Junaid:

So this article, which is listed by our own Harvey Castro, essentially saying that early pipeline, which is very important because you're not talking about pipeline, framework is very important so that there is a clear framework for vendor AI solutions to support return on investment. And this is very important.

Junaid:

So you are the ED physician, Harvey, and you're one of the best speakers and startup founders and everything. What is the importance of frameworks when you are designing, especially with your past experience as an ED physician and care? Give us a little bit of insight from the clinical perspective, and then we're going to go into their framework and why it is important.

Harvey:

Yeah. So one of my favorite phrases, we don't know what we don't know, right? And that's why we're at this panel. Think about it. We have all these amazing leaders. We have Ed, we have you, myself, and we're thinking by combining, we're adding value. And so what if as an ER doctor, I'm focused and hyper-focused on just the ER world? I don't know which way to pivot. All I know is I'm working on my patient. So this is why I love this paper because it literally maps out that framework. Like what do I need to do forward and how do I make sure that all this work so that I can ultimately for me take care of my patient. And so I can't wait to jump into this framework. I'll just start off with, and I like the way they started. Number one, strategic alignment. You what does that even mean? Does the case move towards the board level goals? You see, this is where it's a great conversation. I love that it's here because

from the front lines in the ER world, I'm focused on the patient. And there are certain metrics that I am focused on. But the C-suite may have overlap, but they have others. And so right on day one, we gotta make sure that that aligns. Because if it doesn't, let's just say the C-suite takes over and says, hey, doctor, you're gonna do X. But I'm like, hey, wait a second, we need Y. This is more important than what you're trying to get me to do. Right off the bat, that mismatch is gonna create so much tension that maybe. The ER may have a vault and say, sorry, we're not going to do that to our workflow. And now you have spent all this money and all this time into something. Or the flip. ER says, hey, we're going to do this. And C-suite says, sorry, there is no money for that.

Ed:

One thing I would just add is that you need to make sure the right people though are helping drive those decisions. And it should be very clinician-led. So I've seen a lot of academic exercises where we come up with a great framework and we put what we think are the right people, but they're all administrators and they're not practitioners. And then that's when there's a misalignment or when implementation happens. I know I'm jumping ahead, but when implement where execution happens, it failed. Why? Because we didn't include the people that actually know the processes and live this day to day. So that's something really important in here that needs to be driven home. It's not just the executive sponsorship, but are the right people at the table.

Harvey:

Ed, I love this. I always say it's a village, right? Somebody posted this Venn diagram and it showed like all these circles of how AI and healthcare is working. But one of the biggest spots that they left out was the patient. I'm like, whoa, whoa, we're doing all this for the patients on this thing, you just said, we need to make sure that we have the patients involved, that they're actually part of this decision process, because they'll see things from their angle that we may miss.

Ed:

Yeah, so well, to Harvey's point, I included a patient on my governance teams and I don't know many people who do, but I highly recommend it. It was so important and don't pick a patient that is highly involved with tech because it'll skew it too much towards tech. You just want your average patient on that committee. So if you can swing that, there's no reason why you can't. That should be done and patients love it. We've had patients as part of our governance committee. They love to volunteer. They want to give back. They're grateful. And their voice is super, super important just as the clinician. So yeah, the executive sponsor, I sort of break this down into two different ways. One is you do want to have an executive that sits ideally on a C-suite so that they can make sure, provide good oversight, but also shepherd the way and sort of grease the skids, if you will to make sure that as this thing goes through the approval process, that it's getting the right attention. But the other thing that I always look for in executive sponsor is I call it the informal sponsor. These are typically clinicians, especially if you're talking about a clinician adoption here. These are clinicians who may not have a formal title, but are the informal leaders. Everyone listens to these clinicians. And if you do not include their voice and give them the visibility. You're gonna maybe misalign or you're gonna not have the adoption that you're hoping to have. So that's a critical thing is to make sure that you have the informal leaders absolutely engaged.

Junaid:

Harvey, I'm going ask you to take it more forward from executive sponsorship to multi-holder risk assessment.

Harvey:

Yeah, so I hate to say the same phrase again, but again, we don't know what we don't know, right? So having a framework that helps identify and tell us, what are some of these multi-stakeholder risk assessments and how can we look at it? So I'm going to just read from the slide. I mean, it's really smart. I mean, we're looking at a very structured approach. We're going to look at the actual evaluation of the clinical operation. And this is why I find this interesting. Even if today, Ed and I are working at hospital X and there's a certain workflow that doesn't mean that applies at all the hospitals, which is really interesting because different hospitals have different populations, different people, and as a result, different problems. And what may work at plan A may not work at hospital B. And so looking at that operation will be interesting. Obviously, huge HIPAA compliance or security. We know that all this information is very delicate and there's people out there that are literally trying to see where are going to mess up in this flow and where can they monetize on it. So we need to make sure that from security point of view that that's also top priority. The other part I love here is it talks about through engagement with various experts. I'll use the phrase again, we don't know what we don't know, but if we've been an expert that opens our eyes to X, Y, and Z, now we're seeing, okay, crap, we really need to address this issue.

Ed:

No, I agree completely. want to, you you have one shot. It's all about credibility and you have one shot. You got to do this right. Because if you can get a win, then the next time you present or have an idea, you're more than likely going to get approved. And I've seen that happen so many times over the, over the years. One last thing that's really important is who present. So it's great to have this framework, but at the end of the day, presents the solution is it should be, you know, again, if we're talking a clinical type of situation here, it needs to be a clinician. So as proud as I am and, you know, proud of my teams and things like that, I didn't want to be the person that ultimately presents something that is beneficial primarily for a clinician or the patient. I wanted that to come from the executive sponsor or the informal executive sponsor that we spoke about. This is super power.

Juanid:

Love it. I'm going to go talk about a little bit of impact and value. So number one is defined. And this is so, so fricking important. People, mean, I get, I mean, as an entrepreneur or founder, I get a lot of things. I, thing I asked is how do you define success and how do you find failure? People may still be able to define success, but they are unable to define failure at all. And then the idea is that even in a startup, have to pivot. So impact is so important that you define, define, define, and now a proper strategy to measure and monitor expected value of the outcome of AI. I'm going to go ahead and then work through the sheet that they have given us and then go from there. So executive summary is extremely important. So they have used MB and AI Scribe, which by the way, we have IZMB from Save Life AI, which is one of the products that we offer. But the idea is that summarize a proposed AI solution and then this is extremely important to make it brief, provide a brief description, cetera, applications. And then again, application also defines where you're gonna apply it. Are you gonna apply it in outpatient setting, ER setting, inpatient setting? Are you gonna apply it for nurses, physical therapists, occupational therapists? How are you gonna design it? So the idea is to be brief and make sure that you use it properly in terms of defining the word application itself so that executive can move forward progressively.

Junaid:

Background and problem statement. So for example, the biggest problem is you're the you're the essentially the CEO of a hospital, actually CEO of an imaging center. And then the problem really that you have is that that the problem solution that I'm presenting right now is that you need to identify better process in terms of improving the overall radiology reporting and increase it significantly because the problem becomes is that that

that you are not able to do this. Now you have to beautifully present that. Background and problem statement. You talk about currentization, need for AI automation. We did the current situation. We need the stakeholders impacted. And that's very important. Which one are they? Are they patients? Are they clinicians? Are they operations? Are they finance? So therefore you have to take those. So we talked about patients and clinicians mainly. And then of course, in my situation, the IP administrators are going to be impacted. So we always write down that there has seen this past integration. Again, thinking of all the stakeholders is extremely important when you are doing this analysis for any AI. Again, application use cases, you know, these are the use cases. And then you also talk about solutions landscape. So reviews existing market solutions or vendors that partially or fully meet the business needs. And that is also important. And people shy away with that. And I don't, I mean, of course I'm not gonna put it in my introduction.

Junaid:

But what I'm saying is that it's important for them to understand that, this is a competitive landscape. What you bring additional value in terms of your solution. And that's very important to say, of course, not printed, but listen. So, for example, I can clearly say that there are three different other solutions in the market. The reason that we have better is because it is in decreased latency, increased accuracy, seamless fax integration, and most importantly, provides a beautiful plain English summary for the patients to act on that result or not act because then they are feeling because it will decrease the phone call itself. Because they're going to say, OK, what does that mean? In no interstitial, no intracranial hemorrhage or no intracranial platonicity. What does that mean? Your brain does not have any problem. That is why how you say it. So that's how you actually present that, hey, there are competition and they should be. By the way, I'm just going to be very honest with you. Anyone who starts a healthcare startup needs to understand that you need to start with a market and then do innovation because you need to understand. So now this is some of these things that we want to go through. And this is when you are designing a proposal that what is the text accuracy, coding accuracy, user satisfaction, scalability, integrations, implementation, licensing, cross-section, What we do is we actually tell them the major features that there is a personalization studio and there is you know, radiance, then there is curating connect because if you are, you know, you are in a, I don't know, an academic setting, then you have a resident, a fellow, and then an attendee. So you need a collaborative editing approach. That's how you actually show them that these are things that we support your workflows also tell us about the integration process. Very simple, easy, show them with pictures, show them the ROI, but here's the metrics. Hey, if there's a huge long report for example, like the program, how are you going to save them time?

Junaid:

You also have to tell them that what kind of accuracies are there, what you have done, and you can show those results that this is the, you know, each and every section has different, and then you can show them exactly time reduction per report, time safe per report. So when this thing comes up, as you can see, it is important that you also tell that in the solution landscape, that how you actually did this and how you're expecting it. And then, of course, when you come down in an actual real world environment, you end up basically showing this as you go along. Then you actually, section four, you actually go ahead, success likelihood. And that's the thing that we want you to understand that when there's executives are looking at these solutions, they are looking at this. What is the proposed solution? What is the success likelihood? And then application and use case. And then they look at the value proposition and then look at the baseline metrics, like how many reports are being generated out of my imaging center? What is the time to report? Is it? less than one week, it is more than two weeks. So they're going to look at the baseline metrics and then they're going to do the cost analysis and say, hmm, if I add this additional software and it decreases the time to reporting by X days and therefore I can add multiple, you know, different imaging devices looking at the space itself on the imaging center, I mean, can say, okay, well, you can do three or four devices. They don't even have a space to put on it. So you, actually go ahead and look at all of this and then go from there. So I love this paper in that regard, that it goes through the whole process, how executives think and how they move forward. And this is very important, in my opinion, for everyone to understand. Because if you are designing a solution, you have to design for integration. You have to design for workflow optimization. And then you have to show that value to the people who are doing this. And if you actually do this beforehand as a vendor,you're going to decrease that overall time. And this will significantly create a massive impact in terms of your winning any contracts as well.

Junaid:

But who cares about contracts? Again, we believe if you save a life is as if you save a life of all mankind. And that is extremely important. Again, simple. I've seen people like bleeding out of their brains with a small cavernoma and just waiting for surgeries. As a matter of fact, took 20 days to read that cavernoma. It was annoying. So it is extremely important that you provide faster care because it does impact actual lives. In my opinion, I have two patients die because of a cavernous bleed and then move from there.

Junaid:

Ethics, access, fairness and clinical engagement. So this is one thing that we, I personally struggled with because the hype versus this, you know, the problem is that there's so much fricking hype out there that their expectation is very low. And being ethical, we want to make sure that we are 100 % accurate, which we can do a lot through generative AI. But then we cannot 100 % confirm accuracy as a vendor. And what are your thoughts on that? Harvey, where do you draw the line of pushing, don't know, I would be the right word or not. How do you approach that, number one, as a vendor, and number two, as a solution review?

Harvey: