Bill Russell: 00:00:03

Today in health, it,

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Another one of our interviews and action.

Bill Russell: 00:00:05

This comes from the healthcare to healthcare event, which I was a guest

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at from the serious health care team.

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It was in Montana.

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And I was able to sit down with a handful of CEOs.

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And I'm going to share those with you here shortly.

Bill Russell: 00:00:19

My name is bill Russell.

Bill Russell: 00:00:20

I'm a former CIO for a 16 hospital system and creator of this week in health.

Bill Russell: 00:00:24

It.

Bill Russell: 00:00:24

A channel dedicated to keeping health it staff current and engaged.

Bill Russell: 00:00:28

I hope you're enjoying these interviews and action.

Bill Russell: 00:00:31

We were able to do these interviews at the health conference, the

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chime conference, and now the healthcare to healthcare event.

Bill Russell: 00:00:37

I've really enjoyed doing them.

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, just a reminder.

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We're going to get back to our normal programming where I take

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a new story, break it down.

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And talk about why it matters to health.

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It.

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We're going to be doing that as soon as the interviews are done we have

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done 10 from the chime conference eight from the health conference and

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we have five from the healthcare to health care conference so i hope you

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enjoy another one of these interviews

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all right.

Bill Russell: 00:01:02

We're doing another interview from the healthcare to healthcare summit, a

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serious event that is for their clients.

Bill Russell: 00:01:09

I'm here with Scott, Jocelyn, chief information officer

Bill Russell: 00:01:12

and chief innovation officer.

Bill Russell: 00:01:14

Correct.

Bill Russell: 00:01:14

Anything else we're going to add to that anytime

Scott Joslyn: 00:01:16

soon.

Scott Joslyn: 00:01:16

I don't want anything added to that.

Scott Joslyn: 00:01:18

It's fine.

Scott Joslyn: 00:01:18

The way it is

Bill Russell: 00:01:19

at a UCI.

Bill Russell: 00:01:21

So you made the move from Memorial care to UCI,

Scott Joslyn: 00:01:24

correct?

Scott Joslyn: 00:01:24

I've been at UCI health for almost two years.

Scott Joslyn: 00:01:28

And another couple of.

Bill Russell: 00:01:29

Two years, two years in a couple of weeks.

Bill Russell: 00:01:32

Wow.

Bill Russell: 00:01:32

Um, so what's what's top of mind.

Bill Russell: 00:01:35

I mean, there are two very, are they, similar systems

Bill Russell: 00:01:39

are very different systems.

Bill Russell: 00:01:41

They are once, once an academic medical center, once not an academic model,

Scott Joslyn: 00:01:45

Memorial care is a non-academic medical center, although

Scott Joslyn: 00:01:48

they train residents and the likes.

Scott Joslyn: 00:01:51

So, but they're not academic per se.

Scott Joslyn: 00:01:53

UCI medical center is an academic medical center.

Scott Joslyn: 00:01:56

It's got a school of medicine, the school of pharmacy school.

Scott Joslyn: 00:01:59

The school of public health, we educate, we produce physicians

Scott Joslyn: 00:02:04

and, um, residents and the like,

Bill Russell: 00:02:06

so do you find those two to be very distinct in terms

Bill Russell: 00:02:09

of the requirements of the role?

Scott Joslyn: 00:02:12

Well, I was always told that academic medical centers are more

Scott Joslyn: 00:02:15

complex than I think to some degree.

Scott Joslyn: 00:02:17

It's true.

Scott Joslyn: 00:02:18

Um, I found them to be somewhat more complex and at the same time, more

Scott Joslyn: 00:02:23

interesting, a more diverse, I really enjoy working with the faculty chairs.

Scott Joslyn: 00:02:28

It's great to know that there's a whole university, that's so much behind us,

Scott Joslyn: 00:02:32

but the schools of engineering and computer science, for example, produce

Scott Joslyn: 00:02:36

graduates that could be potential employees for us, but they're also

Scott Joslyn: 00:02:39

doing all kinds of incredible research, whether it's cyber security, um, in

Scott Joslyn: 00:02:44

particular researchers research on data.

Scott Joslyn: 00:02:47

So, um, one of our faculty physicians produced a predicted model with respect

Scott Joslyn: 00:02:53

to COVID the likelihood that a patient will end up on a vent for example.

Scott Joslyn: 00:02:56

And so that kind of thing happens, um, alongside regular ordinary care.

Scott Joslyn: 00:03:01

So I there's a lot of synergy.

Scott Joslyn: 00:03:04

Um, I think it's terrific.

Bill Russell: 00:03:06

And you guys are, you guys are building a new building.

Scott Joslyn: 00:03:08

We're building a new medical center, 145 bed facility

Scott Joslyn: 00:03:13

to open in four and a half.

Scott Joslyn: 00:03:15

It will be on the campus of the university.

Scott Joslyn: 00:03:17

So our president medical center, 420 beds soon to be four 60 is in the

Scott Joslyn: 00:03:22

city of orange, which is about 10 miles north of the university campus.

Scott Joslyn: 00:03:27

So four and a half years from now will be, um, two hospitals, not one.

Scott Joslyn: 00:03:31

And, um, there you

Bill Russell: 00:03:33

are.

Bill Russell: 00:03:34

Yeah.

Bill Russell: 00:03:34

And you're right in the middle of a very competitive market

Bill Russell: 00:03:37

in a competitive landscape.

Bill Russell: 00:03:39

I love the fact that you have the innovation officer.

Bill Russell: 00:03:42

And we actually face sort of similar challenges cause I was CIO in that

Bill Russell: 00:03:46

same market and you have some pretty advanced, um, innovation, it capabilities

Bill Russell: 00:03:52

around engagement around, uh, around the consumer, especially around the consumer.

Bill Russell: 00:03:57

I think both Kaiser and Providence have arms that are really focusing

Bill Russell: 00:04:01

on that consumer, that consumers.

Bill Russell: 00:04:03

Um, how, how are you viewing that?

Bill Russell: 00:04:05

How is, how is a UCI going to be able to offer your, your community,

Bill Russell: 00:04:11

that level of, uh, experience?

Scott Joslyn: 00:04:14

Well, I think it's a catch up game for us in many

Scott Joslyn: 00:04:18

respects, largely because Kaiser in particular, but also Providence.

Scott Joslyn: 00:04:23

Um, we're early, um, Providence has their incubator and Reverend Martin, and

Scott Joslyn: 00:04:27

they're just a very good organization.

Scott Joslyn: 00:04:29

And they've been at it for awhile.

Scott Joslyn: 00:04:31

I think the organization, they really laid things out well with Keiser.

Scott Joslyn: 00:04:37

Um, I mean, just look at their thrive program, what an

Scott Joslyn: 00:04:40

incredible label for something.

Scott Joslyn: 00:04:43

It was just a beautiful label as a brilliant piece of marketing and they

Scott Joslyn: 00:04:47

have, and they've been on epic now.

Scott Joslyn: 00:04:49

They sign their contract and not August of 2003, it took a little longer than

Scott Joslyn: 00:04:54

Memorial care to go live, but they've been live for decade and a half.

Scott Joslyn: 00:04:57

They have lots of.

Scott Joslyn: 00:04:59

And the very serious about it.

Scott Joslyn: 00:05:01

Um, they have lots of people working over the innovation space

Scott Joslyn: 00:05:04

and they, um, have focused on the experience of their members, not

Scott Joslyn: 00:05:09

even customers, but their members.

Scott Joslyn: 00:05:11

And they've done a lot to steer them, manage them, guide them, educate them.

Scott Joslyn: 00:05:16

And I think they set the bar.

Scott Joslyn: 00:05:18

So for, for me, I look at it as we need to be that good.

Scott Joslyn: 00:05:22

Um, um, and, and in some ways maybe do things that are different that are

Scott Joslyn: 00:05:25

unique to us as an academic model.

Scott Joslyn: 00:05:28

But they just execute exceptionally well.

Scott Joslyn: 00:05:30

So I admire them.

Scott Joslyn: 00:05:32

Um, and yes, they are.

Scott Joslyn: 00:05:33

They are certainly competitors.

Scott Joslyn: 00:05:34

We live in a very competitive space.

Bill Russell: 00:05:37

Do you break that experience down and say, okay, we're going to work

Bill Russell: 00:05:40

on this aspect of the experience that the basics, the blocking and tackling,

Bill Russell: 00:05:45

if you will, the, the communication between the clinician and the patient,

Bill Russell: 00:05:50

the communication around the scheduling, the communication around a procedure.

Bill Russell: 00:05:54

I mean, how do you, how do you break it down by.

Bill Russell: 00:05:56

Pretty big challenge, right?

Bill Russell: 00:05:58

Experience means a lot of things.

Scott Joslyn: 00:06:00

You, you need to, to break it apart into the pieces and

Scott Joslyn: 00:06:05

tackle the ones that matter to us from an operational standpoint, but more

Scott Joslyn: 00:06:09

importantly, the ones that matter to the patient and access is a problem.

Scott Joslyn: 00:06:13

Getting an appointment is a problem.

Scott Joslyn: 00:06:15

Communicate with your providers, the problem.

Scott Joslyn: 00:06:17

So all of those represent an area of activity, even, um, consents or

Scott Joslyn: 00:06:22

video visits or a remote patient.

Scott Joslyn: 00:06:25

But first and foremost, it is, um, to have a consistent picture

Scott Joslyn: 00:06:31

for all the various doors that UCI health represents virtually.

Scott Joslyn: 00:06:35

So to speak, whether it's get an appointment, find

Scott Joslyn: 00:06:37

out something I have cancer.

Scott Joslyn: 00:06:39

Um, I'd like to get a consult, whatever that is is to put those

Scott Joslyn: 00:06:43

together into a series of capabilities that we put inside our website.

Scott Joslyn: 00:06:47

And the challenge is one to get them done.

Scott Joslyn: 00:06:50

Secondly, To array them in such a way that it's a somewhat seamless experience.

Scott Joslyn: 00:06:55

And I have tried, and we are starting to crest the issue of, for example, we only

Scott Joslyn: 00:07:01

want you to be a stranger once I want to remember you just the way United remembers

Scott Joslyn: 00:07:07

me or fidelity remembers me, or for that matter, the water company remembers me.

Scott Joslyn: 00:07:12

When I come back, we don't do that.

Scott Joslyn: 00:07:15

Good a job at healthcare, but we also have lots and lots of doors.

Scott Joslyn: 00:07:18

So I think that's first and foremost, As part of the experience thing is like,

Scott Joslyn: 00:07:22

we remember you, we value your time.

Scott Joslyn: 00:07:25

We don't want you to have to repeat yourself.

Scott Joslyn: 00:07:28

And I'll set in set aside intake forms.

Scott Joslyn: 00:07:30

Those are pain in the neck as well.

Scott Joslyn: 00:07:31

You have to fill this out multiple times.

Scott Joslyn: 00:07:33

We need to solve those problems.

Scott Joslyn: 00:07:35

That bothers patients experience matters and drives our clinicians nuts.

Bill Russell: 00:07:40

Yeah.

Bill Russell: 00:07:41

I, I do want to talk about your first hundred days, but I also want to

Bill Russell: 00:07:44

talk about the new facility because from time to time, I run into people

Bill Russell: 00:07:48

that are doing new facilities.

Bill Russell: 00:07:50

And the biggest challenge with the new facility is it's new on the day it was

Bill Russell: 00:07:54

opened, but how do you keep it fresh?

Bill Russell: 00:07:56

You know, how do you, how do you plan for what it needs to be?

Bill Russell: 00:08:00

You're going to have it done in four and a half years.

Bill Russell: 00:08:02

How do you plan for what it needs to be 10 years from now, or even 15 years from now?

Bill Russell: 00:08:07

And is that even possible?

Bill Russell: 00:08:08

And, and what's, what's your thought process going

Scott Joslyn: 00:08:10

into that?

Scott Joslyn: 00:08:11

Well, it, um, I think first, the first thing is to recognize.

Scott Joslyn: 00:08:18

And you may recall on my presentation this morning, one of my fears is how do

Scott Joslyn: 00:08:23

we avoid building a new old hospital?

Scott Joslyn: 00:08:26

We have to think outside the box and are there ways that we can

Scott Joslyn: 00:08:32

keep it competitive, so to speak.

Scott Joslyn: 00:08:35

And I don't mean so much competitive with others, but on par with all the new

Scott Joslyn: 00:08:41

capabilities that are there, we can't rebuild the facility in room sizes will

Scott Joslyn: 00:08:46

be room sizes, but we know there'll be.

Scott Joslyn: 00:08:48

But what's in the patient room and how the patient room functions

Scott Joslyn: 00:08:52

is going to evolve over time.

Scott Joslyn: 00:08:54

So I don't know other than to one, be aware to have awareness.

Scott Joslyn: 00:08:58

Secondly, we know that being situationally aware, loaded with sensors, um, and having

Scott Joslyn: 00:09:06

the ability to run essentially as sort of a factory and all of its various lines.

Scott Joslyn: 00:09:11

And to watch that factory perform, to look for bottlenecks, cure

Scott Joslyn: 00:09:15

bottlenecks, and maximize our.

Scott Joslyn: 00:09:17

For the sake of maximizing the amount of care we can provide.

Scott Joslyn: 00:09:21

The second part of that is are there pieces of equipment, even

Scott Joslyn: 00:09:26

something as mundane as a bed that we might think of as a service?

Scott Joslyn: 00:09:31

Could I have my monitoring from GE or one of the other companies be, um, not

Scott Joslyn: 00:09:36

just a one-time or periodic capital purchase with follow-on depreciation?

Scott Joslyn: 00:09:41

Could it be.

Scott Joslyn: 00:09:43

Something like a subscription or a service now that may have a price

Scott Joslyn: 00:09:46

premium, that's all to be negotiated.

Scott Joslyn: 00:09:49

But the idea is, is to keep pace with Phillips or Spacelabs or one of the

Scott Joslyn: 00:09:56

other monitoring companies so that we are using relatively new equipment

Scott Joslyn: 00:10:01

all the time on a continuous basis.

Scott Joslyn: 00:10:04

So maybe the facilities will look different, but by and

Scott Joslyn: 00:10:06

large, you know, patient will be a patient room, but we want.

Scott Joslyn: 00:10:10

The technology in those rooms fresh.

Scott Joslyn: 00:10:13

Um, and I think a lot of it's now going to be behind the scenes and virtual.

Scott Joslyn: 00:10:19

So it's less physical, it's more virtual.

Bill Russell: 00:10:21

Uh, the thing I liked about your presentation this morning

Bill Russell: 00:10:23

is you have so many years under you.

Bill Russell: 00:10:26

Somebody who walked into what you walked into probably

Bill Russell: 00:10:28

would be a little overwhelmed.

Bill Russell: 00:10:30

And you're just looking at it going.

Bill Russell: 00:10:32

I've seen a lot of this before.

Bill Russell: 00:10:33

I know what it looks like to build a building.

Bill Russell: 00:10:35

I know that I know the challenges and the ramification.

Bill Russell: 00:10:38

Um, but it was interesting how you touched on so many different things you

Bill Russell: 00:10:42

touched on, uh, on innovation, innovation framework, you touched on, uh, labor,

Bill Russell: 00:10:47

labor challenges, how you're doing that you touched on, uh, not only the facility.

Bill Russell: 00:10:53

Yeah.

Bill Russell: 00:10:53

We're building silly, but we're also keeping an eye on hospitals and

Bill Russell: 00:10:55

we're advancing in hospital at home.

Bill Russell: 00:10:57

And those kinds of things, just keeping an eye on those

Bill Russell: 00:10:59

companies and what's going on.

Bill Russell: 00:11:00

Um, you know, you, you were active in the conference.

Bill Russell: 00:11:04

Around clinical innovation as well, clinical automation as well.

Bill Russell: 00:11:09

Um, do you think there's something that comes with having

Bill Russell: 00:11:11

done this for so many years?

Bill Russell: 00:11:13

Is it your clinical background or is it just having done this for so many years,

Bill Russell: 00:11:17

you're able to, to not get overwhelmed by it because there is a lot going on.

Bill Russell: 00:11:22

It's funny.

Bill Russell: 00:11:22

Every time I ask a CIO what's top of mind, I get different answers every day.

Bill Russell: 00:11:26

It's kind of amazing.

Bill Russell: 00:11:28

Well,

Scott Joslyn: 00:11:29

it's hard to pick one thing.

Scott Joslyn: 00:11:30

Um, I think he experienced really bad.

Scott Joslyn: 00:11:33

Long ago I practiced pharmacy.

Scott Joslyn: 00:11:35

I know what the physicians do.

Scott Joslyn: 00:11:37

I can generally speak their language.

Scott Joslyn: 00:11:39

A degree in business helps to understand marketing or for that matter, even

Scott Joslyn: 00:11:42

micro economics, some of the theories behind outsourcing, for example, um,

Scott Joslyn: 00:11:47

and then, you know, having programmed and does some things like that.

Scott Joslyn: 00:11:49

I have some vague recollection of technology and frankly, that's

Scott Joslyn: 00:11:52

probably one of my weakest spots, but there's good people to do that.

Scott Joslyn: 00:11:55

But I think it's just years of experience.

Scott Joslyn: 00:11:57

And as I cited in the presentation this morning, I grew up in a period of time

Scott Joslyn: 00:12:02

where there was self-development followed by best of breed systems, followed

Scott Joslyn: 00:12:07

by monolithic systems, such as epic.

Scott Joslyn: 00:12:10

And now in the current period, which has almost like another big

Scott Joslyn: 00:12:14

sea change to where the EHR is obviously critically important.

Scott Joslyn: 00:12:18

Its footprint has expanded.

Scott Joslyn: 00:12:20

It's helped.

Scott Joslyn: 00:12:22

Organize the various departmental systems into a single thing.

Scott Joslyn: 00:12:25

And it's no longer complete in that.

Scott Joslyn: 00:12:28

So much of the data lives outside of the HR.

Scott Joslyn: 00:12:31

So not to subvert it, but it's to surround it.

Scott Joslyn: 00:12:34

And it almost looks to some degree like best of breed again.

Scott Joslyn: 00:12:38

Um, I actually think it's two things going on, right.

Scott Joslyn: 00:12:42

As I use the phrase, creative assembly, it is going out and picking partners

Scott Joslyn: 00:12:47

and others to augment my EHR, to be more complete across multiple venues of care,

Scott Joslyn: 00:12:52

including things outside the facility.

Scott Joslyn: 00:12:54

And I think the other thing is happening.

Scott Joslyn: 00:12:56

It's not like best of breed at all, but super aggregation.

Scott Joslyn: 00:12:59

It is.

Scott Joslyn: 00:12:59

And the aggregation relates to data.

Scott Joslyn: 00:13:01

All of these things that we're putting in place to generate

Scott Joslyn: 00:13:04

data and to generate signals.

Scott Joslyn: 00:13:06

And the interesting thing about being part of an academic medical

Scott Joslyn: 00:13:09

center is the ability to inject.

Scott Joslyn: 00:13:12

The signals and scale and begin to look for signals in the noise.

Scott Joslyn: 00:13:15

So that's a by-product of having these systems is that we're generating

Scott Joslyn: 00:13:19

data, um, about our operational environment to, for example, do a

Scott Joslyn: 00:13:24

better job at predicting readmission.

Scott Joslyn: 00:13:27

Every readmission costs us, or basically I'm sorry.

Scott Joslyn: 00:13:31

Every 0.1% improvement in readmission is about a four or $500,000 impact

Scott Joslyn: 00:13:38

to our bottom line in our interest.

Scott Joslyn: 00:13:41

Economically is in our interest for the sake of the patient.

Scott Joslyn: 00:13:45

You know, we don't want them coming back, coming back as an error.

Scott Joslyn: 00:13:48

That's why it is the way it is and regulation.

Scott Joslyn: 00:13:50

So I, remote monitoring program, for example, or our mobile urgent care

Scott Joslyn: 00:13:55

is to have people go home safely and don't allow them to decompensate

Scott Joslyn: 00:14:00

and attempt the problem immediately.

Scott Joslyn: 00:14:01

It's in their interest, it's in our interest.

Bill Russell: 00:14:04

So you were one of the early adopters of epic.

Bill Russell: 00:14:10

Kudos for that.

Bill Russell: 00:14:11

I guess my question is in this best of breed world, what's the, what's the move.

Bill Russell: 00:14:16

Now that a CIO is making that you're maybe 10 years from now,

Bill Russell: 00:14:20

I'm interviewing them going.

Bill Russell: 00:14:21

You were the first one to make the move there or whatever.

Bill Russell: 00:14:24

What's that, what's that thing that you're looking at going?

Bill Russell: 00:14:26

Is it, is it these data aggregation platforms?

Bill Russell: 00:14:29

Is it, is it, um, you know, the, the, uh, computer vision?

Bill Russell: 00:14:34

I mean, what, what is it that you're looking at going?

Bill Russell: 00:14:36

This could, this could fundamentally.

Bill Russell: 00:14:38

Change some things, how we, how we practice healthcare.

Scott Joslyn: 00:14:44

Um, well I think it's in the area of AI and with that

Scott Joslyn: 00:14:48

almost by definition, data aggregation or AI operates and does well when

Scott Joslyn: 00:14:53

it's able to see a bunch of data.

Scott Joslyn: 00:14:54

Now we've heard in the presentation today, the, depending on how you

Scott Joslyn: 00:14:59

approach AI, it doesn't always take billions and billions of records.

Scott Joslyn: 00:15:02

It depends on how you do it, but I think it's AI and.

Scott Joslyn: 00:15:07

Along with that, what we've heard.

Scott Joslyn: 00:15:09

And from gardener, for example, in the real-time health system, isn't an

Scott Joslyn: 00:15:13

environment that's situationally aware.

Scott Joslyn: 00:15:16

What does that mean?

Scott Joslyn: 00:15:17

There's sensors and it's not, we're trying to spy on people.

Scott Joslyn: 00:15:21

It is more about what's going on.

Scott Joslyn: 00:15:23

What can the computer tell us about the activities in the medical center?

Scott Joslyn: 00:15:28

What's the patient doing?

Scott Joslyn: 00:15:29

Are they turning off in enough?

Scott Joslyn: 00:15:31

Do they present a false.

Scott Joslyn: 00:15:33

Um, what does that tell us about the care and can we optimize it,

Scott Joslyn: 00:15:37

but it's the changes going on?

Scott Joslyn: 00:15:39

I think in the area of automation, which along with it means computer

Scott Joslyn: 00:15:42

vision, um, are decided, for example,

Bill Russell: 00:15:48

I know it's getting loud around us.

Scott Joslyn: 00:15:50

That's right.

Scott Joslyn: 00:15:50

Um, they're working on a new chip that actually can smell now.

Scott Joslyn: 00:15:55

Humans can smell pseudomonas and dogs can smell.

Scott Joslyn: 00:16:00

Um, and so what else can be, it's another sense beyond envision or in the case

Scott Joslyn: 00:16:07

of artist's side hearing, which we've seen at epic to be able to automatically

Scott Joslyn: 00:16:11

do the note with through NLP.

Scott Joslyn: 00:16:13

Now you have the idea of even being able to smell in the environment.

Scott Joslyn: 00:16:17

So I think it is the, um, the absorption of that data for the sake of

Scott Joslyn: 00:16:23

operations, intervention and improved.

Scott Joslyn: 00:16:27

And then I think it's the collection of that data over time that

Scott Joslyn: 00:16:32

allow us to find new insights.

Scott Joslyn: 00:16:35

Um, there's all kinds of debate in the literature about sepsis, for example,

Scott Joslyn: 00:16:39

what's the best algorithm for that.

Scott Joslyn: 00:16:41

And there's some debates among the HR vendors as to whether they have

Scott Joslyn: 00:16:44

something better than somebody else.

Scott Joslyn: 00:16:45

But nevertheless, there are things that are possible.

Scott Joslyn: 00:16:49

And I remember my days, a pharmacy that changes a shift, a nurse

Scott Joslyn: 00:16:54

would say, who'd been on all night.

Scott Joslyn: 00:16:56

I'm in my patient's going to crash.

Scott Joslyn: 00:16:58

What do you mean?

Scott Joslyn: 00:16:59

Well, the chances are they're going to code she, or he couldn't

Scott Joslyn: 00:17:03

really tell you why it was the 15 or 20 years of experience they had.

Scott Joslyn: 00:17:07

They could see something.

Scott Joslyn: 00:17:10

Now the computer can see that often in the physiological monitors, temperature,

Scott Joslyn: 00:17:14

pulse, and respiration, respiration changes that are very subtle collectively

Scott Joslyn: 00:17:18

together that are seen by instruments.

Scott Joslyn: 00:17:20

Can now do those kinds of things.

Scott Joslyn: 00:17:22

A nurse used to be able to quote, see that it was her.

Scott Joslyn: 00:17:26

We're now intuitions move to a new level.

Scott Joslyn: 00:17:30

Some of the other stuff is now done by Peter.

Bill Russell: 00:17:32

Yeah.

Bill Russell: 00:17:32

You're you're I mean, I'll close with this.

Bill Russell: 00:17:35

I mean, the, the amazing thing is how long you've been a CIO?

Bill Russell: 00:17:39

Um, I know, you know, I did it for, I guess I was there for about

Bill Russell: 00:17:44

six and a half years or so six years, six and a half as a interim.

Bill Russell: 00:17:48

And then as a full-time it takes a toll.

Bill Russell: 00:17:52

I mean, I, when I sort of stepped out.

Bill Russell: 00:17:55

Uh, there was a period of time where I'm going back to almost where I started

Bill Russell: 00:17:59

with you, which is, um, how do you coach CEOs today to say, look, I know it feels

Bill Russell: 00:18:07

like the weight of the world is on you because you have to look at supply chain.

Bill Russell: 00:18:10

You have to look at administrative, you have flooding clinical, you have

Bill Russell: 00:18:14

to keep these systems running your cybersecurity of all these things.

Bill Russell: 00:18:17

How do, how do you balance it?

Bill Russell: 00:18:19

Cause you, you know, you're not overweight.

Bill Russell: 00:18:21

Like a lot of us, you're not.

Bill Russell: 00:18:24

Um, and you're and you, uh, you know, she stepped out of one CIO role

Bill Russell: 00:18:28

stepped into another CIO role and it looks like you're ready to go.

Scott Joslyn: 00:18:34

Well, first of all, I don't think I'm any more overburdened

Scott Joslyn: 00:18:37

than certainly our CEO is or our CFO.

Scott Joslyn: 00:18:42

Um, but it's, it's how you, I guess, confront the burden if you will.

Scott Joslyn: 00:18:47

I, some days.

Scott Joslyn: 00:18:50

I can't believe I get paid to do what I'm doing.

Scott Joslyn: 00:18:52

I really like this work and I've done it for a long time,

Scott Joslyn: 00:18:55

perhaps longer than I should.

Scott Joslyn: 00:18:56

And it's, there's a whole new crop people that are incredibly bright.

Scott Joslyn: 00:18:59

Many people in my position now are physicians.

Scott Joslyn: 00:19:02

So they've got the clinical experience, the diagnostic experience,

Scott Joslyn: 00:19:05

everything that goes with it.

Scott Joslyn: 00:19:06

Um, and many of them started out perhaps as an undergrad in engineering.

Scott Joslyn: 00:19:11

But you know, if you really like your work, it, it, it, it, I

Scott Joslyn: 00:19:16

don't find it burdening to me.

Scott Joslyn: 00:19:17

I just think it's fast.

Scott Joslyn: 00:19:20

I also like to create, um, and I was fortunate to have good leadership

Scott Joslyn: 00:19:24

at my old place and in my new place.

Scott Joslyn: 00:19:26

Um, and I got new experiences.

Scott Joslyn: 00:19:28

I mean, I, over, I was asked to oversee research.

Scott Joslyn: 00:19:31

I was asked to oversee master planning.

Scott Joslyn: 00:19:33

Um, I was an advisor to, for a short period and I said, I wanted

Scott Joslyn: 00:19:36

to be on the venture capital board.

Scott Joslyn: 00:19:38

And I helped put our VC board together at Memorial care with Cedar

Scott Joslyn: 00:19:41

Sinai and summation health ventures.

Scott Joslyn: 00:19:43

And we just now put together a term sheet, um, to do that

Scott Joslyn: 00:19:46

kind of work inside UC health.

Scott Joslyn: 00:19:49

So we're, um, I think it's, it's, it's allowing yourself to not be confined

Scott Joslyn: 00:19:58

your role, take care of the basics.

Scott Joslyn: 00:20:00

You know, as I said this morning, the CIO though always wants to be at the

Scott Joslyn: 00:20:03

strategy table or whatever, you know, you don't get there until, you know,

Scott Joslyn: 00:20:07

the email works and the servers don't go down and your cybersecurity programs in

Scott Joslyn: 00:20:10

place, you needed to get the basics done.

Scott Joslyn: 00:20:12

That's your job one.

Scott Joslyn: 00:20:14

But as you get things under control and you build things,

Scott Joslyn: 00:20:17

then the chance to create.

Scott Joslyn: 00:20:19

And I think in my environment, I'm I was asked by the C E O to look at innovation

Scott Joslyn: 00:20:24

as well, because we need to do it.

Scott Joslyn: 00:20:26

I like to do it.

Scott Joslyn: 00:20:27

It suits me.

Scott Joslyn: 00:20:28

Um, and, but more importantly, the organization needs it.

Scott Joslyn: 00:20:31

So it's all, it's all applying technology and just new ways.

Scott Joslyn: 00:20:35

Yep.

Bill Russell: 00:20:35

Scott, thanks for the time.

Bill Russell: 00:20:36

It sounds like the session is starting, so we'll get back

Scott Joslyn: 00:20:38

up there.

Scott Joslyn: 00:20:39

That's great.

Scott Joslyn: 00:20:39

Thanks.

Bill Russell: 00:20:40

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Bill Russell: 00:20:43

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Bill Russell: 00:20:45

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Bill Russell: 00:20:47

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Bill Russell: 00:20:48

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Bill Russell: 00:20:52

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Bill Russell: 00:20:56

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Bill Russell: 00:20:58

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Bill Russell: 00:21:00

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Bill Russell: 00:21:03

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Bill Russell: 00:21:08

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