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Speaker 1: Five G has a big part of how do you

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Speaker 1: create a better experience, whether it's patient or our caregivers,

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Speaker 1: But it also has some behind the curtain ravications for us.

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Speaker 1: When you think of things like a backup, it starts

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Speaker 1: to open up lots of different new options for us

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Speaker 1: that just simply didn't exist before. So to me, I think,

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Speaker 1: you know, five G becomes one of those foundational technologies

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Speaker 1: of the future that once you get a little bit

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Speaker 1: to the other side of it, will reflect back and go,

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Speaker 1: how do we ever do this without five G? Because

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Speaker 1: I do think it's a paradigm shifting technology. Welcome to

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Speaker 1: the restless ones. I'm Jonathan Strickland. I've spent more than

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Speaker 1: a decade really learning about technology, what makes it tick,

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Speaker 1: and then describing and explaining that to my audience. But

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Speaker 1: it's the conversations with the world's most unconventional thinkers, the

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Speaker 1: leaders at the intersection of technology and business that fascinate

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Speaker 1: me the most. In part nership with T Mobile for Business,

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Speaker 1: I explore the unique set of challenges that see I

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Speaker 1: O S and C T O space, from advancements in

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Speaker 1: cloud and edge computing, software as a service, Internet of things,

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Speaker 1: and of course five G. We are often left wondering

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Speaker 1: how the leading minds and business continue to thrive. Let's

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Speaker 1: find out. Our guest today is Marty Paslick, the c

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Speaker 1: i O of h c A Healthcare, one of the

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Speaker 1: largest providers of healthcare services in the United States. H

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Speaker 1: c A Healthcare has a network of more than one

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Speaker 1: hospitals plus two thousand other care centers, from clinics to

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Speaker 1: emergency rooms to urgent care centers. The company's mission is

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Speaker 1: easily expressed above all else. We are committed to the

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Speaker 1: care and improvement of human life. That's a simple concept,

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Speaker 1: but it requires complicated approaches, not the least of which

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Speaker 1: is incorporating technology that supports that mission. That's Marty comes in.

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Speaker 1: As you will hear, Marty literally fits the definition of

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Speaker 1: a restless one. As the c i O for the

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Speaker 1: entire organization, Marty is at the top of a truly

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Speaker 1: massive I T force. He has been with h c

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Speaker 1: A Healthcare for more than three decades, giving him a

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Speaker 1: deep understanding of how h c A Healthcare leverages its

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Speaker 1: technology in order to carry out its mission. I sat

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Speaker 1: down with Marty to learn more about his background, his philosophy,

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Speaker 1: and approach to leadership and how hc A Healthcare created

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Speaker 1: an all new technological and process playbook to navigate through

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Speaker 1: the numerous issues that arose as a consequence of the

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Speaker 1: COVID nineteen outbreak. Marty, first of all, let me thank

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Speaker 1: you for your time in joining us for this podcast.

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Speaker 1: I very much appreciate it my pleasure, and I'd like

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Speaker 1: to get started by learning a bit more about you

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Speaker 1: and and what makes you tick before we dive into

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Speaker 1: all of the challenge is you face and your approach

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Speaker 1: to meeting those challenges. So to get started, what actually

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Speaker 1: drew you into the world of tech to begin with? Gosh,

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Speaker 1: I wish I had a really fancy answer for that.

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Speaker 1: When I was in high school, I had an opportunity

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Speaker 1: to take a computer programming class and I received an

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Speaker 1: extremely generous sea at the end of that class. Two

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Speaker 1: years later, my brother takes the same class, and he

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Speaker 1: doesn't realize that I was just, you know, just struggle

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Speaker 1: to get through the class, and so he reaches out

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Speaker 1: to me and seeks my help. And so I literally

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Speaker 1: took his textbook and I dove in and I said,

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Speaker 1: I'm gonna I'm gonna learn this. And I think most

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Speaker 1: people in technology would say there's a moment where you know,

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Speaker 1: the puzzle pieces kind of come together, and for me,

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Speaker 1: all a sudden it clicked and I was able to

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Speaker 1: help my brother get through the class. But all of

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Speaker 1: a sudden, I said, you know, I think I'm pretty

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Speaker 1: good at this. I went on to college and initially

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Speaker 1: to study in the business school, but I eventually went

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Speaker 1: back and I said, look, you remember how good you

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Speaker 1: were at that. So I went back into the engineering

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Speaker 1: school after that, and uh, and that's what really got

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Speaker 1: everything started. I think you might have hit on a

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Speaker 1: new educational tool where, uh, in order to get better

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Speaker 1: at any particular of course, you are given the the

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Speaker 1: the burden of making sure someone else's understanding it, so

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Speaker 1: you have to. Uh. That is fascinating to me. I

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Speaker 1: love that answer. So what was what was your first

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Speaker 1: job in the tech field? I applied for a software

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Speaker 1: developers position and really had, you know, my estimation a

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Speaker 1: pretty marginal marginal res may and I couldn't believe it

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Speaker 1: when they offered me the job, and I got in

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Speaker 1: and started work in the clinical development area. My first

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Speaker 1: job was to construct laboratory interfaces, so you know, there's

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Speaker 1: instruments that test your blood and things like that, and

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Speaker 1: they have to talk to information system. So I built

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Speaker 1: the interfaces between those two things. But but I was

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Speaker 1: just a young guy just out of school, and in

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Speaker 1: six months into the job, I get an opportunity to

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Speaker 1: go to a hospital for the first time. I walked

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Speaker 1: into the laboratory and I go to the lab manager

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Speaker 1: and I said, what's a laboratory instrument? She had to,

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Speaker 1: you know, this big smile on her face, and she said,

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Speaker 1: follow me. And for the next ninety minutes, she walked

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Speaker 1: me through that laboratory and I got one of the

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Speaker 1: most important lessons of my career. I saw firsthand and

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Speaker 1: how my work impacted a patient. I've been doing this

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Speaker 1: for thirty five years and I still remember that moment

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Speaker 1: that it not just clicked technologically, but it clicked to

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Speaker 1: the mission. This job was bigger than other jobs, and

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Speaker 1: and it had a responsibility that all in an instant,

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Speaker 1: in a ninety minute tour, just all came together for me.

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Speaker 1: That is a really remarkable story as well, and a

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Speaker 1: powerful one, I think, because it's something that sounds like

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Speaker 1: it really helps drive you in your work, that you

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Speaker 1: have this connection between what it is you do and

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Speaker 1: the fact that a large portion of that work is

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Speaker 1: all going towards keeping people healthy and saving lives. Correct.

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Speaker 1: But the bomb line is, and when I talked to

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Speaker 1: either our colleagues here in h c A or I

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Speaker 1: talked to our vendor community, you know, I remind them

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Speaker 1: our mission is to take care of people in their

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Speaker 1: most vulnerable moments of life, and that responsibility has a

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Speaker 1: high degree of accountability. And that's why this is a

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Speaker 1: fabulous industry to be in and a great company to

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Speaker 1: work for. Well, I almost feel like you've you've kind

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Speaker 1: of answered this question already, but I'm curious. Can you

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Speaker 1: tell us about a memorable project you worked on earlier

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Speaker 1: in your career, something that really helped shape your philosophy

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Speaker 1: towards your work today. Yes, you know, I was just

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Speaker 1: a software developer, right and I was asked if I

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Speaker 1: would facilitate the selection process for a new UM system

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Speaker 1: wide clinical system, and oh gosh, I wanted to do this.

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Speaker 1: I wanted to do this project so bad because he's

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Speaker 1: going to really stretch out beyond my my skill set

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Speaker 1: as a developer. And I got the assignment and literally

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Speaker 1: I was working, you know, twelve thirteen hours a day

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Speaker 1: for about six or eight months, and there was no

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Speaker 1: doubt I was the expert. My ball comes in my

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Speaker 1: cubicle and he says, we have the opportunity to present

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Speaker 1: to the Board of Directors tomorrow to get their approval.

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Speaker 1: So we can get going. If you can just provide

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Speaker 1: us the data, we'll be ready to go. I look

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Speaker 1: at the template and I go, I can do this.

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Speaker 1: I can do this. But there was something inside of me.

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Speaker 1: I looked at my boss and I said, but I

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Speaker 1: think there's a better way to present this information to them. Why.

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Speaker 1: Boss looks at me and he goes, you see, you

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Speaker 1: don't understand. We're at three o'clock in the afternoon. The

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Speaker 1: board meeting is at nine o'clock tomorrow. We just got

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Speaker 1: to follow the plan. So I go, okay. So they

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Speaker 1: walk out of my cuicle and I sit there and

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Speaker 1: I was like, what I do. I know there's a

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Speaker 1: better way. So I thought to myself, well, how long

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Speaker 1: will it take me to complete their template? And I

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Speaker 1: thought how long is it gonna take me to do

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Speaker 1: how I would go about it? And then I just

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Speaker 1: sat there and I went, I'm doing them both, and

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Speaker 1: so I did. There. As you know, I finished it,

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Speaker 1: came back and did mine and finished it about four

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Speaker 1: in the morning, and just sat in my cube. There's

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Speaker 1: no point going home, just sat my cuicle. My boss

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Speaker 1: comes in next morning, goes, hey, hey, how to go?

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Speaker 1: And I show him the template and he goes, thank you.

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Speaker 1: I am sorry to put you in this situation. And

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Speaker 1: I go, hey, but would you look at this other deck?

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Speaker 1: And he looked at and he goes, you got the

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Speaker 1: same clothes on. I go, oh yeah, and he goes,

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Speaker 1: why why did you do that? We we said just

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Speaker 1: to do it this way. And while he's giving me

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Speaker 1: a little bit of grief, his boss comes in and

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Speaker 1: and I say, well, I'm going to get right back

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Speaker 1: into batter's box and try again. And I try again

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Speaker 1: and same answered. They're like, we don't have time for

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Speaker 1: discussion here. We have a board meeting in two hours.

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Speaker 1: So ironic it is this their boss was in. So

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Speaker 1: I've got three levels of management in my cubicle and

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Speaker 1: and quickly I get it that this is the author

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Speaker 1: of the template. And I just said, I am trying

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Speaker 1: it one more time, and I showed my presentation deck

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Speaker 1: and he just looked at me and goes, can you

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Speaker 1: get fifty copies of that to the boardroom and I go,

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Speaker 1: I can, and you know, I high tell it over there.

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Speaker 1: And actually on the way over I run into the

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Speaker 1: c I O and I'm so many, I'm so far

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Speaker 1: down the ORC chart, you know. And he sees me

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Speaker 1: with a stack of papers and he goes, hey, are

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Speaker 1: you already bazzic? And I go, I am. He goes,

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Speaker 1: you have no idea how easy you've made my job today.

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Speaker 1: He goes, I want you to sit in the back

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Speaker 1: of the room and watch how this happens. And I

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Speaker 1: won't go into the details, but that nonetheless, it all

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Speaker 1: gets approved in twenty minutes. In the board meeting on Monday,

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Speaker 1: I have a note to come see my boss and

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Speaker 1: I walk in and uh, he just looks at me

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Speaker 1: and goes, congratulations, you've just been promoted. Here's sixteen blank

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Speaker 1: requisitions to create your team. And so the lesson there

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Speaker 1: is when you believe in something that is good for

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Speaker 1: the mission, pursue and don't give up and actually has

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Speaker 1: an introvert a little bit. It really it gave me

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Speaker 1: confidence that I knew I had the subject matter of

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Speaker 1: expertise and I had the eviction to do things that

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Speaker 1: were meaningful. Well, Marty, I gotta thank you because that

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Speaker 1: story literally sums up the spirit of this podcast about

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Speaker 1: having the conviction and courage to push forward with a

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Speaker 1: new way that ends up being of benefit to an organization.

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Speaker 1: On top of that, your story literally included restlessness in

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Speaker 1: an all nighter, So fantastic job. If there's one thing

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Speaker 1: most businesses can agree on these days, it's that change

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Speaker 1: has never come about so quickly. New ways of working

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Speaker 1: have become the norm. As a result, the status quo

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Speaker 1: no longer cuts it when it comes to helping businesses

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Speaker 1: adapt and innovate. That's why T Mobile for Business uses

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Speaker 1: unconventional thinking to help businesses work smarter and grow faster. Only.

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Speaker 1: T Mobile offers america US largest and fastest five gen network.

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Speaker 1: It's just one reason they're better able to help businesses

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Speaker 1: solve the real world challenges they face as they evolve.

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Speaker 1: For instance, their new WFX solutions help team members stay

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Speaker 1: connected and productive where work happens. With nearly two and

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Speaker 1: a half times the network coverage of a T and T,

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Speaker 1: nearly four times more than Verizon, and forty billion dollars

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Speaker 1: invested in network and business improvements over the next three years.

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Speaker 1: T Mobile for Business is better for your business right

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Speaker 1: now and into the future. See what they can do

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Speaker 1: for your organization at t mobile dot Com. Slash Unconventional

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Speaker 1: Open Signal awarded T Mobile Fastest five G network based

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Speaker 1: on average speeds USA five G User Experience Report January.

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Speaker 1: Capable device required coverage not available in some areas. Some

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Speaker 1: users may require certain planner features. Set mobile dot Com

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Speaker 1: as c i O of h C, a healthcare Marty

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Speaker 1: overseason organization of about six thousand professionals with c i

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Speaker 1: os of various divisions reporting to him. Given such a

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Speaker 1: large responsibility, I wanted to understand his approach to leadership,

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Speaker 1: his philosophy towards his position, and the challenges that naturally

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Speaker 1: come with the role. This is a very mission driven company,

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Speaker 1: you know, as founded by physicians, and our mission of

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Speaker 1: of caring for for people just really matters. Our technologists

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Speaker 1: would tell you that they view themselves as healthcare professionals

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Speaker 1: first and technologists second, and so to me, that's the

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Speaker 1: real distinguishing mark, and I think it's why we believe

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Speaker 1: we have such a strong culture. I think it all

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Speaker 1: begins with what do you believe in and if there's

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Speaker 1: a shared belief across an organization, then good things happen.

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Speaker 1: I think the pandemic is a good example of where. Boy,

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Speaker 1: I'm sure happy we had a strong mission because it's

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Speaker 1: what held us together. And we'll definitely talk a lot

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Speaker 1: more about the pandemics effect. Because in technology the word

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Speaker 1: disruption is used a lot. I don't think any event

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Speaker 1: in the last century has been as disruptive as the

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Speaker 1: pandemic has on the way all companies, but specifically companies

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Speaker 1: in the tech sector, have had to approach things. What

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Speaker 1: would you say would be the biggest challenges you typically

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Speaker 1: face as c I, Oh, what are the things that

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Speaker 1: you identify as being the issues you really have to

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Speaker 1: to dedicate a lot of your time and expertise on. Well,

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Speaker 1: you know, I think they're I think I think different

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Speaker 1: leaders um try to play to their strengths. I focus

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Speaker 1: a lot on this. Keeping the organization well connected sounds

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Speaker 1: a little clish, I guess, but but it's it takes

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Speaker 1: a lot of effort. To me. You have to have

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Speaker 1: not just communication channels, but you have a have to

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Speaker 1: have some certain degree of diversity of how you're connecting

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Speaker 1: with people. And if again, you know, linking it back

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Speaker 1: to the whole mission. If you're communicating well, and you're

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Speaker 1: and you're drawing people in uh to that type of commitment,

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Speaker 1: then really good things happen. And so you know, I

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Speaker 1: spend probably more than than a normal c I O

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Speaker 1: on just whether it is M my direct reports, or

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Speaker 1: it is how I find methods and strategies to connect

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Speaker 1: to the individual contributor and the work that they're doing.

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Speaker 1: I think there's some leaders that I think that's not

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Speaker 1: part of their job and that they might send a

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Speaker 1: newsletter or something like that, and I just think there's, um,

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Speaker 1: there's just tremendous value and just being an excellent communicator

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Speaker 1: or at least having high intent to be a communicator.

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Speaker 1: And I probably fit the little ladder than the former.

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Speaker 1: There your model see is really coming through, Marty. I

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Speaker 1: imagine that there must be a lot of high need

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Speaker 1: for for flexibility and communication skills because you're speaking to

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Speaker 1: very different audiences at any given time, whether it might

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Speaker 1: be physicians or people on the medical staff, or people

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Speaker 1: on the administration side, or people within the I T departments,

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Speaker 1: and all of these different groups have different ways of communicating,

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Speaker 1: and they may have different perspectives on a particular project,

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Speaker 1: for example, And I would imagine that coordinating all of

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Speaker 1: that and keeping those communication lines open and getting by

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Speaker 1: in an understanding among all those different parties can be

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Speaker 1: a challenge worth doing, but still a challenge. You make

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Speaker 1: just an excellent point, you know, I think most organizations

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Speaker 1: count on their c i O to be the the objective,

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Speaker 1: the impartial person, because you're right there, there are a

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Speaker 1: lot of strategies that are competing against each other. Sometimes

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Speaker 1: there's different perspectives on the strategy itself, and I do

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Speaker 1: think the company counts on me to away in in

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Speaker 1: a way that shows no territorial reasoning, no bias, but

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Speaker 1: just hey, what do I think is really right for

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Speaker 1: the company. And I do think the c i O

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Speaker 1: road many times gets that unique opportunity to do that.

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Speaker 1: And now to kind of touch back on the pandemic,

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Speaker 1: I am curious before the pandemic typically, how many projects

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Speaker 1: would your department be kind of overseeing at any given time.

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Speaker 1: I understand it's a lot. Yeah, And first of all,

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Speaker 1: you know, I think any c i O would say

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Speaker 1: you have all the documented projects and who knows how

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Speaker 1: many undocumented ones that are going on right, But prior

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Speaker 1: to the pandemic, we had I guess somewhere between three

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Speaker 1: fifty and four hundred projects. How did your department react

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Speaker 1: to keep the company on track while responding to COVID nineteen,

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Speaker 1: I mean we had to shift fast. Well, first of all,

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Speaker 1: we had to ensure that work from home environment would

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Speaker 1: be productive. We have a few thousand people that before

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Speaker 1: the pandemic that would work remotely. We had at one

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Speaker 1: time forty five thousand people working from home, and you

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Speaker 1: can imagine we didn't have the infrastructure at the onset

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Speaker 1: and how quickly you know, our network engineers put us

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Speaker 1: in a position to provide that type of work environment

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Speaker 1: was kind of blew me away to start off with.

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Speaker 1: But if you think about at the very beginning of

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Speaker 1: the pandemic, what was the big issue? It was all

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Speaker 1: about testing lab testing. You know, how quickly could you

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Speaker 1: turn a COVID test and gosh, our supply chain organization

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Speaker 1: is terrific. And they were making new contracts and new

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Speaker 1: deals with lots of different reference labs to just try

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Speaker 1: to create greater and greater throughput. Well back to my

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Speaker 1: old lab interface days, Hey, you got to put the

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Speaker 1: connection points in there. And the teams were working around

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Speaker 1: the clock, and we were doing interfaces that in a

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Speaker 1: traditional at pace kind of environment would have taken about

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Speaker 1: nine months. We were taking nine days. Now, some of

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Speaker 1: that was just high focus, but a lot of it

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Speaker 1: was just work ethic. And I usually get this report

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Speaker 1: that shows any staff colleague that has worked more than

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Speaker 1: sixty hours a week for three weeks in a row

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Speaker 1: because something's going on right. Well, there was a time

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Speaker 1: and I don't know if it's April or May, but

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Speaker 1: it's in that early time frame that I had a

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Speaker 1: list of a dozen to two dozen names of individuals

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Speaker 1: that we're working eighty plus hours a week, and I

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Speaker 1: scheduled fifteen minute phone calls with him, and it was

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Speaker 1: like a rerun. It was like Groundhog Day. Every conversation

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Speaker 1: was exactly the same. They would ay, look, this is

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Speaker 1: my moment. You know, I joined this company to be

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Speaker 1: part of healthcare, and here I am, and it's up

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Speaker 1: to me to make this happen. So you had the

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Speaker 1: laboratory interfaces first, you had the hotel healthy space with

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Speaker 1: no visitors into our hospitals, we had to quickly put

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Speaker 1: together away for patients and care teams to talk to

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Speaker 1: family and friends. We acquired more than three thousand iPads

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Speaker 1: to distribute across the company. We even here at the end,

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Speaker 1: you know, we we had to create a vaccination system.

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Speaker 1: We had literally six weeks to create a vaccination system

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Speaker 1: that we built from scratch. That last time I checked,

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Speaker 1: we vaccinated thousand people. And so all of that. It

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Speaker 1: ended up being about fifty projects that we had that

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Speaker 1: were directly assisting COVID response. It was the hardest of

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Speaker 1: years and it was the most memorable of years. The

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Speaker 1: work effort in the dedication and execution was just amazing

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Speaker 1: to me. Are there lessons you've learned through HCA Healthcare

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Speaker 1: is response to COVID nineteen that you believe will be

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Speaker 1: relevant beyond the pandemic? Absolutely. I tell our team all

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Speaker 1: the time, I'm not going back. I'm not going I'm

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Speaker 1: not going back to how things were before. And I

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Speaker 1: think I think one of the important things for us

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Speaker 1: as an organization, and maybe others already were doing this

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Speaker 1: before the pandemic. But I mentioned, you know, the three

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Speaker 1: to four hundred projects. Everything to some degree has some

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Speaker 1: sort of constraint, money constraint, resource constraint, whatever. And I

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Speaker 1: think one of the things as a company we discovered

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Speaker 1: was that, hey, there are technology projects that we need

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Speaker 1: to say fast as possible. You know what is that portfolio?

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Speaker 1: What is those initiatives that we're not going to limit ourselves.

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Speaker 1: Now we may say no to some other things, but

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Speaker 1: what is the subset of that portfolio that we have

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Speaker 1: to move at lightning speed? And I think that is

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Speaker 1: the most important thing for our organization is that now

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Speaker 1: we have an agenda that says these dozen projects, go

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Speaker 1: as quickly as you can. And I love it. I

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Speaker 1: love it because we get to see the impact and

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Speaker 1: so you're just moving and you're making progress. But this

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Speaker 1: way boy the top priorities, and it gives you a

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Speaker 1: better connection to senior leadership too, because they are extremely

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Speaker 1: well aware of that tight portfolio. They want to know

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Speaker 1: about it, they see it, they feel it in their operations.

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Speaker 1: We are are going to stay operating at COVID speed

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Speaker 1: for those top priorities. I wanted to learn more about

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Speaker 1: the sorts of technologies h c A Healthcare views as

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Speaker 1: fundamentally important in order to achieve its mission. Marty did

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Speaker 1: not disappoint. We decided before the pandemic, and this sounds

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Speaker 1: so common sense now, but it required such a significant investment.

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Speaker 1: Was Hey, we're a mobile industry. We may be one

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Speaker 1: of the most mobile industries. You know, you think of

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Speaker 1: physicians rounding in a hospital, to nursing, the respiratory therapist.

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Speaker 1: The full bottom is everybody's moving all the time, and

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Speaker 1: we were supporting them with desktops and laptops and and

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Speaker 1: so the company's commitment to going mobile was really important. Today.

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Speaker 1: You know, we have more than eighty thousand iPhones across

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Speaker 1: our our organization that are shared by nurses and other

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Speaker 1: caregivers to just to lift up the communication that needs

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Speaker 1: to happen around a patient. And it's really changed how

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Speaker 1: we do a lot of things in the company, not

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Speaker 1: just communication, but now we have this mechanism that allows

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Speaker 1: us to get alerts right into the nurses pocket instead

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Speaker 1: of walking back to a nursing station and looking at

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Speaker 1: a dashboard, are waiting for an alert from a closet somewhere.

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Speaker 1: It's now all of a a sudden buzzing in their pockets

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Speaker 1: and they can take action really quickly. And so mobility

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Speaker 1: has just been a huge area and we always I

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Speaker 1: think had a great depth in data. We would probably

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Speaker 1: argue that our clinical data warehouse is the largest in

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Speaker 1: the provider world, you know, so and that's that's a

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Speaker 1: reference of our size as well. But we get some

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Speaker 1: interesting insights and those insights helped us in COVID, you know,

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Speaker 1: it helped us see things that were happening to patients

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Speaker 1: that I'm not sure we would have had the same

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Speaker 1: opportunity without that capability. UM. Before the before the pandemic,

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Speaker 1: we had made UM I think some really solid investments

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Speaker 1: in telemessin and we were we were using telemens and

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Speaker 1: primarily to make sure that we placed experts in the

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Speaker 1: place of need as fast as possible, so neurology, so

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Speaker 1: stroke management, you know, making sure we had a core

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Speaker 1: set of physicians that could assess a stroke uh any

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Speaker 1: moment of the day, so tell them Esson was a

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Speaker 1: big deal. Psychiatry is another thing. You know, people chopin

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Speaker 1: into an emergency department and it's obvious that they need

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Speaker 1: an assessment, and sometimes psychiatrists are difficult to get and

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Speaker 1: and and that's a moment a patient really needs somebody. Now,

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Speaker 1: they can't wait eight hours for psychiatrists to be available.

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Speaker 1: And so we had a number of these programs have

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Speaker 1: already available. That that set a foundation that went nuts

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Speaker 1: in the pandemic. They've been extremely critical to our clinical

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Speaker 1: outcomes and to just our overall operations. Yeah, I would

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Speaker 1: argue that telemedicine, the fact that you had a foundation

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Speaker 1: in place before the pandemic was of critical importance not

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Speaker 1: just to to hc A Healthcare, but obviously to all

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Speaker 1: the patients that h c A Healthcare serves. Well, here's

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Speaker 1: the crazy number about it. So those programs we put

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Speaker 1: in place was more about making sure a corset of

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Speaker 1: experts were available. Well, the pandemic really was about my

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Speaker 1: family doctor connecting to me, right, and so in twenty nineteen,

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Speaker 1: these numbers will just they blow me away. But in

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Speaker 1: twenty nine we did about thirty five hundred telehealth visits

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Speaker 1: physician the patient, you know, like a primary care physician,

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Speaker 1: you know, I mean we did in more than a million.

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Speaker 1: That's a big increase, three thousand two over a million televisits.

434
00:26:51,720 --> 00:26:56,080
Speaker 1: It's just it's it's it's hard to imagine. In the pandemic,

435
00:26:56,160 --> 00:26:58,359
Speaker 1: you know, we scrambled a little bit, there's no doubt

436
00:26:58,359 --> 00:27:02,520
Speaker 1: about it. And and I think that experience is really

437
00:27:02,560 --> 00:27:06,000
Speaker 1: going to accelerate the space and and now we're trying

438
00:27:06,080 --> 00:27:09,200
Speaker 1: to say, hey, we've gotten through the tough part of that.

439
00:27:09,680 --> 00:27:11,840
Speaker 1: Now how do we lift it up? How do we

440
00:27:11,880 --> 00:27:15,320
Speaker 1: lift up the experience for the patient and the caregiver,

441
00:27:15,520 --> 00:27:17,720
Speaker 1: make sure that it's as seamless and in as to

442
00:27:17,880 --> 00:27:20,960
Speaker 1: it as as possible, and making sure that in behind

443
00:27:21,000 --> 00:27:23,920
Speaker 1: the curtain that we have the right structure, the right

444
00:27:24,080 --> 00:27:30,040
Speaker 1: a scale to do it appropriately, and with technologies like mobility,

445
00:27:30,400 --> 00:27:33,680
Speaker 1: with the various devices, whether they're smartphones, tablets, that sort

446
00:27:33,680 --> 00:27:37,840
Speaker 1: of thing. Obviously you have lab equipment that connects to

447
00:27:38,359 --> 00:27:43,000
Speaker 1: various communication systems, the presence of telemedicine being a big

448
00:27:43,359 --> 00:27:47,760
Speaker 1: part of the future. Does HCA Healthcare have specific plans

449
00:27:47,760 --> 00:27:50,240
Speaker 1: when it comes to things like five G connectivity? I

450
00:27:50,240 --> 00:27:54,480
Speaker 1: would imagine something that has very high throughput, very low

451
00:27:54,560 --> 00:27:58,160
Speaker 1: latency could have numerous applications in the medical field. You're

452
00:27:58,200 --> 00:28:01,439
Speaker 1: absolutely right. Now, I think we're still at a place

453
00:28:01,520 --> 00:28:06,320
Speaker 1: of evaluating a pretty wide range of use cases. So

454
00:28:06,359 --> 00:28:09,760
Speaker 1: the obvious ones that people would see is to take

455
00:28:09,800 --> 00:28:13,679
Speaker 1: clinical imaging. So you know, the clinical imaging continues to

456
00:28:14,080 --> 00:28:19,720
Speaker 1: evolve to provide a radiologists and other physicians much clear,

457
00:28:20,000 --> 00:28:24,440
Speaker 1: much more high fidelity types of of images. But as

458
00:28:24,480 --> 00:28:28,200
Speaker 1: you might imagine, the more fidelity you get, the more

459
00:28:28,320 --> 00:28:33,440
Speaker 1: dense these images become, and so the storage requirements are significant.

460
00:28:34,000 --> 00:28:37,600
Speaker 1: That part we don't worry about. But the problem has been, Hey,

461
00:28:37,680 --> 00:28:40,280
Speaker 1: I'm a physician and I'm on the move and I

462
00:28:40,360 --> 00:28:43,080
Speaker 1: need to see this image. How do I do it?

463
00:28:43,640 --> 00:28:48,120
Speaker 1: And with five G the ability to quickly download an

464
00:28:48,160 --> 00:28:50,400
Speaker 1: image is going to be a big deal. And you

465
00:28:50,440 --> 00:28:53,120
Speaker 1: think about the number of images that are just taking

466
00:28:53,160 --> 00:28:56,480
Speaker 1: every day. I'm thinking, off the top of my head,

467
00:28:56,960 --> 00:29:01,160
Speaker 1: just in h c A alone, we produce eleven million

468
00:29:01,280 --> 00:29:04,480
Speaker 1: images a day and one and a half million are

469
00:29:04,560 --> 00:29:08,040
Speaker 1: viewed every day. Now you think about how many of those,

470
00:29:08,200 --> 00:29:11,800
Speaker 1: percentage wise, would be much quicker response if it was

471
00:29:11,880 --> 00:29:15,040
Speaker 1: available through cell. Five G has a big part of

472
00:29:15,080 --> 00:29:17,920
Speaker 1: how do you create a better experience, whether it's patient

473
00:29:18,040 --> 00:29:21,600
Speaker 1: or our caregivers, But it also has some behind the

474
00:29:21,640 --> 00:29:24,480
Speaker 1: curtain ravications for us. When you think of things like

475
00:29:24,520 --> 00:29:27,320
Speaker 1: a backup, it starts to open up lots of different

476
00:29:27,360 --> 00:29:30,800
Speaker 1: new options for us that just simply didn't exist before.

477
00:29:30,920 --> 00:29:34,640
Speaker 1: So to me, I think, you know, five G becomes

478
00:29:35,080 --> 00:29:38,960
Speaker 1: one of those foundational technologies of the future that once

479
00:29:39,000 --> 00:29:40,840
Speaker 1: you get a little bit to the other side of

480
00:29:40,840 --> 00:29:43,360
Speaker 1: it will reflect back and go, how do we ever

481
00:29:43,400 --> 00:29:46,240
Speaker 1: do this without five G? Because I do think it's

482
00:29:46,240 --> 00:29:51,360
Speaker 1: a paradigm shifting technology. I agree entirely and uh when

483
00:29:51,360 --> 00:29:54,320
Speaker 1: it comes to different applications, it's the medical field that

484
00:29:54,480 --> 00:29:57,800
Speaker 1: leaps out to me because of things like tele medicine,

485
00:29:58,000 --> 00:30:00,760
Speaker 1: and as you point out, the ability need to send

486
00:30:01,520 --> 00:30:05,400
Speaker 1: very large files very quickly without having to have a

487
00:30:05,520 --> 00:30:09,360
Speaker 1: dedicated like fiber connection where you can be mobile. You

488
00:30:09,400 --> 00:30:11,760
Speaker 1: could be in the field somewhere and still get that

489
00:30:11,800 --> 00:30:15,880
Speaker 1: information back very quickly. That's invaluable, especially when you're talking

490
00:30:16,000 --> 00:30:21,000
Speaker 1: about cases where response time can literally turn into a

491
00:30:21,040 --> 00:30:26,000
Speaker 1: life or death situation for someone. I'm also curious about

492
00:30:26,560 --> 00:30:29,840
Speaker 1: your use of the Internet of things world. It's something

493
00:30:29,880 --> 00:30:32,480
Speaker 1: that I would say ten years ago people would think

494
00:30:32,520 --> 00:30:34,920
Speaker 1: of as again just a buzz term, but now we

495
00:30:35,000 --> 00:30:39,200
Speaker 1: live in a reality where billions of devices connect to networks,

496
00:30:39,360 --> 00:30:42,280
Speaker 1: and in fact there's an entire subcategory of Internet of things,

497
00:30:42,320 --> 00:30:46,160
Speaker 1: of Internet of medical things. Does your department oversee a

498
00:30:46,200 --> 00:30:50,440
Speaker 1: lot of projects that involve various IoT solutions. If you

499
00:30:50,520 --> 00:30:54,560
Speaker 1: think about some of the types of technologies, anything that

500
00:30:54,640 --> 00:30:57,840
Speaker 1: can provide us more data, maybe The first thing more

501
00:30:57,920 --> 00:31:02,040
Speaker 1: streaming data. So just take patient vitals for instance. You know,

502
00:31:02,240 --> 00:31:04,920
Speaker 1: traditionally a nurse comes in every hour and takes your

503
00:31:05,000 --> 00:31:08,680
Speaker 1: vitals right, and we attach something to you and we

504
00:31:08,760 --> 00:31:13,640
Speaker 1: are getting a continuous stream, which also means continuous trending

505
00:31:14,160 --> 00:31:17,000
Speaker 1: of those vital signs and and so just from a

506
00:31:17,080 --> 00:31:22,240
Speaker 1: care perspective, you know, streaming data that was traditionally taken

507
00:31:22,680 --> 00:31:27,080
Speaker 1: in a sample size is a big deal. The second

508
00:31:27,200 --> 00:31:32,000
Speaker 1: thing is that many of the technologies provide some freedom

509
00:31:32,760 --> 00:31:36,960
Speaker 1: you monitor different things that before was tethered at a cable,

510
00:31:37,520 --> 00:31:41,600
Speaker 1: and so that patient in a recovery mode always needs

511
00:31:41,720 --> 00:31:45,320
Speaker 1: some assistance. And now the Internet of Things has you know,

512
00:31:45,600 --> 00:31:49,440
Speaker 1: emerging devices that look, if I'm uncleared to get up

513
00:31:49,440 --> 00:31:52,520
Speaker 1: and get up because everything's moving with me right, and

514
00:31:52,560 --> 00:31:55,280
Speaker 1: I think it's fascinating. It's where the puck is obviously moving.

515
00:31:55,320 --> 00:31:58,120
Speaker 1: I think one of the areas that we are researching

516
00:31:58,240 --> 00:32:01,680
Speaker 1: right now is how do we look at commercial based

517
00:32:02,120 --> 00:32:05,440
Speaker 1: medical devices. You know, I carry this little strip band

518
00:32:05,760 --> 00:32:08,440
Speaker 1: that if I put it on my my knee, it

519
00:32:08,480 --> 00:32:11,960
Speaker 1: gives a six line. He gave you. That's amazing. So

520
00:32:12,240 --> 00:32:15,280
Speaker 1: the question though, is is I've got a non medical

521
00:32:15,320 --> 00:32:19,320
Speaker 1: person me applying this medical device that is really commercial,

522
00:32:19,680 --> 00:32:22,920
Speaker 1: not medical grade, And so what do we do with

523
00:32:22,960 --> 00:32:26,239
Speaker 1: that data? And I think it's obvious we're heading in

524
00:32:26,240 --> 00:32:29,120
Speaker 1: that direction, but how we as an industry, not just

525
00:32:29,240 --> 00:32:31,480
Speaker 1: a c A, how do we view it? How do

526
00:32:31,560 --> 00:32:34,240
Speaker 1: we use it? How do we care for people with it?

527
00:32:34,520 --> 00:32:39,080
Speaker 1: I think is it's going to be an interesting frontier

528
00:32:39,440 --> 00:32:41,520
Speaker 1: for not just h c A, but the whole industry.

529
00:32:41,920 --> 00:32:44,520
Speaker 1: What's a big challenge you want to tackle? Given all

530
00:32:44,600 --> 00:32:48,520
Speaker 1: you've learned throughout your career, Well, how do we move

531
00:32:48,600 --> 00:32:52,120
Speaker 1: to a place where decision making is done in the

532
00:32:52,160 --> 00:32:55,640
Speaker 1: moment and it's not done based on retrospective analysis? You

533
00:32:55,680 --> 00:32:57,920
Speaker 1: know how many decisions are company or made on what

534
00:32:58,000 --> 00:33:00,800
Speaker 1: happened eight hours ago or a day go or seven

535
00:33:00,880 --> 00:33:04,200
Speaker 1: days ago. And how do we get a place where

536
00:33:04,720 --> 00:33:07,680
Speaker 1: the elements of the decision are present as soon as

537
00:33:07,720 --> 00:33:12,520
Speaker 1: they're available? And I believe in healthcare UM that could

538
00:33:12,560 --> 00:33:16,200
Speaker 1: be a game changer, and so the investments we need

539
00:33:16,240 --> 00:33:20,400
Speaker 1: to make. You would instantly believe machine learning. I think

540
00:33:20,840 --> 00:33:28,840
Speaker 1: carefully deployed artificial intelligence can help us reduced variation on

541
00:33:28,920 --> 00:33:32,880
Speaker 1: decisions that have traditionally been made by humans. I'm not

542
00:33:32,920 --> 00:33:37,280
Speaker 1: crazy about removing decisions from physicians, right, Uh, that's not

543
00:33:37,360 --> 00:33:40,440
Speaker 1: a good idea. What we want to do is inform

544
00:33:40,920 --> 00:33:45,080
Speaker 1: in a way that provides insight to a caregiver in

545
00:33:45,120 --> 00:33:48,320
Speaker 1: the moment they needed. And I think that's what really

546
00:33:48,360 --> 00:33:51,440
Speaker 1: excites me about the future. Yeah, Marty, I think that

547
00:33:51,520 --> 00:33:55,520
Speaker 1: we we could call that augmented intelligence, as opposed to

548
00:33:55,920 --> 00:33:59,400
Speaker 1: relying on artificial intelligence, where people assume immediately that that

549
00:33:59,440 --> 00:34:02,720
Speaker 1: means you're a placing people with machines. We're really talking

550
00:34:02,760 --> 00:34:08,840
Speaker 1: about augmenting very talented people with even more resources and

551
00:34:08,920 --> 00:34:12,200
Speaker 1: assets that make them step up to that next, almost

552
00:34:12,280 --> 00:34:16,280
Speaker 1: superhuman level of performance in whatever role they might be doing.

553
00:34:16,840 --> 00:34:19,280
Speaker 1: And Uh, I really like your vision of the future

554
00:34:19,360 --> 00:34:21,920
Speaker 1: and I can't wait to see it become the present.

555
00:34:23,680 --> 00:34:27,120
Speaker 1: And of course we've got our one more thing. I

556
00:34:27,160 --> 00:34:30,040
Speaker 1: asked Marty if he could answer one last quick question,

557
00:34:30,200 --> 00:34:34,800
Speaker 1: and he was happy to oblige. What is the best

558
00:34:35,040 --> 00:34:38,400
Speaker 1: piece of advice you have ever received in your career?

559
00:34:40,800 --> 00:34:45,759
Speaker 1: Best advice was if of your decisions aren't disagreed with,

560
00:34:45,960 --> 00:34:49,560
Speaker 1: then you're not making enough decisions. And there's so many

561
00:34:49,640 --> 00:34:54,000
Speaker 1: leaders that would love to have a consensus on everything

562
00:34:54,040 --> 00:34:56,080
Speaker 1: they decide on and if you do that, you're not

563
00:34:56,880 --> 00:35:00,239
Speaker 1: pressing hard enough. And I love that as a guid line.

564
00:35:00,320 --> 00:35:02,560
Speaker 1: So whenever I make it, I'm getting ready to make

565
00:35:02,560 --> 00:35:04,880
Speaker 1: a decision and I know it's going to be controversial,

566
00:35:04,920 --> 00:35:08,040
Speaker 1: I remind myself, Look, this is why you're in this role,

567
00:35:08,600 --> 00:35:11,040
Speaker 1: and if you think this is the right thing, you're

568
00:35:11,080 --> 00:35:14,240
Speaker 1: just gonna have to work with that that doesn't agree

569
00:35:14,280 --> 00:35:18,040
Speaker 1: with you. Marty, thank you so much for your time.

570
00:35:18,120 --> 00:35:21,919
Speaker 1: This conversation has been a genuine pleasure for me as well.

571
00:35:22,000 --> 00:35:32,759
Speaker 1: I really enjoyed talking to you today. What I took

572
00:35:32,800 --> 00:35:35,600
Speaker 1: away from my talk with Marty is that a CEO

573
00:35:35,840 --> 00:35:38,479
Speaker 1: really needs to keep the company's mission at the front

574
00:35:38,520 --> 00:35:41,640
Speaker 1: of mine, while also embracing the need to be flexible

575
00:35:41,680 --> 00:35:45,160
Speaker 1: and adaptable. The last year has made it apparent that

576
00:35:45,239 --> 00:35:49,120
Speaker 1: companies and leaders can't aim for maintaining a status quo,

577
00:35:49,440 --> 00:35:52,799
Speaker 1: and Marty made it clear that communication is absolutely key

578
00:35:52,880 --> 00:35:56,880
Speaker 1: to effective leadership, particularly during times when we see normal

579
00:35:56,920 --> 00:36:01,040
Speaker 1: operations disrupted because of a christ is like a pandemic.

580
00:36:04,239 --> 00:36:06,879
Speaker 1: Thank you for listening to the restless ones. We will

581
00:36:06,920 --> 00:36:11,040
Speaker 1: have many more conversations with leaders of tech divisions across

582
00:36:11,080 --> 00:36:14,480
Speaker 1: all industries and upcoming episodes and we look forward to

583
00:36:14,480 --> 00:36:26,440
Speaker 1: sharing those stories with you. I'm Jonathan Strickland. These days,

584
00:36:26,640 --> 00:36:29,040
Speaker 1: new ways of working have become the norm, and the

585
00:36:29,080 --> 00:36:31,239
Speaker 1: status quo no longer cuts it when it comes to

586
00:36:31,280 --> 00:36:34,880
Speaker 1: helping businesses evolve and grow. That's why T Mobile for

587
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Speaker 1: Business uses unconventional thinking to help businesses sees innovation only.

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Speaker 1: T Mobile offers America's largest and fastest five gene network,

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Speaker 1: connected and productive where work happens. See what T Mobile

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Speaker 1: for Business can do for you at t mobile dot com.

592
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Speaker 1: Slash Unconventional Open Signal awarded T mobile fastest five gen

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Speaker 1: network based on average speeds. You s a five g

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Speaker 1: feature set Mobile dot Com m