Friends, Let’s start with a statistic. I suspect that many of you consider rural healthcare a somewhat esoteric or niche market. Let’s correct that misconception right up front. There are over 60 million Americans who live in rural settings and they tend to be older and have more medical conditions than the general population. Just for comparison’s sake, there are 30 million Americans with diabetes – that’s half the number who live in rural America. Point being, the topic we’re talking about in this episode addresses about one fifth of all Americans and according to this week’s guest, “there’s definitely a misperception around the size and the crisis that’s happening in rural America.” And if you’re wondering what makes this a crisis, hit ‘play’ and listen to this enlightening dialogue with a healthcare leader who, along with her colleagues, is attempting to make a positive difference in the lives of nearly one out of every 5 Americans. Our guest this week, Dr. Jennifer Schneider, is the co-founder & CEO of Homeward Health. Prior to this, she served as Chief Medical Officer of Livongo and then as its President, where she led the company’s strategic clinical product vision, data science & clinical trials. As many of you are aware, Livongo was acquired by Teladoc in the largest digital health acquisition to date. Prior to Livongo, Dr. Schneider held several key leadership roles at Castlight Health, including as its Chief Medical Officer.  Earlier in her career, she was a health outcomes researcher and Chief Resident at Stanford University, and has practiced as an attending physician at Stanford University and Kaiser Permanente. She is the author of Decoding Health Signals: Silicon Valley’s Consumer-First Approach to a New Era of Health, which explores how companies are using big data analytics and artificial intelligence to reinvent care delivery for people with chronic conditions.  In this episode, we’ll hear about: The unique challenges of providing and receiving healthcare in rural America Some startling statistics about the lack of providers and access to care in rural America. The 3 differentiating ways in which Homeward Health is tackling the problem of rural healthcare. A unique partnership that Homeward Health has formed with Rite Aid. Some of the amazing state-of-the-art, tech-enabled approaches that Homeward Health is bringing to an antiquated system of care for the elderly in rural America. This mission is very personal for Dr. Jenny Schneider, as was her last venture at Livongo. Jenny was diagnosed with type 1 diabetes as a child, and her treatment was delayed for weeks because she was living in rural America and did not have access to the healthcare she needed. So, in a very real sense, she has come home. With Livongo and now with Homeward, Jenny – one of the leading physician healthcare entrepreneurs in our country – is addressing medical conditions and healthcare challenges that she and her family have great personal familiarity with. It’s a profoundly purposeful story.  While the technologic and digital sophistication that Homeward Health uses is amazing, the real differentiation is that they are tackling the very practical challenges in a 3 part fashion.  First, the shift to a viable economic model: value-based payment. They’re focused on the senior segment and are leveraging Medicare Advantage payments. Let’s be clear, there is no way that Fee-For-Service (FFS) aligns with the care of the elderly. Older people require a relational approach to healthcare, not a transactional approach, and the FFS payment model incentivizes transactional volume, not relational preventive care.  Second, Homeward is able to replicate and scale its services because of the state-of-the-art tech-enabling platform. Folks – there is no way around this. The brick & mortar, centralized care delivery model is not financially viable. What is needed now – for so many reasons – is the ability to utilize remote patient monitoring, virtualized care, and home-based care delivery.  Third, the key differentiator is building credibility, trust and synergistic impact through partnering with local healthcare systems.  I love the fact that Homeward is partnering with hospital systems in a way that benefits the healthcare system, the local communities and most importantly, patients and their families. We’ve heard this theme of partnership from other forward thinking healthcare entrepreneurs. It may be the key to unlocking the future of healthcare delivery.   The partnership with Rite aid is particularly interesting. As I understand it, Homeward is using mobile health units and literally parking itself in Rite Aid parking lots. This does at least two things.  First, it brings medical care closer to people’s homes in rural America; and second, it provides tremendous convenience by enabling folks to obtain their prescriptions and other medical equipment simply by walking right into the adjacent Rite Aid store.  Keep in mind that we’re talking about older patients in which medications are not only critical but a major challenge – in terms of appropriate dosing and polypharmacy. Being next to Rite Aid, with immediate access to pharmacists and pharmacy tech’s is the right way to deliver healthcare for the senior population.   The specifics of the care model that Jenny and her colleagues have created is incredibly elegant and supremely patient-focused, with much of it actually being accomplished within patients’ homes – both virtually and in person. I hope you appreciate learning about it as much as I did; and please let me know what you think. Until Next Time, Be Well. Zeev Neuwirth, MD

Friends, I have to tell you that each time I have the opportunity to speak with Dr. Patrick Conway, it’s a treat. He is an erudite and accomplished healthcare executive – having served as the CEO of Blue Cross Blue Shield of North Carolina and previous to that as the deputy administrator for innovation and quality at the Center for Medicare and Medicaid Services, as well as the agency’s Chief Medical Officer. He also brings an incredibly grounded perspective from his many years of clinical practice as a pediatric hospitalist (which he continues to do), and in his previous role overseeing clinical operations and quality improvement at Cincinnati Children’s Hospital. Of note, at one point he also practiced in a federally qualified healthcare center, serving the most undeserved families in our healthcare system. I’m not at all surprised at the accolades he’s received – being elected to the National Academy of Medicine in 2014 and receiving the President’s Senior Executive Distinguished Service Award. But, what impresses me the most about Dr. Conway is his never ending pursuit to create better healthcare – better healthcare for children, for the elderly, for individuals on Medicaid and dual eligible patients with disabilities and complex chronic conditions, and for those suffering with mental illness. I could have easily titled our conversation, ‘Caring for the underserved in American healthcare’. Patrick is a highly experienced and practical executive who can quote stats, facts, policies and payment models with the best of them; but what he can also do is share with you the real life stories of patients he’s seen and continues to see – stories that reveal the critical need to transform American healthcare.  In this episode, we’ll hear about: The vast portfolio of care solutions that Dr. Conway oversees which includes home and community care, post-acute care, mental and behavioral health, specialty care, complex chronic care, senior care, and federal health services. A dive into the behavioral health “crisis” and what Optum Healthcare is doing to address it. A discussion on the challenges of rural health and senior care, with examples of the solutions and partnerships that Optum is assembling, including a recent partnership with Walmart.  A couple of recommendations Dr. Conway has for hospital system leaders. Some reflections regarding the impact CMS and CMMI has and are continuing to have on American healthcare. The scope and scale of what Dr. Conway and his colleagues are building is remarkable, and yet, he will be the first to admit that his organization is not flawless and they are still figuring it out. He’ll also be the first to point out the awesome potential for good and the possibilities at scale they are striving for. What inspires me the most about Patrick are the underlying values he brings to this work.  In this interview he notes that competition is a fact of life; but, we can and should be more collaborative. He is an ardent, long-time champion for the accelerated transition to value-based care. And finally, he talks about the selfless risks that leaders must be willing to take in order to manifest their mission – financial risks, cultural risks and leadership risks.   I expect that there will be some listeners and readers who will be critical of my lauding Optum. Look, while there are valid criticisms that can be directed at UnitedHealth Group and its insurer arm, UnitedHealthcare, I don’t know many stakeholder groups in American healthcare that are immune from serious critique and in need of significant reformation. Folks, my purpose in this podcast is not to critique, but to discover positive transformative change and to share that with others – to learn from, to emulate and to collaborate with positive deviance, so that we can humanize our healthcare system.   The reality is that we can’t continue on the path and trajectory we’ve been on for the past few decades. We are at numerous existential crossroads in healthcare, and in the health and welfare of our public. We need to figure out how to reframe, redesign and reorganize our healthcare system so that it delivers what we all want and need for our families, our communities and our country. And that means we’ll have to figure out how to relate to one another differently.  So, I hope you perceive this dialogue in the way it was intended: as an inspiring message about possibilities. The message I hope you hear is one that transcends what you think of payers or retailers or big tech or any other stakeholder in the healthcare industry. The message I hope you hear is a shared collective mission.  And, my friends, we must rally around that mission, if not for our sake, then for the sake of the generations that follow us.  Until Next Time, Be Well. Zeev Neuwirth, MD

Friends, It’s always enlightening and inspiring to hear from Dr. Robert Pearl, our guest this episode. He tackles critical issues in healthcare head on and with unabashed honesty and unfiltered integrity. The topics you’ll be hearing about this episode include what Dr. Pearl refers to as “the middleman mentality”, which he argues is “killing American medicine” and limiting the potential of healthcare leadership, leading to an incrementalist approach. We’ll also hear his insightful perspective on how large disruptors like Amazon, CVS & Walmart are playing what he calls “healthcare’s long game”, and the impact that could have on legacy healthcare systems and providers. Dr. Robert Pearl was the CEO of The Permanente Medical Group (Kaiser Permanente) from 1999-2017. In this role he led 12,000 physicians, 42,000 staff and was responsible for the nationally recognized medical care of over 5 million Kaiser Permanente members on both the west and east coasts. Named one of Modern Healthcare’s 50 most influential physician leaders, Dr. Pearl serves as a clinical professor of plastic surgery at Stanford University School of Medicine and is on the faculty of the Stanford Graduate School of Business.  He is the author of two books, Mistreated: Why we think we’re getting good healthcare – and why we’re usually wrong, and Uncaring: How the culture of medicine kills doctors and patients.  He is also a podcast host and a regular contributor to Forbes. In this episode, we’ll hear about: The incrementalist “middleman” mindset and the type of transformative leadership that will be required for healthcare systems to thrive. The short, middle and long game that large retailers are playing, and the impact this will have on hospital systems & provider groups. A strong argument for why healthcare must move to capitation, and why it has to be embedded at the healthcare delivery level. Dr. Pearl is not speaking from an idealistic or ivory tower perspective. He is speaking from decades of delivering some of the highest quality, most accessible, and most cost effective care we’ve witnessed in our country – at scale!  He does not sugarcoat the challenge that healthcare systems face in transitioning from an out-moded fee-for-service (FFS) business model to value-based payment. But, at the same time, he holds no punches in articulating how damaging the FFS based healthcare system is for patients, for providers, and for our communities. He also makes the point that the current system is actively being disrupted. Given those realities, the argument for incrementalism seems indefensible; and yet, that is where we find ourselves today. The solution, according to Dr. Pearl, is leadership. The type of forward-thinking leadership that is willing to make the tough decisions and willing to take the courageous steps to transform healthcare delivery. Until Next Time, Be Well. Zeev Neuwirth, MD

Friends, In this episode, we have the unique opportunity of being introduced to two critical components in the future of healthcare delivery: platforms and flywheels.  We also have the great fortune of being introduced to one of the national leaders in digital healthcare, Sara Vaezy. Our guest will share why and how platforms and flywheels are necessary for healthcare systems to remain competitive in the digital era, and why they’re important now. Sara Vaezy is the recently appointed Chief Digital Officer for Providence where she is responsible for digital strategy, product innovation, marketing, digital experience, and commercialization for the integrated delivery network which includes 52 hospitals and over 1000 clinics serving over 5 million unique patients. In addition to her work at Providence, Sara serves as the NCQA Board Director, as a member of inaugural class of the Frist Cressey Ventures Collective, a Health Evolution Forum Fellow, a World 50 Digital 50 member, and a Forbes Business Council Member. She has won numerous awards and recognitions that include a Becker’s Rising Star in Health IT (2020) and a Becker’s Women to Watch in Health IT (2020 & 2022). Sara holds an MHA and an MPH in Health Policy from the University of Washington School of Public Health and BA’s in Physics and Philosophy from the University of California, Berkeley.  In this episode, we’ll discuss: Why platforms and flywheels are vital for the mission and viability of healthcare systems.  Examples of platforms and flywheels outside of healthcare and how they enhance consumer acquisition, engagement and retention.  Why platforms are a prerequisite for healthcare systems to compete effectively in the digital era.   How flywheels can also support the transition to value-based care  The ‘know me, care for me, and ease my way’ promise that Providence Health makes to its patients, and how that directs their digital health strategy and deployment.  There are numerous lessons to be learned from Sara Vaezy in this dialogue – lessons about healthcare consumerism, digital healthcare, the competitive landscape and value-based care.  Speaking with Sara is always a privilege, a pleasure and a deeply inspiring experience.  Until Next Time, Be Well. Zeev Neuwirth, MD

Friends, The problem of inequity in women’s health is a hugely disturbing one, particularly in American healthcare. For example – the disparity in maternal-fetal mortality & outcomes among Black women compared to White women in our country is an egregious example of a long-standing unsolved inequity. To put it plainly, it’s a shocking disparity and one that has to be addressed and eliminated.   In this dialogue we are introduced to another shocking inequity in women’s health. The issue is menopause, and I have to admit that I was unaware of the enormity of this unaddressed issue, and its debilitating impact on literally tens of millions of women each year. As always, our main focus here will not be on the problem, but more so on a solution that a courageous group of leaders have deployed to create a new and more humanistic approach to healthcare in our country.   Joanna Strober is the CEO of Midi Health.  Prior to Midi, Joanna founded Kurbo Health, a digital therapeutic for childhood obesity that she grew to serve tens of thousands of adolescents worldwide and sold to Weight Watchers in 2018. Prior to following her passion for digital health, Joanna spent fifteen years making investments in venture capital and private equity. Joanna is also the co-author of Getting to 50/50, a best selling book written to help parents thrive in the workforce after having children. Joanna received her BA in Political Science from University of Pennsylvania and holds a JD from University of California, Los Angeles where she was UCLA Law Review editor. In this episode, we’ll discover: How Joanna Strober personally discovered one of the great hidden inequities in American healthcare – an issue that is impacting nearly 60 million women. How painful and debilitating menopausal symptoms can be, and how these symptoms can be mis-disagnosed and mis-treated by well-intentioned providers. The impact menopause has on the professional lives of tens of millions of women in our country, and its negative impact on corporate America. The evidence-based, expert-supported, consumer-oriented & hyper-focused model of care that Joanna & her colleagues have created to address the problem of menopause in America. How Midi Health can be a synergistic and collaborative partner with providers and healthcare systems. A number of summary learnings are well worth reviewing:   Nearly 60 million women in the USA are in the menopausal age range. The symptoms are incredibly debilitating and are often missed and misdiagnosed by providers, leading to costly testing as well as inappropriate treatments. It’s not hard to see how these symptoms could be confused for other issues, as they include: migrainous headaches, sleep disturbances, anxiety and depression, heart palpitations, brain fog, memory problems, and a lack of energy.  As Joanna states, when these symptoms arise in a women between the ages of 40 to 65, menopause should be on the top of the list of possible causes rather than at the bottom. Women struggle to find appropriate care because the bottom line is that primary care physicians, neurologists, cardiologists, sleep medicine doctors and even gynecologists don’t get significant, if any, formal training in menopause. In addition to the personally debilitating symptoms, menopause also impacts women’s professional lives. Here are some stats Joanna shared with us:  Nearly 60% of women have to take time off from work due to menopause. Nearly 20% have to take off more than 4 weeks. In one survey, 60% of women said they did not apply for a promotion or raise because of their menopause symptoms. 25% said they had considered quitting their jobs, and 10% actually quit their jobs as a result of their menopausal symptoms What struck me during this interview was the truly exceptional clinical program that Joanna and her colleagues have built at Midi Health. It is one of the most elegant and sophisticated clinical/operational models of care that I have come across. It’s also supremely consumer oriented. The model is virtual which makes it accessible and convenient. Below is a high-level overview. The major interface women have is with a nurse practitioner who is certified by NAMS – the National Association of Menopause Specialists. In addition to being highly trained and vetted, these nurse practitioners are also following continuously updated, evidence-based protocols that the renowned experts at Midi Health have painstakingly created. If you take a look at their website, you’ll get a sense of the depth of the experts and expertise that Midi has brought to bear.   In addition to the NAMS certification and updated protocols, these nurse practitioners receive on-going training by the core team of experts. During the actual patients visits, the nurse practitioners also have real-time, on-demand access to the panel of experts. So they can literally obtain an expert consultation during the virtual visit.  And, this is not just general menopausal experts; but it’s specific sub-specialized expertise such as for breast cancer or osteoporosis or mental health or for naturopathic treatment alternatives.   Prior to the initial virtual visit, women complete a comprehensive pre-visit assessment which allows the Midi providers to be highly focused and to customize the visit.  The NP’s, working in conjunction with the women’s providers, can order tests. Once a treatment plan is decided upon they can prescribe the appropriate hormonal or naturopathic treatment.  Joanna shares that it usually takes a few follow-up virtual visits to adjust and correctly titrate the right dosing, and then these women are followed up as needed or annually.   What’s important to point out is that the Midi model is one that is complementary to provider groups and health systems. Midi NP’s will refer back to the women’s PCP or ObGyn for testing and for more clinically complex situations such as bone fragility or bleeding. I was pleasantly surprised to discover that it is a collaborative and not a competitive model of care. As Joanna states during the interview, “Our women are getting mammograms and they’re finding out that they have breast cancer.  We are diagnosing a lot of osteoporosis.  We want to partner with hospital systems because we’ll be sending a lot of patients to them.  We don’t view it as competitive.  Instead, we think our goal is to be this initial screen, to do this initial care and then refer into the hospital’s systems for what they do best, which is the more specialized care and more specialized procedures.” Menopause has been a hidden giant of a problem that women have suffered with, and it’s breathtaking to see how Midi Health is solving for it. One of the core underlying reframes here is the segmental focus that Midi has taken. The team at Midi has developed a highly focused, highly customized solution that addresses a very specific – but large – gap in American healthcare.  I think there’s a lesson here that can and should be transposed onto other conditions. I believe that Midi, and others in this genre are creating a whole new category and categorization of healthcare.   As you may have noted, Midi Health provides care for women with commercial health insurance. While we did not explore this topic, one would hope and expect that the solution will be made available to women who are uninsured, under-insured, as well as those on Medicaid. Midi is charting a bold new direction in healthcare and they are differentiating themselves in numerous ways.  First, they are differentiating themselves as a highly credible and reputable healthcare company, not as a product company.  Second, they are creating a virtual platform with the ability to scale, as opposed to the more typical brick and mortar clinics that are much more costly and geographically limited. This model will be able to treat women across the country and across the globe.  Third, due to the virtual visits and their digital tech platform, they will be able to collect significant amounts of data that can be analyzed and used to improve and further personalize care.  And finally, they are creating a collaborative model of care that can be integrated with providers and healthcare systems.  I truly admire and respect what these folks have done. It’s awe inspiring.  I believe that we will be seeing and hearing a lot more from the tremendous leaders and team at Midi Health.   Until Next Time, Be Well. Zeev Neuwirth, MD

Friends, Our dialogue this episode centers on one of the most transformative and divergent clinical care models that I have come across. People throw around phrases like relationship-centered, patient-centered, preventive, personalized, and social determinants of health. In the model we’re discussing in this episode, you’ll see all of that actually being integrated into a coordinated ecosystem of care that delivers continuous, comprehensive, cost-effective and dignified VIP care to older, poorer and sicker Americans. People refer to ChenMed as one of the iconic, value-based senior care models or Medicare Advantage care models. It is also one of the best examples of a mission-driven healthcare organization. If you’ve ever wondered how a small group of people can transform the American healthcare system, I would suggest you listen very carefully to this interview. I would also recommend that you read the book that Dr. Chris Chen & Dr. Gordon Chen recently co-authored, The Calling – a Memoir of Family, Faith and the Future of Healthcare. Dr. Chris Chen is CEO & Co-Founder of ChenMed. Since becoming ChenMed’s CEO in 2009, Dr. Chen and his colleagues have built the decades-old, highly successful ChenMed model into a scalable organization with over 100 sites now spanning dozens of cities across numerous states.  ChenMed has been named to Newsweek’s “Most Loved Workplaces” list, Fortune Magazine’s “Change the World” list, as well as earning recognition by the White House, the Department of Health and Human Services, and the U.K. National Health Service. ChenMed was recently named by Newsweek as the #1 workplace in healthcare. ChenMed has also been featured in numerous publications including Medical Economics which named ChenMed, “Best Primary Care System in the U.S.”  Dr. Chen graduated from the University of Miami’s Honors Program in Medicine. He went on to complete his medical training at Beth Israel Deaconess, a Harvard University teaching hospital, after which he completed a fellowship in cardiology at Cornell University Medical College in New York City. In this episode, we’ll discover: The foundational healthcare vision and mission that this organization adheres to and delivers upon.  The pivotal capitation payment model ChenMed has adopted, and how that enables the shift from transactional, volume-driven and reactive care to one that is highly relational, personalized and preventive.   The numerous clinical, operational and technologic initiatives and infrastructure ChenMed has launched, which differentiate it from the primary care being deployed in the vast majority of healthcare systems across the country. How ChenMed treats its providers with the same respect, dignity and humanity that it applies to the patients and families it serves. The analytic and technologic sophistication that ChenMed has invested in, which greatly enable providers and their teams. The remarkable business acumen that Chris and his colleagues bring to bear – allowing for a model that is viable, replicable and scalable. I first met Chris Chen over seven years ago, and I’ve been observing the phenomenal maturation and advancement of the ChenMed model ever since.  Below are 3 reflections.  First, ChenMed is solving a serious and unresolved problem in our country – affordable, effective and dignified healthcare for older, sicker and poorer Americans. Poverty, overall, in the US is decreasing; but it appears to be rebounding for older Americans. A recent NYT article by Lydia DePillis (An Uptick in Elder Poverty: A Blip, or a Sign of Things to Come, Oct 17, 2022) cites that nearly one in ten Americans over the age of 65 live below the poverty line. One in five Hispanic or Black American Women over 65 live below the poverty line. One in four Americans over 65 years of age make less than 150% of the federal poverty line which is, on average, $19,494 for an individual living alone.  I was surprised, actually shocked, to learn of the high and rising prevalence of poverty amongst our senior population. At this level of poverty, preventive primary care is unaffordable. The ethical imperative is clear. But, what we also know is that the vast majority of the costs of healthcare are attributed to the older, sicker and poorer population. So, there is an economic imperative as well.   Second, what I have come to learn is how poorly understood ChenMed is amongst healthcare leaders. I’ve listened to knowledgeable experts speak without any coherent awareness of the integrated ecosystem ChenMed has built. I’m under no illusion that I fully understand the ChenMed model, but I continue to be an avid student; and continue to be an outspoken champion. Third, one thing I’ve observed over and over again with ChenMed is their divergent thinking and approach to primary care, and healthcare in general. They have reframed the practice of medicine to align with the core principles of our profession. There are literally dozens, if not hundreds, of ways that this manifests in their clinical, operational and technological infrastructures; in their processes and protocols; and most importantly, in their outcomes. Chris highlights a few of these differentiating elements in our dialogue.  I’ll share an example below. Most primary care across the country is based on a volume-driven, RVU-based, transactional framework that does not recognize that some patients require a very different approach. The wisdom, humanity and integrity of the senior Dr. James Chen and his sons is their firm belief that primary care is about establishing a healing and healthful relationship, not about being a visit vendor. They have understood that in order to create healthful relationships in older and sicker patients, visits must be more frequent, longer, supported by a team, and intensely focused on contextual factors, non-clinical determinants of health and lifestyle modifications. They have understood that this requires much greater investment in primary care, sophisticated protocols and technology that is built specifically for this purpose, and ultimately an approach that they characterize as love. They have also understood that top-down, centralized and generic approaches to population health are blunt instruments. So instead, they’ve empowered, deputized and resourced their physicians to essentially be the population health managers of their patients. Another related example is that they’ve reduced the number of patients each provider cares for to 400.  Contrast that to the typical primary care doctor in the US who carries a panel size between 1500 – 2000 patients. This profound decrease in panel size enables ChenMed physicians and their teams to provide the holistic, comprehensive, continuous and personalized care that is required for this segment of the population. It allows them to spend the attention and time that is required to keep these patients healthy, and out of the ED and hospital. ChenMed is a humanistic inversion of the American healthcare system. It’s approach is an anomaly that, in my opinion, should be studied and applied more broadly across our country. The Chens and their colleagues are missionaries bringing care to the underserved populations in our country: to seniors, to those who have less means and less money, and to those who have more complex and challenging clinical and psychosocial situations. What’s incredible is that the care, experience and outcomes they’re bringing are far superior to the primary care that the vast majority of older Americans receive, and it is far more cost effective. The ChenMed approach and others that are similarly rehumanizing healthcare are incredibly inspiring and compelling. Over the past few years I’ve been pondering the question of why healthcare systems around the country aren’t adopting or emulating these models of primary care, at least for the underserved populations and communities they serve?  I am sincerely interested in how those of us in leadership roles in healthcare can see models like this and not become immediate advocates and champions. I’m sincerely interested in your thoughts and questions. Until Next Time, Be Well. Zeev Neuwirth, MD  

Friends, This is one of a series of interviews I conducted to better understand the role of platforms in healthcare delivery. Our guest today, Dr. Roy Schoenberg, is one of the most significant contributors and most accomplished entrepreneurs in the domain of telehealth & virtual healthcare. He and his colleagues are also pioneers in one of the most significant transformations that will occur in healthcare – platforms.  Dr. Roy Schoenberg is President and CEO of Amwell.  Since co-founding the company in 2006 with his brother Ido, Amwell has grown to become one of the largest telehealth eco-systems in the world. Amongst numerous accomplishments and recognitions, Roy was appointed to the Federation of State Medical Boards’ Taskforce that issued the landmark guidelines for the “Appropriate Use of Telemedicine in the Practice of Medicine” in 2013.  He is the 2014 recipient of the American Telemedicine Association Industry award for leadership in the field, and was named one of Modern Healthcare’s 100 Most Influential People in Healthcare in 2020. Roy holds over 50 issued US Patents in the area of healthcare technology. He speaks frequently in industry and policy forums, and serves on the healthcare advisory board of MIT Sloan School of Business. He holds an MD from the Hebrew University in Israel, and a MPH from the Harvard School of Public Health.  In this episode, we’ll discover: What a healthcare delivery platform actually means and what it does.  The revolutionary potential of automation in healthcare delivery and the two requirements of this new generation of technologies.  The role platforms can play in assisting us to achieve the elusive triple, quadruple & quintuple aims.  How platforms can solve the ‘digital dilemma’ that is now confronting every healthcare system attempting to enter into the digital era of healthcare.  How platform technologies will actually humanize patient care by connecting people, connecting data, connecting technologies and connecting services. I’m just going to say that listening to and learning from Roy Schoenberg is a treat not to be missed. I’ve had the privilege of speaking with and interviewing Roy a number of times. But, each and every time I do, it seems like I comprehend his vision and appreciate his wisdom even more than the last time. It took me 3 passes through this interview to actually see – and I mean ‘see’ the vision of the future that Roy was describing. It is incredible. Roy describes the 3 domains of healthcare delivery that will be fully and seamlessly integrated through platforms, and the two requirements of the next generation of automated technologies. He paints a picture of a ‘digital companion’ that is so real and sounds so doable, but at the same time seems almost magical. As I listened to Roy, I was reminded of that quote by science fiction writer, Arthur C Clarke: “Any sufficiently advanced technology will be indistinguishable from magic.”   One always wonders about the real-life challenges and timeline of transformational change when speaking about an industry that is as homeostatic as healthcare. In listening to Roy Schoenberg and other leaders like him, I have come to realize that the challenges are not technologic. We have those magical capabilities. The challenge is the limitations of our industry-centric framing, the limitations of our disease-reactive vs health-centric framing, and the limitations imposed by our current payment and profit framing.  The sad part of our inertia is two-fold. First, it is the harm we unintentionally impose upon our patients and our providers of care – instead focusing on incremental temporizing measures that are a relic of a reengineering era of improvement.  Second, it is that the future of healthcare is going to be so much better than the past, and yet we delay that reality by clinging to a past framework instead of catalyzing a future one. Far from depressing me, these realizations only strengthens my resolve to reframe healthcare. And my hope is that this has the safe effect on you. The incredibly inspiring reality is that we have lots of highly impactful leaders like Roy who are making that better future a reality.  I’ll leave you with a few comments by Roy which provide a snippet of his vision and his humanity. “I think that a lot of people still see these technologies as another way to do the same things we’ve always done…  like, take the office visit and put it on your phone – same stuff, different place… I think a lot of the market is still married to that easier-to-comprehend notion… versus the logistical power of what these technologies actually bring to the table and our ability to rewrite the healthcare experience through them…  we’re going to be able to give people the reassurance that they can be cared for in their own environment… completely rethinking the way care happens.” “Completely rethinking the way care happens…”  That’s the reframe in healthcare we all need and all desire. So, let’s do it! Until Next Time, Be Well. Zeev Neuwirth, MD

Friends, Many of us think of Uber as simply a much more convenient and comfortable alternative to taxi cabs, or as another great app on our smartphones. Underlying that reality is a deeper understanding that Uber is actually one of the most sophisticated business & technology platforms to date. Through the use of data, analytics and digital connectivity, it brings customers and vendors together in a way that is much more accessible, convenient, customized, and cost effective, and with just as good if not better outcomes, Uber makes it easier for both customers and vendors.   What does Uber and their platform have to do with healthcare?  For those of us who are in population health and healthcare quality, what I just wrote about Uber translates into the quadruple aim: better care, better outcomes, lower cost, and improving the experience for providers. That is what I’m referring to when I titled this episode – the ‘uberization of healthcare’. Uber Health has the potential to reframe and powerfully enable us to achieve the very aims that we have been attempting for the past couple of decades; including the quintuple aim goal of healthcare equity – which you’ll hear about early on in our dialogue. Our guests today are both Boston-based and so when I say they’re ‘wicked smart’, you’ll forgive me for the colloquialism. They also happen to be ‘wicked’ accomplished, capable, incredibly articulate and profoundly mission-driven – all of which will become apparent as you listen to this exciting and enlightening interview.  I’ve also had the recent opportunity to meet with other members of the Uber Health team and was super impressed with the healthcare acumen they’re bringing to the table: deep knowledge in Medicare, Medicaid, population health, healthcare benefits and so on…   Caitlin Donovan is the Global Head of Uber Health. She has held numerous chief operating roles in organizations including MyOrthos, ModivCare – previously called LogistiCare – a specialty benefits manager in non-emergency medical transportation, and CareCentrix, where she focused on home-based care and post acute care.  Early in her career, she worked in finance as an investor at Bain Capital, and as a member of the internal consulting group at Summit Partners.  She earned a bachelor’s degree in Economics from Harvard University and lives in Dover, Massachusetts with her husband and two sons.  Dr. Mike Cantor is a geriatrician and attorney. He is Chief Medical Officer (CMO) of Uber Health and CEO of The Cantor Group. Previously he has held positions as CMO for Bright Health Plan, CMO for CareCentrix, and CMO for the New England Quality Care Alliance (NEQCA). He still makes house calls one day a month in the Boston area, and has practiced for many years – in nursing homes, long term acute care facilities & the hospital setting. He trained in Internal Medicine at Beth Israel Hospital in Boston and completed a geriatrics fellowship at Harvard Medical School. He holds degrees in law and medicine from the University of Illinois. In this interview, we’ll hear: How devastating an issue access to care is in our country, and the incredible health and financial costs that accrue because patients aren’t able to show up to their scheduled appointments. The basic transport services that Uber Health is already offering to patients, healthcare providers, payers & health plans.  How Uber has expanded its transport to include providers – think ‘home health nurses’ and community health workers for starters. How Uber is reframing its transport to also include medications, testing, groceries and meals.  What Uber is doing in order to enable and engage low income and digitally challenged individuals who may not have access to smartphones, apps or even basic texting capabilities.  There are so many amazing discoveries that you’ll encounter in this interview.   The initial discovery that struck me is that Uber is a transport enablement platform which is expanding into adjancenies. Initially focused on transporting patients in the traditional service they offer to the public, they are now expanding by curating non-emergency medical transport (NEMT), and also expanding into the transport of groceries, meals, home testing devices and importantly medications.  In addition, they’re also transporting healthcare workers and providers of care. What is important to recognize is that Uber health is attempting to solve some of the immediate core challenges facing American healthcare. By focusing on food, medications and home testing, they are directly addressing the non-clinical (or social) determinants of health, which have a much greater impact on outcomes of care than even medical treatment.  By focusing on the transport of healthcare workers, they are addressing one of the critical issues we are facing today, which is the frightening shortage of providers as well as other care workers – a problem which is literally plaguing healthcare systems and communities across the country.  And, they are addressing the issue of healthcare burnout – again, a growing dis-ease within healthcare. By focusing on the transport of patients, soon to include NEMT, they are addressing a problem that has yet to be solved in American healthcare: access to care. During our dialogue, Caitlin states, “the number we often cite is that there’s $150 billion of loss annually in our healthcare system because of missed appointments.”  Leading up to that statement, she shares that a lot of the focus of Uber Health is on helping patients get to high frequency, high cost, high risk, high ‘no show’ appointments such as radiation treatments, chemotherapy and hemodialysis. This issue has a devastating impact on patients and their families, and represents a tremendous loss in terms of productivity, revenue and capacity for healthcare systems – all of which can never be reclaimed or recaptured.  A second discovery you’ll encounter in this interview is the digital enablement that Uber Health is bringing to the healthcare system. Up until this point, transportation has been a manual, mom-and-pop business. Provider practices and even large healthcare systems and health plans rely on local vendors to transport patients. All of this is conducted manually, often with antiquated technology. One of the major challenges in transport relates to patients’ benefits and eligibility.  In order to access transport, a patient has to have the insurance benefits and meet eligibility requirements. In a busy medical practice, having a nurse, care coordinator or medical assistant take the time to check a patient’s healthcare plan, their transport benefits and the specific eligibility they currently have, can literally bring the practice to a grinding halt. With its digital platform, Uber is attempting to make all of that happen automatically and at the speed of electrons. Imagine if an appointment was scheduled and the Uber platform automatically checked every patients’ benefits & eligibility and was able to schedule the pick up and drop off. That’s the magic of platforms and that’s the magic that Uber is attempting to embed into healthcare delivery. Keep in mind that these are not naive explorations. Caitlin spent years working in the domain of healthcare benefits and eligibility, so she knows, firsthand, what she’s talking about.  The other side of the platform effect is the ability to make it easier, not only for providers but also for patients. Uber Health has been automatically scheduling drop offs and pick ups for patients, removing the need for patients to schedule their own transport. And, to make it more accessible and convenient, they are sending either text or phone reminders to patients, thus removing as many barriers as possible for individuals.   A third discovery I’ll share in this brief is the mission-driven focus Uber Health is placing on health equity.  By removing the need to have a smartphone, internet connectivity, the ability to download apps and even texting capabilities, Uber is democratizing transportation and access to healthcare.  By automatically scheduling transport for patients and including reminders, they are making it possible for low income and technologically-challenged individuals to obtain care.   One example of their health equity focus is the Rise for Moms program piloted in Washington DC. In this program, Uber offered transportation to low-income, pregnant women who were obtaining care at two federally qualified health centers. About 60% of these women were high-risk pregnancies and most had to spend 30 to 60 minutes in public transport getting to their healthcare centers. 68% of these women reported major challenges in finding transportation to their appointments. 76% said it would have been far more difficult to make their appointments had they not had Uber. The results of this pilot demonstrated a marked decrease in no-shows. The implications here are profound in terms of reducing healthcare disparities and reducing the human and financial costs of high risk pregnancies. As we all know, the maternal/fetal rate for black women and their infants in the US is significantly higher than for white women – a shameful national statistic that has to be remedied. Imagine how many lives and how much cost would be saved if the Rise for Moms program was deployed at a national scale!   Never before in my career would I have thought to be so enthusiastic about the possibility of a transportation platform solving some of the core challenges in American healthcare. This speaks to the point that health care is much larger than the traditional health care we have all been trained to believe in. It speaks to the point that the transformation of American healthcare will require the integration of numerous disciplines and industries, as well as social and political sectors that have not been considered a formal part of our healthcare system.  It speaks to the fundamental point that we will not solve the American healthcare dilemma unless we allow ourselves to be open to reframing healthcare. Until next time, be well. Zeev Neuwirth, MD

Friends, Whether you’re 25 years old or 75 years old, when you walk into primary care providers’ offices in most places across the country, the care you’ll receive is pretty much the same. The people in the office are the same; the services are the same; the protocols are the same; the time slots you get are the same. Does that make sense to you? To state the obvious – a 65-year old, 75-year old and 85-year old have much different needs, concerns and issues to deal with than patients in a younger demographic. And yet, the healthcare seniors receive is largely undifferentiated. In this episode, we’ll hear about a segmented, customized, personalized and holistic approach to senior care that is being delivered by a highly innovative pay-vider. Humana has, for years, been a national leader in senior care, home-based care, and the social determinants of health. In this episode, we’ll explore these topics with the incredibly accomplished Dr. William Shrank. Now, I do want to add that there are other organizations who have been segmenting and customizing care for seniors. My three favorite examples are ChenMed, CareMore and Iora Health. ChenMed is, in my opinion, the paragon for VIP care of seniors.  A few other examples include Archwell, Oak Street, Patina, Landmark, Lena Health, and Landmark which is now part of Optum. Large hospital/healthcare systems across the country are also beginning to develop similar models of care that are focused on seniors. Dr. William Shrank serves as a Senior Advisor at Humana, after recently stepping down as Chief Medical Officer. His current responsibilities include implementing Humana’s integrated care delivery strategy. He leads Humana’s Care Delivery Organization, clinical operations, and the Bold Goal population health strategy. Dr. Shrank held the position of Chief Medical and Corporate Affairs Officer from July 2019 to July 2021, during which time he also oversaw government affairs. Dr. Shrank joined Humana as Chief Medical Officer in April 2019, having previously been employed by the University of Pittsburgh Medical Center (UPMC) where he served as Chief Medical Officer of their Insurance Services Division from 2016 to 2019. Prior to UPMC, Dr. Shrank served as Senior Vice President, Chief Scientific Officer, and Chief Medical Officer of Provider Innovation at CVS Health. Before joining CVS Health, Dr. Shrank served as Director of the Research and Rapid-Cycle Evaluation Group for the Center for Medicare and Medicaid Innovation, part of the Centers for Medicaid and Medicare Services (CMS). Dr. Shrank began his career as a practicing physician with Brigham and Women’s Hospital in Boston and as an Assistant Professor at Harvard Medical School. He has authored over 250 peer-reviewed publications. Dr. Shrank received his M.D. from Cornell University Medical College. He completed his residency in Internal Medicine at Georgetown University and his fellowship in Health Policy Research at UCLA. He also earned a Master of Science degree in health services from UCLA and a bachelor’s degree from Brown University. In this interview, we’ll hear about: The impressive investments that Humana has made into senior care, home-based care & the social determinants of health. Humana’s national deployment of senior care clinics as well as the larger integrated Centerwell brand that includes home-based care & pharmacy. The incredibly thoughtful divisions they’ve created focusing on digital health, social equity, and clinical solutions.  How Dr. Shrank views the relationship between healthcare systems and payers. The significant emphasis that Humana places on being a “rapid learning organization” and their focus on data-driven decisions & evidence-based deployment. I admire so many things about Dr. Shrank. He is a physician, health services researcher, healthcare administrator and visionary leader. He’s also incredibly humble and as much a learner as he is a doer. His background and the years he spent at CMS and CVS have provided him with incredible experience in how to deploy and evaluate large-scale, value-based programs.  Along these lines, the emphasis that Humana has placed on scientifically evaluating their initiatives and making data-informed decisions is exemplary. In this episode, Dr. Shrank articulates some of the challenges in systematically and scientifically evaluating whether or not initiatives create patient engagement and deliver on outcomes; as well as their scale-ability.  One also has to respect Humana’s forward-thinking focus on social equity and the social determinants of health, which is largely credited to their CEO, Bruce Broussard, who initiated “The Bold Goal” project in 2015. Along these lines, Dr. Shrank discusses the CDC’s self-reported “healthy days” metric that Humana has been pursuing; as well as their perspective, which is to make social determinants of health an integral part of every day care delivery.  We go into some depth on why Humana has created a segmented and customized care model focused on seniors, and what differentiates this value-based model from the generic primary care medical home. Dr. Shrank is very firm in his belief that in order to deliver seamless, personalized care and optimal outcomes for the senior segment of our population, we need to create a very different primary care model. He also makes the point that data and analytics is the key to understanding patients’ needs, and that these understandings will contribute more to personalized care than genomics.  In the final moments of the interview, I asked Dr. Shrank what message he had for healthcare system C-suites.  His response was one word, “partner”.  He makes the point that healthcare is too complex for any one system or stakeholder to get it right; and in the best interest of our patients and our communities, we need to become better partners with one another.  When I asked him what message he had for the leaders at HHS & CMS, his response was to put outcomes over ideology; which is no small task given the current polarized political climate.  Dr. Shrank didn’t use this term, but it was apparent to me that throughout our dialogue he was painting a picture of a ‘whole health’ model of care. His point of view is laser focused on what matters most to patients, especially those that are part of more vulnerable populations. One saving grace of our healthcare system is that we have humanitarian leaders like Dr. Shrank and his colleagues at Humana who not only talk the talk but also walk the walk – leaders who are committed to a value-based system of care that places personalized health outcomes as their KPI. Until next time, be well. Zeev Neuwirth, MD

This is a singularly unusual and unprecedented episode. Aug 17th 2022, which is the day of the posting of this episode, is the 5th anniversary of the ‘Creating a New Healthcare’ podcast. I’m taking this opportunity to spend a few minutes reflecting on the journey – and to share those reflections with you. As always, I am interested in your thoughts as well, so please respond on LinkedIn and Twitter. Initially, I was planning to host this by myself, but then I thought how much more interesting and fun it would be to have someone else to speak with, especially someone who is adept with hosting their own podcast. The first person who came to mind was the amazing Scott Becker, who graciously agreed to interview me for this episode. Scott Becker needs no introduction, but for those who don’t know his history… Scott Becker is the founder & publisher of The Becker’s Healthcare and Becker’s Hospital Review. He is an attorney, a partner at McGuireWoods and a former board member of McGuireWoods.   Scott also served as chair of the national health care practice at McGuireWoods for more than 12 years.  He is a graduate of Harvard Law School and a CPA.  And, as I mentioned before, an amazing podcast host! In this interview, I’ll share: The very real tension that is driving this podcast, as well as its fundamental purpose, which is a bit different from other podcasts. A few critical lessons I’ve learned from our guests over the past 5 years. Some examples of the courageous journeys that we’ve been privy to hearing on this podcast. A couple of favorite quotes from the amazing leaders I’ve interviewed. What continues to energize and inspire me about the podcast journey and some thoughts about what’s next. Without giving away too much, here are a few brief thoughts on this discussion with Scott Becker.   First – it was an incredible honor to have Scott Becker interview me. He is one of the most generous individuals I have come across in the healthcare world and I have tremendous respect for what he has built, including the incredible relationships he has fostered.   Second – when I reviewed the list of the brilliant leaders who have been on the ‘Creating a New Healthcare’ podcast – over 250 interviews, 137 of which I’ve posted – I was surprised at how many were situated within legacy healthcare organizations: hospital systems, payers… I would have thought that the majority were entrepreneurs in start-ups, but it seemed to be split pretty evenly. The takeaway is that transformational change can and does occur within legacy healthcare systems – hugely hopeful and inspiring! Third – although I’ve conducted hundreds of interviews, there are actually a relatively small number of critical lessons or themes that these leaders all resonate around. I share 3 major lessons in response to a question Scott asks; but there are a few others that are woven throughout the dialogue. And I love that Scott inserts some important takeaways in there as well.     Fourth – despite a lot of rhetoric about the demise of our healthcare system, I share an informed and grounded perspective that I have never been more encouraged, hopeful and inspired than I am today. This doesn’t come from an armchair perspective. I work in our healthcare system each and every day, as I have for the past 30 plus years. And, my overall sense is that there has never been a better time for the humanistic transformation of American healthcare.    Fifth – My overarching perspective is one of respect and gratitude. There is no question that our healthcare system is in need of some serious fundamental change.  But, there is also no question in my mind that the vast majority of the people working within our healthcare system are truly amazing. The doctors, nurses, PA’s and other providers, as well as the administrative leaders and staff who work tirelessly each and every day – week after week, month after month, year after year.  No matter what swirls around them, no matter what politics or payments or pandemics, they perform professionally – with compassion and empathy. They hold our system together. My respect, gratitude and hope arise from working with, watching and learning from these truly incredible individuals. Two final thoughts here –  I’d like to take a moment to thank all of you out there who have been listening to, commenting on and sharing this podcast with your professional networks. I can’t begin to tell you how important and meaningful your feedback is to me.   I hope you enjoy and benefit from listening to this particular podcast episode as much as I did in recording it. Until Next Time, Be Well Zeev Neuwirth, MD