Deborah Rice-Johnson is the CEO of Diversified Businesses for Highmark Inc. and Chief Growth Officer. She has over 30 years of experience in the healthcare industry, working her way up from a pharmacy department role. As CEO, she oversees several Highmark subsidiaries and leads growth strategies. Her personal experience with a family member's cancer treatment inspired her patient-centric approach. Under her leadership, Highmark has grown its membership and revenue substantially through partnerships and acquisitions. She is focused on transforming healthcare delivery and the patient experience through innovative solutions and an inclusive culture.

1. VOL 10 I ISSUE 05 I 2022
Healthcare
Healthcare
Healthcare
10
10
10Most
Admired
Admired
Admired
Women
Women
Womenin
CEO, Diversified
Businesses, Highmark Inc.
and Chief Growth Officer

4. eople say compassion is a virtue, but I would like to say
Pcompassion is hard.
Caring for a day? Easy. Caring day after day? Hard. Caring for
people you love? Easy. Caring for strangers and even people you
don't like? Hard.
We write poems on how our heart bleeds from the caring and
giving that we do. That it feels easier to build walls and save
ourselves from the daily nicks and pricks of caring. That is why we
often default to nonchalant responses like 'Who cares?' or
'Whatever' than admit that we do; we care so deeply that the
instinct is to protect ourselves from the hurt it can cause.
So, what does it take to care?
Grit and courage. A willingness to take the hard path of caring
again and again, even when it would be so much easier to give up.
And perhaps the kindness to be compassionate to yourself
because you can give only what you have.
It is easier to moralize than to practice virtues. None, perhaps,
have faced the dilemma of practicing compassion than the people
in healthcare. The difficulties that the collective industry has faced
in the past couple of years are known to all. In the face of such
adversities, how do you still show up and care? These were the
thoughts that compelled the team of CIOLook to go in search of C-
level women executives of the healthcare industry and gather their
collective experiences in the edition of "10 Most Admired Women in
Healthcare." We wanted to see from their eyes and hear their
perspectives on the leadership of caring.
EDITOR’S NOTE
Leadership of Caring

5. These women have decades-spanning careers in the industry of healthcare, withstanding its turbulences,
its shifts, and its changes. Through all those times, not only have these women been compassionate
themselves, but they have led other people who would have their own troubles with the practice of
healthcare – the practice of compassion.
As you flip the pages of this magazine, you will find interviews with ten admirable leaders who have been
leading with grit, courage, and compassion. Their journeys, successes, challenges, thoughts about the
healthcare industry, and their plans for the future. There are also opinion pieces written by CxOs
highlighting the current trends in the healthcare industry.
May you find yourself inspired by the stories of these amazing people. Happy Reading!
Sakshi Shrivastava
Sakshi Shrivastava
Healthcare
Healthcare
Healthcare
10Most
Admired
Admired
Admired
Women
Women
Womenin

6. C O V E R S T O R Y
08

7. 32
Leslie Selby
Frontline Listening
C
O
N
T
E
N
T
S
C X O
28
The Quality Challenge
Your Backbone to
RPA Success
24
Industry Intel
Rethinking the products
of today
for a better tomorrow
20
Leader’s Viewpoint
Its all about Evolving
18
Mr. Ahmed Zebeib,
Deputy Chief Executive Officer,
QLM Qatar Life & Medical Insurance

8. CONTENT
Senior Editor Alan Swann
Executive Editors Abhishek Joshi
Sakshi Shrivastava
DESIGN
Visualizer Dave Bates
Art & Design Director Revati Badkas
Associate Designer Sandeep Tikode
SALES
Vice President Operations Kshitij S.
Senior Sales Manager Ankush Patel
Sales Executives Akshay, Matt
TECHNICAL
Technical Head Amar Sawant
Technical Consultant Victor Collins
October, 2022
Copyright © 2022 CIOLOOK, All
rights reserved. The content
and images used in this
magazine should not be
reproduced or transmitted in
any form or by any means,
electronic, mechanical,
photocopying, recording or
otherwise, without prior
permission from CIOLOOK.
Reprint rights remain solely
with CIOLOOK.
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CONTACT US ON
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Editor-in-Chief
sales@ciolook.com
SME-SMO
Research Analyst Eric Smith
SEO Executive Ravindra Kadam

9. Brief
Company Name
At AdventHealth, Extending the Healing Ministry of Christ is
the mission. They strive to heal and restore the body, mind and
spirit.
Featured Person
AdventHealth
adventhealth.com
Audrey Gregory
President and CEO
Best Buy Health aims to enrich and save lives through
technology and meaningful connections. Its strategy focuses on
consumer health products, device-based emergency response
services, and virtual care offerings.
Best Buy Health
healthcare.bestbuy.com
Deborah DiSanzo
President, Best
Buy Health
MGMA helps create successful medical practices that deliver
the highest-quality patient care. As the leading association for
medical practice administrators and executives since 1926.
MGMA
mgma.com
Halee Fischer-Wright
President and CEO
Boston Medical Center is a academic medical center and the
primary teaching affiliate for Boston University School of
Medicine.
Boston Medical Center
bmc.org
Kate Walsh
President and CEO
The School began as the Harvard-MIT School of Health
Officers, founded in 1913 as the first professional training
program of public health in America.
Harvard T.H. Chan School
Public Health
harvard.edu
Kizzmekia Corbett
Assistant Professor
Epic codes, tests, and implements healthcare software that
hundreds of millions of patients and doctors rely on to improve
care and ultimately save lives around the globe.
Epic
epic.com
Leslie Selby
VP & Sales Executive
Commonwealth Care Alliance (CCA) is a multi-state integrated
care system influencing innovative models of complex care
nationwide.
Commonwealth Care Alliance
ssossong@commonwealthcare.org
Sarah Sossong
SVP, Digital Health
& Informatics
Trinity Health is one of the largest not-for-profit, Catholic health care
systems in US. Nationally recognized for care and experience, their
system includes 88 hospitals, 131 continuing care locations, the
second largest PACE program in the country, 125 urgent care locations
etc.
Trinity Health
trinity-health.org
Tammy Lundstrom
SVP, Chief Medical
Officer
Medicaid Cancer Foundation (MCF) was conceived out of the
need to create a much needed support system for patients,
families and caregivers dealing with cancer.
Medicad Cancer Foundation
medicaidcancerfoundation.org
Zainab Shinkafi-Bagudu
CEO
Highmark Inc. is a health insurance organization that works
passionately to deliver high-quality, accessible, understandable
and affordable experiences, outcomes and solutions to its
customers.
Highmark Inc.
highmark.com
Deborah L. Rice-Johnson
CEO of Diversified
Businesses for
Highmark Inc. and
Chief Growth Officer

10. C o v e r S t o r y
Highmark is creating a
proactive, dynamic, and
readily accessible health
plan and support team that
fits an individual's unique
needs.

11. CEO, Diversified
Businesses, Highmark Inc.
and Chief Growth Officer

12. hen we think about the concept of
Wleadership, many individuals may assume
that leadership is the same thing as
management. This could not be further from the truth -
a leader is someone who plans to enable a plethora of
innovations and work accordingly regardless of their
position with an organization.
These proficient leadership charismas thrive with a
vision - the ability to see the big picture of where the
organization or team they are working within is headed,
what it is capable of, and what it will take to get there.
Deborah L. Rice-Johnson is a resolute professional who
focuses on understanding the challenges impacting the
healthcare industry and has been developing a full suite
of leading capabilities that have helped Highmark Inc.
grow and scale its business.
She is also proud to be part of a leadership team at
Highmark that is working to redefine the payer-
provider relationship and deliver innovative clinical
solutions that aim to improve health outcomes and
lower costs.
Let us delve into an odyssey—
A Spark of Enabling Reliability
Deborah L. Rice-Johnson, the CEO of Diversified
Businesses for Highmark Inc. and Chief Growth
Officer, started her career in the pharmacy department
more than 30 years ago at what was then called the
Blue Cross of Western Pennsylvania. That organization
merged with the Pennsylvania Blue Shield in 1996 to
create Highmark, which is now one of America's leading
health insurance organizations.
She worked her way up to management roles related to
strategic development, operations, IT, and customer
service and became president of Highmark Inc. in 2010.
Earlier this year, Deb became CEO of Diversified
Businesses for Highmark Inc. and Chief Growth Officer.
As CEO of Diversified Businesses for Highmark Inc.,
Deb is responsible for Highmark subsidiaries, including;
United Concordia Dental, the sixth largest dental plan
nationally that serves the largest voluntary dental
program in the world with TRICARE; HM Insurance
Group, a top ten national stop loss carrier with
additional managed care reinsurance solutions; and
Helion, a healthcare technology and services firm that
helps payers cultivate high-performing networks while
empowering providers to operate at their best.
As chief growth officer, she is responsible for pursuing
various strategic partnerships, affiliations and
acquisitions that enable Highmark to unlock the shared
value to organizations and transform healthcare.
Highmark doesn't just
want to improve the
patient-clinician
relationship-the
organization wants to
transform the way it
operates.
Highmark has a strong presence in the communities it
serves.
Pictured: Highmark team members and thousands of
good neighbors donated essential items to those
impacted by the temporary closing of the Tops
Supermarket on Jefferson Ave in Buffalo after the mass
shooting in May of this year. This included drop-offs and
hands-on support at the First Fruits Food Pantry at
Lincoln United Methodist Church, Buffalo Community
Fridge, and FeedMStreamliningore WNY.

13. In terms of challenges, years ago, her late husband,
Harry, was diagnosed with cancer. In an instant, Deb
found herself on the other side of the healthcare
system and filled with all the fear and concern that
comes with caring for a sick loved one.
She recalls the time and energy spent travelling from
one facility to the next, needing to remember to bring
medications, imaging and other essentials while
navigating a labyrinthine system of care. This is the
industry in which she had built a career, and even
though when they had phenomenal doctors and nurses,
the experience was still challenging—not just for Harry
but for Deb's entire family.
This inspired Deb to take a patient and family-centric
approach to her job and to focus on the customer first.
Highmark has built products and services that simplify
the experience for its customers. As an eminent
healthcare organization, Highmark also formed
partnerships that have taken on the rising costs of
healthcare and increased access to care for its
members. Deb shares how fulfilling it is to be part of
this work because she never forgets what it's like to be
on the other side of care.
Integrating Excellence
Dating back to the Great Depression, Highmark has
served generations of members, patients and
communities through the best and most challenging
moments in their lives. The organization is driven by its
mission: to create a remarkable health experience,
freeing people to be their best. Its vision is a world
where everyone embraces health.
While its mission remains its North Star, Highmark has
grown to create remarkable health experiences for
more customers and communities in new and
innovative ways. It is part of a national blended health
organization that brings together a diverse portfolio of
businesses that cover a spectrum of essential health-
related needs in service to its customers and
communities, including: health insurance, healthcare
delivery, population health management, dental
solutions, reinsurance solutions, and innovative,
technology solutions.
Highmark's diverse family of businesses enables a
unique opportunity to reimagine the healthcare
experience to become one that is simplified,
personalized and proactive.
A Proficient Leader
As president of Highmark Inc., Deb had the pleasure of
leading a remarkable team for her company's multi-
state health insurance organization. She has completed

14. successful affiliations in Delaware, West Virginia,
Western and Northeastern New York, as well as a
merger in Northeastern Pennsylvania. Today, she is
proud to say that Highmark Health Plans are among the
largest Blue Plans in the country, serving more than 6
million members, and Highmark Inc.'s revenue has
grown to approximately $22 billion.
Deb is also proud to be part of a leadership team at
Highmark that is working to redefine the payer-
provider relationship and deliver innovative clinical
solutions that aim to improve health outcomes and
lower costs. One of its signature programs is True
Performance, a value-based reimbursement program
for primary care physicians that has achieved nearly
$2.5 billion in avoided cost savings since 2017 due to
better health management.
In her current role as Chief Growth Officer, Deb
focuses on understanding the challenges impacting the
industry and has been working on developing a full
suite of leading capabilities which have helped to grow
and scale the business. Highmark achieves growth
through a variety of strategies, including organic
growth in membership, strategic affiliations, provider
partnerships and joint ventures, and digital solutions.
A Plethora of Novelties
Highmark's mission is to create a remarkable health
experience, freeing people to be their best. To achieve
that mission, the organization ensures that its team
members are working freely to do their best by creating
a welcoming environment that celebrates and values its
different lived experiences. Listening to its team
members and creating a safe place for new ideas is the
best way to create products and offerings that reflect
the needs of Highmark's diverse customers.
It's crucial that Highmark maximizes opportunities for
individuals with disabilities—both within the
organization and in the broader community—to be at
their best. Highmark is stronger as a company and
stronger as a community when it grows and nurtures
the skills, creativity and lived experiences of individuals
with disabilities.
Highmark is proud to annually be named a "Best Place
to Work" for individuals with disabilities in the
Disability Equality Index (DEI®), a national
benchmarking survey to measure disability workplace
inclusion, and always strives to make Highmark more
accessible and compassionate.
Adding to this, Deb says, “Similarly, we are committed
to our Veterans. I have been privileged to chair
Highmark's Military Advisory Council, which strives to
make our blended health organization a career
destination for Veterans. Our team members who have
Deb is responsible for
pursuing various strategic
partnerships, affiliations
and acquisitions that
enable Highmark to unlock
the shared value to
organizations and
transform healthcare.
Deb Rice-Johnson has a passion for Veteran-focused
causes and serves as the Chair of the Highmark Military
Advisory Council.
Pictured: Some of Highmark’s Veteran employees
supporting “ Wreaths Across America (WAA) at the
Cemetery of the Alleghenies.

15. served our country possess unique leadership skills,
experiences and a team-oriented approach. They
strengthen Highmark, the communities in which we
work and live, and our nation.”
“Our team members who have served our country are
essential to carrying out that mission. Veteran inclusion
in our workforce helps us deliver on the needs of our
military members—including the more than 1.8 million
military and family members worldwide covered
through the TRICARE dental program offered by
Highmark organization United Concordia Dental,” she
expresses.
Also, with the size of Highmark comes the ability to
make real impacts in the communities in its footprint.
Since the start of the COVID-19 pandemic, Highmark's
blended health organization has invested more than
$1.4 billion to support its customers, providers and
communities.
“Highmark is also driven by our four Core behaviors.
First, we place the customer at the center of everything
that we do. Second, we aspire to have transformational
leadership that drives us to create the future of health
care. Third, we trust working together to achieve
organizational goals. And, finally, we value purposeful
execution—we value outcomes, not activities,” shares
Deb.
Evolving Around the Emerging Technologies
Working in new ways and forming new partnerships is
how Highmark solves rising problems, and it's how this
organization innovates. That applies within Highmark
and in how it works and partners with other industry
leaders. Highmark is working with fellow innovators
like Google and Verily to deliver high-tech, high-touch
and curated health experiences to more customers.
Instead of asking the customer to figure out the health
system, Highmark has asked how the entire health
experience should be re-engineered with customers at
the center. Its technology partnerships are designed to
eliminate the fragmentation and frustration that people
currently have in their health experience and replace it
with a more personalized, technology-driven approach.
In addition to offering a seamless, simpler and smarter
encounter at every step for patients, the organization is
freeing clinicians from time-consuming administrative

16. Highmark was proactive in their response to the COVID-19 pandemic by quickly assembling mobile testing units and
distributing masks to all of our members.
Pictured: Highmark stands with frontline workers at a free testing event in Central PA.
Highmark goes above and beyond to help members get the care they need.

17. burdens and providing them with timely data and
actionable information about each patient.
Highmark is taking the information and preferences of
the customer, applying analytics, and creating a
proactive, dynamic, and readily accessible health plan
and support team that fits an individual's unique needs.
Highmark doesn't just want to improve the patient-
clinician relationship—the organization wants to
transform the way it operates.
Envisioning Perpetual Authenticity
Sharing her opinions on what changes Deb wants to
incorporate in the healthcare sector, she states, “I
would like to create a more seamless experience that
allows members to engage with their health more
easily. If they, or a loved one is having a health event, I
want them to have access to quality care no matter
where they reside, and I want them to understand their
options and benefits so that they can make the best
decisions. When we can remove some of the challenges
between payers and providers, I believe we can make a
real difference, and we are leading that work.”
Adding to that, if someone is otherwise healthy, she
says, “I want them to be empowered to engage with
their health by providing personalized support so that
they stay that way. This means monitoring their health
consistently and educating them on which preventive
exams to schedule. It also means taking the entire
person into account, from dental care to mental health.
If we can fix the fragmentation in the health insurance
industry, we can improve health outcomes-- that's what
matters.”
Indulging in the Words of the Wise
Sharing her advice for the budding aspirants who are
willing to venture into the healthcare sector, Deb
shares, “Specifically, when it comes to health insurance,
you need to be willing to step outside of the traditional
health insurance environment.”
“Explore non-traditional solutions that will enable you
and your business to differentiate and be willing to take
risks to fulfil your mission. Never forget your why – the
customer and engage your teams along the way (who
can bring diverse customer perspectives),” she adds.
Embracing the Future Roadmap
Highmark is committed to creating a Living Health
model that builds a better system for its customers and
clinicians through innovative solutions and
partnerships to deliver them.
Growth is the engine of Living Health. Growth helps the
organization to maintain its position as a national
leader among Blue Cross Blue Shield health plans,
strengthens its ability to shape care locally, and
improves its cost competitiveness.
That translates to better care, lower cost and greater
access for its members and patients. Deb is focused on
achieving growth in a variety of ways—including
organic growth in membership, strategic affiliations,
provider partnerships and joint ventures, and digital
solutions.
“Ultimately, growing allows us to boost healthcare
affordability and accessibility, better engage members
and clinicians, and continue a legacy of community-
oriented healthcare service,” concludes Deb.
Deb wants to create a
more seamless
experience that allows
members to more
easily engage with their
health.

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20. Mr. Ahmed Zebeib,
Deputy Chief Executive Officer,
QLM Qatar Life & Medical Insurance
ackground: QLM Life and Medical Insurance is
Bconsidered as the largest health insurance
company in Qatar and the only specialized
company that leads the health insurance sector
through its advanced services and flexible insurance
programs that suit all segments of society in Qatar.
We live in a world that has become highly dependent on
information technology in management, especially with
managing a large volume of data, as is the case in health
insurance. Therefore, our vision in this field was to
develop a system capable of absorbing any volume of
data and managing it effectively in the most efficient
way possible. This will, in turn, positively reflect on the
speed of responding to the requirements of our
customers and the requirements of medical service
providers at the same time.
The advancement of technology benefit both insured
members and insurance companies; QLM is no
exception. QLM is constantly innovating and growing;
we capitalized on the extensive data, experience, and
technology advancement to build an outstanding
insurtech to guarantee excellence in our services. At
the same time, it gives us a real time feedback on
operations. The development of our solutions was
highly sophisticated as it involved many parties
internally as well as externally. We’ve invested in
developing a highly sophisticated solution involving
both internal and external parties.
We managed to build a system through an interactive
electronic platform that automatically approves
without the need for human intervention except in rare
cases, which shortens the time for issuing approval to a
record time where the patient experiences a seamless
process. This electronic platform helps health centers
communicate, get the right information, and make the
whole transaction an easy journey for both parties. All
this is in the interest of the client/patient, who will feel
that they are receiving prompt and a high standard of
service.
Today, our systems are all online and fully integrated
with healthcare providers inside as well as outside
Qatar; the provider can at a fingertip verify eligibility,
obtain approval, and submit a claim all online without
the need for any direct interaction with our team. The
secret behind this is the claims auto-approval/auto-
adjudication; our systems are equipped with all
international medical coding that are mapped together
in the back end of the system. Therefore, any coding the
provider is using is mapped and auto adjudicated in the
back end, and the decision is communicated to the
provider by the system.
The crown jewel of our IT platform is the Artificial
intelligence (AI) that we have developed. Underwriting
in health insurance is always seen as risky and needs
extra attention; our AI module analyzes the data
provided by the client and, at the same time, analyzes
the existing QLM data measuring behavior, trend,
frequency, etc. Thus, suggesting an appropriate
premium with the prediction of a loss ratio based on the
suggested premium.
Our AI is constantly monitoring the behavior of
providers in real-time and alerting our team of any
| October 2022 |
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18

21. abnormal behavior that is taking place; it is monitoring
the auto-adjudication module and correcting any errors
that may exist during the process.
We are constantly evolving and growing as the leading
Medical and Life insurer in Qatar; as we rely heavily on
tech, we will continue investing where appropriate to
maximize the satisfaction of all our partners. In QLM,
we believe that insurtech is the present and future. We
will continue playing our role and assessing the markets
worldwide while simultaneously be at the forefront
when it comes to tech and for others to follow.
Mr. Ahmed Zebeib,
Deputy Chief Execu ve Officer,
QLM Qatar Life &
Medical Insurance
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34. Frontline Listening
Leslie Selby
Leslie Selby,
VP & Sales Executive
Epic
| October 2022 |
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35. n the olden days, when Kings wanted to know what
Iailed their populace, they walked among them in
disguise. They listened to their struggles, hopes, and
dreams. This helped them understand the demands of
the citizens and form policies accordingly. On similar
lines, Leslie Selby listens closely to the frontline
workers in healthcare and drives change accordingly.
Leslie is a VP & Sales Executive at Epic, an organization
working at the intersection of healthcare and IT to help
the world get well, stay well, and help future
generations be healthier.
Leslie listens to professionals in the healthcare industry
from all verticals for insights that will help the
organization cater to the clients better and helps the
clients get the technology according to their needs.
Insights Success reached out to Leslie to listen to her
two-decade journey in healthcare, what drives her, the
impact she has left in the industry, and what she looks
forward to next.
Below are the highlights of the interview:
Brief our audience about your journey as a business
leader to your current position at Epic. What
challenges have you had to overcome to reach where
you are today?
My first role in healthcare, other than as a patient, was
as a coordinator for a private duty home health agency.
I worked with care providers and families to help
patients live safely in their homes within their budgets.
I was keenly aware of how critical it was for information
to go between people and systems, but this was in the
mid to late '90s. Interoperability and integration
weren't words that we used, and there was no single
integrated system that could keep all the patient
information together so that ED, inpatient, ambulatory,
home health, and the patient could share the same
information.
Today I talk with customers and prospective customers
about exactly that-what's possible, how it's being done
at leading sites, and how they can achieve their goals
within their budget. As Epic has expanded, I've helped
with many sales in new countries. The learning curve
for all of us was and continues to be significant, but the
challenges are mostly the same wherever we go.
Organizations need integration, which means one
single system wherever possible so that they can
reduce their costs and take better care of patients. A
big part of my role is to help them get what they already
know they need.
Tell us something more about your company and its
mission and vision.
Epic is a privately held healthcare software company
that provides electronic medical records for large and
well-respected care organizations such as Mayo Clinic,
Johns Hopkins, and Cambridge University Hospitals,
UK. Our focus is improving healthcare so that people
can get well and stay well and future generations can be
healthier. Our software helps providers save lives,
improve community-wide health, and reduce
healthcare costs by eliminating waste and allowing staff
to work more efficiently. With broad adoption among
academic medical centers and teaching hospitals, our
software is instrumental in training the next generation
of clinicians and helping researchers advance medical
knowledge.
Enlighten us on how you have impacted healthcare
through your expertise in the market.
Most of what I've learned about healthcare has been
through the lens of the people on the front lines serving
฀
“I've listened to many
thousands of caregivers
talk about their
challenges, hopes, and
dreams. My role is to
listen, understand, and
drive change.”
฀
www.ciolook.com | October 2022 |
33

36. patients and the executives who support those
individuals. I am certified in our ambulatory EMR, and
although I haven't led an install for many years, I greatly
value the time I spent sitting shoulder to shoulder with
doctors, nurses, and other staff during go-lives.
I've listened to many thousands of caregivers talk about
their challenges, hopes, and dreams. My role is to listen,
understand, and drive change. That could come in the
form of enhancement ideas that I share with our
developers, updates to our service methodologies, or
new ways to use the system to effect change.
Describe in detail the values and the work culture that
drives your organization.
Teaching the culture is a core expectation for leaders at
Epic. We review key concepts regularly and post our
principles and values (we call them the 10
commandments) throughout the campus. Examples
include business principles such as “Do not go public”
and “Do not acquire or be acquired.” We are and will
remain employee-owned and privately held so that our
focus remains on our software and customers rather
than outside investors. Others are specific to how we
work with customers, such as “Keep commitments” and
“Expectations must equal reality.” Keeping promises has
been a major factor in our #1 ratings in competitive
comparisons by groups such as KLAS Research for
many years.
In our day-to-day work, we are a flat company without
overly formal management structures. Staff are on a
first-name basis, and everyone at the company can go
to whoever is needed to solve a problem or move an
idea forward. We applaud assertiveness and effective
badgering.
What, according to you, could be the next significant
change in the healthcare sector? How is your company
preparing to be a part of that change?
Twenty years ago, everyone was talking about the what
and how in healthcare software. The industry is finally
shifting in a major way toward the “why.” Organizations
complete the hard work of implementing EMRs,
training staff, and gathering data because that's what is
essential for the magic to happen—innovation and
discoveries that improve health within communities
and countries.
Cosmos, Epic's national research repository, has the
most potential to change healthcare in the coming
years. Cosmos consolidates patient data from multiple
Epic customers into a single repository that is
accessible to researchers and other staff at
organizations that contribute data. This provides a
larger data pool than researchers typically have access
to and allows observational studies that get new
knowledge to the point of care quickly. Cosmos
provides a HIPAA-defined limited data set for 150+
million patients and could grow to 200+ million as more
customers join.
What Cosmos really highlights is the need for
collaboration to move healthcare forward. One of my
favorite quotes from Carl Dvorak, Epic's President, is
“we cannot each individually be the best at everything.”
Cosmos wouldn't be possible without multiple
organizations coming together. Take a look at
www.epicresearch.org to see the great work this
collaborative community is doing. They are changing
the world.
Where do you envision yourself to be in the long run,
and what are your future goals for Epic?
Wow, 20+ years feels like a long run already! I'm a big
believer in accountability, and I feel that because Epic
has tools and data that can revolutionize healthcare, we
have a responsibility to get them to the point of care to
help as many patients and providers as possible.
In the coming years, I look forward to meeting and
advising healthcare leaders around the world on
systems that help cure diseases faster, save peoples'
lives, and bring back joy and smiles for caregivers. As a
patient and a mom, I'm excited about promoting new
capabilities to help people take better care of
themselves and their families.
| October 2022 |
www.ciolook.com
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