was great. Like it was my first. Like I went from 100,000 employees to 10,000 employees to like 100 employees.

[A]

Yeah.

[C]

So you can see this path that my career has been on. And after that I went to a K12 communications company called Remind. You have kids, you might have used the Remind app or text messaging and that led to. That was about eight people. And then I led to Luma, which was me and my two co founders. So it's a very direct path from 100 to zero. Yeah.

[A]

And once you go startup, you never go back, Right.

[C]

It's a dangerous curse, right?

[A]

Well, I don't know. Microsoft can be A bit of a Borg.

[C]

A bit of a. Yeah, you're a cog in the machine. But I loved my time at Microsoft because it was early in my career. They give you a lot of responsibility and they reward success. Like it's very. At least that time, that era was very meritocratous. Like especially. It was very unpolitical at the bottom levels.

[A]

Yeah, yeah, they. Yeah, that was a good. That was a good time. Definitely. Microsoft, we worked with the rights management.

[C]

Do you rem.

[A]

The rms, the security group back then? Yeah, there was. I spent a lot of time in Bellevue.

[C]

Yes. In. In Redmond.

[A]

In Redmond and Kirkland.

[C]

Yes. I mean at this point, Sushi Place

[A]

in Kirkland that I saw Steve Ballmer and his. I think his sister in.

[C]

Oh, yeah, yeah. Everyone was like co. Local.

[A]

Yeah.

[C]

Like everyone was there. You just had a great area, great sense of community.

[A]

Yeah. Now did you move to San Jose after that when you went to.

[C]

I actually did my career at Microsoft in Silicon Valley.

[A]

Oh.

[C]

So they have that. It was interesting. So when I joined, there's a five building campus there because Microsoft kind of had this lull. They actually leased out to the buildings. Now they have like many more buildings in the Bay Area. So I started my career there and I stayed in San Francisco, commuted down to San to Mountain View. When I joined Adobe, I was two days in the office in their San Francisco office and three days in San Jose.

[A]

Oh, nice.

[C]

So if you're familiar with that commute, it's murder.

[A]

I did that commute. I worked for a company called Rational Software. Oh, Rational.

[C]

I was a big Rose fan. You were? I interned at Unisys as a. In. Here you go. Hey, we're going back. And I love that you. We did work in uml. Did modeling the Meta Model.

[A]

Grady. Grady Booch and uml.

[C]

It was. It was. I remember Rational very well.

[A]

Yeah, they were on Santo Mars and Montague.

[C]

Yep. Yeah, it's like all that like intuits down there. Cisco's right down the road. There's a lot.

[A]

Moved to Cupertino after they merged with Pure Atria.

[C]

Yeah. And I. They were such an innovator.

[A]

Yeah, they really were. Yeah. But I used to stay in San Francisco and commute down because I just love the city.

[C]

Did you live in the city? I live in the city, yeah. For 20 years.

[A]

Whereabouts?

[C]

And I spent about 10 years in Hayes Valley and 10 years in Alamos Square.

[A]

Oh, Hayes Valley is beautiful.

[C]

Yeah. It's become like. It's even better now. I know once when we left oh, you're not there.

[A]

Where are you now?

[C]

I live in Dallas now.

[A]

Wow, that's a change.

[C]

I know, I know. It's a little bit of a. It was. We moved about two years ago, a bit of a culture shock, but we moved for family. So we want to be closer to my wife's family, so. Oh, cool. That brought us down to Dallas.

[A]

As you look out over the next couple years, what are some of your key initiatives strategically?

[C]

Number one always is like this evolution to AI is executing against that taking kind of 10, 12 years. Of course, core building these access, intake and communication solutions for healthcare and making them more agentic. We're going to be on this journey for who knows how long. It's going to be years. That's number one. Number two is we want to build a. We use this term in the company, a lasting company of consequence. Where we have. We passed the mark last year where we've impacted 100 million patient lives. So that's a really big marker for our organization. Right. It's one in three, one in four Americans.

[A]

Yeah.

[C]

Keep growing on that. We have our first deployments in the United Kingdom. We have our first deployments in Canada. So we're continuing to increase our scope to be this lasting company of consequence. So those are the two pillars like get scale and do it with AI. Like that's like where we're. That's the mission we're on for the next few years. Tell me about the culture at Luma. Yeah, I think we really talk about a couple different key elements to our culture. Number one is this real sense of getting dirt under your fingernails. That's like actually how it's written in our like company like manifesto, if you will.

[A]

I love that.

[C]

Which is no, there's no job that's too small for anyone. Yeah, right. Like I'm a CTO, but like I will write code. Right. We have 100 plus engineers, but I still want to go like commit code to production. Our, my co founder, our CEO, he still does sales development and business development. Right. He'll cold call if needed and like get a customer or prospect on the call. So it's really that ethos of getting dirt under your fingernails. And then the second kind of big pillar is we're all, we're lifelong learners. Right. We're not doctors, we're not like hospitalists, we're not physicians, but we're in the service of them and we get the privilege of being in the service of making what they do possible. And so because we're not like we're not experts. Our job is to enable the expertise to happen. So we're always these lifelong learners too. So really, that ethos of getting dirt under your fingernails and being these lifelong learners is right kind of core to our culture.

[A]

Okay. Imagine a world where you're retired and you're not doing this. What would you be doing?

[C]

Ooh, want to be. So I had this, a really interesting question. So I had an arc in my life where I was a competitive strength athlete. Looking at me right now, you'd never be able to tell competitive strength. So I commuted in CrossFit, competed in powerlifting, competed. I did Spartan races, triathlons. So I did, like, all these different things.

[A]

So Lou Ferrigno, Arnold Schwarzer.

[C]

Yeah. I don't have the neck for it, but my. I think if I had an opportunity to anything, I would open a gym. Ah, yeah.

[A]

So like a CrossFit gym.

[C]

Take your pick. Right. Like, I think CrossFit hy rocks. I really. Where I really started to gravitate to was powerlifting.

[A]

Yeah.

[C]

And so squat, deadlift, bench press. And so, like, I would probably open, like, a strength conditioning.

[A]

What's the most you bench pressed?

[C]

My bench was always my weakest. My highest bench was like 215, like, at like a 145 pound.

[A]

Okay.

[C]

My strongest lift was a deadlift, was about 390.

[A]

Yeah. That's good.

[C]

Yeah.

[A]

Yeah.

[C]

So I crossed. If you're familiar with the world, I cross a 300 on the Wilk score, which is like, you're not competitive, but, like, you're respectable. Yeah. Yeah. So. But I enjoyed it.

[A]

Yeah. Any ailments going into your next phase of life?

[C]

Thank you. My knees hurt, my hips hurt. I. I went and saw, like, my. I asked one of my dogs, like, why does this. Like, why does this. He's like, did you ever lift barbells? He's like, for a long time.

[A]

Yeah.

[C]

Yep, exactly. It adds up. No one tells you that either. Like. Yeah. Also, you're in your 20s and your 30s, right? Or like I'm invincible.

[A]

Invincible, exactly.

[C]

Yeah.

[A]

You ever been to muscle be in Venice?

[C]

I have, actually. I grew up in Orange County. Never been to Muscle Beach? Never.

[A]

We just went to Venice beach over the weekend.

[C]

And how was it?

[A]

I love Venice Beach.

[C]

Yeah. As much as it looks like in the movies?

[A]

It's the same as it's always been. Came here in 1987.

[C]

Maybe you're from the area?

[A]

Oh, no, I'm from Boston.

[C]

Okay.

[A]

Yeah. But I've spent half my life out here on The West Coast. And my first trip to the west coast was la. I'm a huge Doors fan. Jim Morrison, they started in Venice beach, so I had to go to Mecca.

[C]

Yeah. Go to sea. Yeah, exactly.

[A]

But I go back anytime I'm in la, I try to get to Venice,

[C]

and I just love it.

[A]

And it's the same as.

[C]

It's like, frozen in time.

[A]

It's frozen in time. Yeah. You get all that weirdness and diversity of. I remember my uncle lived in Brentwood, which is ucla, Santa Monica area.

[C]

Right.

[A]

And he was. We. I grew up in Connecticut, and he was visiting my father, and I said, oh, I want to go out to Venice Beach. This is before I was still in high school or something.

[C]

Yeah.

[A]

And he goes, why would you want to go there? It's the collection. It's a cornucopia of America's trash.

[C]

Something like. And I just.

[A]

It always stuck with me, like, well, now I really want to.

[C]

That makes me want to go more. Like, what is America's trash? Let's go see this. Yeah. Love it.

[A]

That's great. All right, so what's the riskiest thing you've ever done? This is the Wrist Never Sleeps podcast. So.

[C]

Personally?

[A]

Yeah.

[C]

I don't know. I definitely think the first. This is just going back to what I was saying. Triathlon.

[A]

Yeah.

[C]

Open ocean swimming. And so I'm not a great swimmer. So if you look at the triathlon, swim, bike, run, swimming's my worst, biking's my best. And I actually did a triathlon a couple, maybe three months ago, and I basically almost drowned, like, every attack. Where do you. So I did a try in Hawaii, and that was beautiful. Right. What a rough life. And the scariest part for me is, so I start the way they do this is you have. The men's corral goes first, and the women's goes behind it. And you basically sort yourselves in the corral by your pace. And so I'm at the back, which means you're at the top, front of the fast women. And if you're a fast. If you're competitive, you don't care who's in front of you, you're going to claw your way out, push them down. And so as you go out the corral, I'm swimming. It's hard, this current, it's hard. And then there's people kicking you, pulling you, like, pushing you out of the way. And so, like, as you're going out, once you get a little further, it's a little safer, but, like, you literally feel like you're going to get knocked underwater, Pushed underwater. So swimming in Tris is probably the riskiest, scariest thing I would have ever. I've ever done. I was like, I may actually die out here.

[A]

That's crazy. I never really considered that. Sort of like car racing. Right.

[C]

When you. Yeah. Like someone's going to pass you. Right. And if you collide, like.

[A]

Yeah.

[C]

You actually can hit each other in the car track and not be the end of the race. That's right. So you're going to have. And it's just people just pulling at you, like, because they don't know where their hands are going. Right, right. Like. And the next thing they're hitting. They're trying to get. They're trying to get in front of you. Exactly. They know that there's a body there. They're like. But that's not my problem. Stepping over. Yeah, exactly. So. Yeah. And that's going to be. That's some food for the fish at some point.

[A]

So you go back in time, you see your 20 year old self. What would you tell them?

[C]

20 year old self. I think probably jump into startups earlier. To the point that you're making earlier. I loved the time I did at Fortune 500. It was awesome. The big companies. But there's some amount of energy that you know when you have your youthful twenties, your youthful thirties, that you want to plow into the hard work.

[A]

Yeah.

[C]

And where you have an undeserved sense that you can accomplish what you're set out to do. So I would have probably started loom a little bit earlier. It was fortuitous when we did it, but. Yeah, it was. I think I would probably have done that.

[A]

Okay. All right. You're on a desert island and you can bring five records with you. Albums.

[C]

Ooh.

[A]

Where do you lean musically?

[C]

So somewhere between edm, hip hop.

[A]

Okay.

[C]

And then progressive metal. Progressive rock used to be like dream theater. Tool. Like tool. Yeah. Like those are spoon. Yeah. Less spoon, but more like tool. Filter. Circle filter. Dream theater. Like, I would probably pick something from. Okay, let's do it by genre. So I'd probably pick one from there.

[A]

Okay.

[C]

From hip hop, I would probably pick any of the Blackalicious albums. So that was more like Oakland area, that. That genre. And then from edm, like either. Like a sweet. Like the one of the Avicii albums or Swedish House Mafia or Morgan Page. Like something in that bucket.

[A]

Yeah.

[C]

So probably like maybe one or two from each of those. If I. If it was just five, I'd ride

[A]

the Bart with You to a rave.

[C]

It could be fun. It could be a lot of fun. That's. I definitely rode Bart to Oakland quite a few times since Coliseum.

[A]

I bet you did.

[C]

Yeah.

[A]

You like Berkeley?

[C]

I lived in the bay area for 20 years. Yeah. Telegraph Street's great.

[A]

Telegraph street, yeah. How about North Beach?

[C]

North beach is good. Living in San Francisco, that was mostly a food destination for me. Right. Go get Italian. Go to Sodini's. Like, go get some great.

[A]

City Lights Bookstore.

[C]

Always City Lights. Vesuvio right next door.

[A]

How about Specs?

[C]

Do you know about sex? Yeah.

[A]

You do? Not many people know Specs.

[C]

Yeah. Yeah. It's right in the neighborhood. I've been there a long time, so it's been around the block a few times.

[A]

Yeah. Biggest mistake you made in your career or maybe the greatest lesson you learned over your career?

[C]

I think one of the things that if you think you have time to solve a problem, you really don't. I think there's a lot of times where you hope for the best. You drive into the problem set and a lot of this is people related. You think like, I think this person's going to be able to get it done. Often than not, you know it. The moment you start to doubt it. That's actually. You should cut your. You should cut short there as opposed to let the tape play out for another six months.

[A]

Yeah.

[C]

I think impatience or the lack of impatience is probably sometimes where I find myself like making. Making mistakes. You don't want to say biggest mistake. I'll say mistakes, plural. Because you let a project linger too long, you let a go to market opportunity linger too long. You hope that sales deal is going to close and it's been open for 12 months. It's not going to close. Yeah. Get your team working on something else.

[A]

Look for the Occam's razor.

[C]

Yeah, exactly. Exactly. The simplest solution, right?

[A]

Yeah.

[C]

Yeah.

[A]

What advice would you have to someone coming out of school that wants to get into healthcare or it or AI or what wisdom would you share with that?

[C]

Number one, don't do it. They're going to be a plumber. In all fairness. Yeah. A union trades job I know will probably do better than most of the things that people at this conference will be able to accomplish. Sad truth to the reality. If you, if you've got the bug, if you really feel the passion for it, I think you should probably don't do clinical stuff. And I, I mean that. Not because I don't love the clinical stuff, just finding ways to prove value in clinical products and clinical Solutions is so hard. Yeah, you can say I'm making oncology 10% better, I'm making nephrology 5% better. Is it you? Is it the doctor? Is it the better systems that were put in place? It's so hard to tell when you're going into these fields. Like what it is outside of like the pure medicine side of it. I would say go to the operations. Healthcare is one of those weird industries where for every unit of output you have a physician, you have six to seven things that have to support that. Right. And the more we can compress that ratio down to one to one, the better system we'll have for everybody. So you can't make more doctors. That's the. There's many other people, boards and medic schools and that's have to solve that problem. But what we can control is how much support needs to go into that unit of value producing unit. So because you have the registrar, the scheduler, the rev cycle person, you can name a 15 people there, the claims manager, the coder, all these different things on this side, 1 to 7, if we can push it down to 1 to 4, what a better health system we would have. That's actually where I think the problem needs to solve.

[A]

Focus on outcomes.

[C]

Yeah, exactly. The physician's gonna know what to do. Right. They've trained for this. The rest of it, we're all working against the system as opposed to trying to make the system better, to get the physician to deliver the outcomes.

[A]

Yeah. Are you a big believer in the universe? Are you spiritual?

[C]

Not at all. You're not spiritual? Self determination? Yeah. I'm like, I think in the world. Yeah. I have free will. Yeah. I believe I have free will. I won't know until I die.

[A]

Yeah. Are you a voracious reader?

[C]

I do read. Probably not as much as I should, but as in my youth. Yeah.

[A]

What do you have going now?

[C]

Anything. So it's a guilty pleasure book.

[A]

Oh, it's okay.

[C]

But the latest Lost Symbol by Dan Brown. Yeah. Yeah. So he's a. In all fairness, he's a terrible writer. He writes catching. Catching, like.

[A]

But then you said guilty pleasure.

[C]

Absolutely. If I was to give you like the US to give you like the intellectual. What I'm supposed to say I'm on my bookshelf unopened. The William Dahl Rimple book about India, which is about the Silk Road and all that sort of stuff. But what's actually I'm halfway through is the Dan Brown novel just about chasing pagan idols or whatever it is. This book is about.

[A]

That's so great.

[C]

Yeah.

[A]

I really appreciate your time coming on the podcast.

[C]

Great to have, Great to be on.

[A]

Really great. Ed Gaudette from the Risk Never Sleeps podcast. If you're on the front lines protecting patient safety and delivering patient care, remember to stay vigilant because risk never sleeps.

[B]

Thanks for listening to Risk Never Sleeps. For the show, notes, resources and more information and how to transform the protection of patient safety, Visit [e-mail] that's C E N S I N E T.com I'm your host, Ed Gaudet. And until next time, stay vigilant because Risk never sleeps.