Podcasts about physicians

Today’s Topics: Father Thomas Koller, OCD, joins Terry 1, 2, 3, 4) Gospel – Luke 4:16-30 – Jesus came to Nazareth, where He had grown up, and went according to His custom into the synagogue on the sabbath day. He stood up to read and was handed a scroll of the prophet Isaiah. He unrolled the scroll and found the passage where it was written: The Spirit of the Lord is upon me, because he has anointed me to bring glad tidings to the poor. He has sent me to proclaim liberty to captives and recovery of sight to the blind, to let the oppressed go free, and to proclaim a year acceptable to the Lord. Rolling up the scroll, He handed it back to the attendant and sat down, and the eyes of all in the synagogue looked intently at Him. He said to them, “Today this Scripture passage is fulfilled in your hearing.” And all spoke highly of Him and were amazed at the gracious words that came from His Mouth. They also asked, “Is this not the Son of Joseph?” He said to them, “Surely you will quote me this proverb, ‘Physician, cure yourself,' and say, ‘Do here in your native place the things that we heard were done in Capernaum.'” And He said, “Amen, I say to you, no prophet is accepted in his own native place. Indeed, I tell you, there were many widows in Israel in the days of Elijah when the sky was closed for three and a half years and a severe famine spread over the entire land. It was to none of these that Elijah was sent, but only to a widow in Zarephath in the land of Sidon. Again, there were many lepers in Israel during the time of Elisha the prophet; yet not one of them was cleansed, but only Naaman the Syrian.” When the people in the synagogue heard this, they were all filled with fury. They rose up, drove Him out of the town, and led Him to the brow of the hill on which their town had been built, to hurl Him down headlong. But He passed through the midst of them and went away. Saints in Heaven, pray for us! Bishop Sheen quote of the day

In this episode, Peter breaks down opportunity zones, a tax tool he says almost no physician he talks to has ever heard of, and why the version that exists today looks nothing like the one from 2018. He walks through the exact math behind deferring and eliminating capital gains taxes, why Congress making the program permanent changes everything about how it can be used, and the concentration risk quietly building in a lot of portfolios right now. If you've got gains sitting in a brokerage account you don't know what to do with, this episode lays out exactly what your options actually are. Tune in! Interested in PIMDCON? Know more by clicking here. Are you looking for a community to encourage you as you begin, or want to accelerate your business to the next level? Then join thousands of physicians who share the same journey of creating their ideal lives through multiple streams of income by joining us in our Facebook communities such as Passive Income Docs and Passive Income MD.

Send us Fan MailMost trials comparing CPAP and NIMV leave a lingering doubt about whether surfactant explained the difference. This one does not. Ben brings a multicenter noninferiority trial from JAMA Network Open in infants born between 24 and 29 weeks, randomized to nasal CPAP or NIMV with every baby receiving less invasive surfactant administration. The trial stopped early for futility after 312 infants. Noninvasive ventilation failure within 72 hours was 26 percent on CPAP versus 13 percent on NIMV. Ben and Daphna talk through what happens when surfactant is off the table, the unexpected NEC signal, and where the guidelines may need revisiting.----Nasal Continuous Positive Airway Pressure vs Nasal Intermittent Positive Pressure Ventilation in Preterm Infants With Respiratory Distress Syndrome: A Randomized Clinical Trial. Zhang H, Zhang Y, Zeng L, Tong X, Piao M, He H, Zhao C, Xie H, Zheng Z, Cui Q, Lai Y, Wang H, Wang L, Liu H, Tian X, Wu H, Kang L, Han T.JAMA Netw Open. 2026 Jun 1;9(6):e2619785. doi: 10.1001/jamanetworkopen.2026.19785.Support the showAs always, feel free to send us questions, comments, or suggestions to our email: nicupodcast@gmail.com. You can also contact the show through Instagram or Twitter, @nicupodcast. Or contact Ben and Daphna directly via their Twitter profiles: @drnicu and @doctordaphnamd. The papers discussed in today's episode are listed and timestamped on the webpage linked below.Enjoy!

Original Postdate: September 2, 2024 === Gospel Luke 4:16-30 Jesus came to Nazareth, where he had grown up, and went according to his custom into the synagogue on the sabbath day. He stood up to read and was handed a scroll of the prophet Isaiah. He unrolled the scroll and found the passage where it was written: The Spirit of the Lord is upon me, because he has anointed me to bring glad tidings to the poor. He has sent me to proclaim liberty to captives and recovery of sight to the blind, to let the oppressed go free, and to proclaim a year acceptable to the Lord. Rolling up the scroll, he handed it back to the attendant and sat down, and the eyes of all in the synagogue looked intently at him. He said to them, “Today this Scripture passage is fulfilled in your hearing.” And all spoke highly of him and were amazed at the gracious words that came from his mouth. They also asked, “Is this not the son of Joseph?” He said to them, “Surely you will quote me this proverb, ‘Physician, cure yourself,' and say, ‘Do here in your native place the things that we heard were done in Capernaum.'” And he said, “Amen, I say to you, no prophet is accepted in his own native place. Indeed, I tell you, there were many widows in Israel in the days of Elijah when the sky was closed for three and a half years and a severe famine spread over the entire land. It was to none of these that Elijah was sent, but only to a widow in Zarephath in the land of Sidon. Again, there were many lepers in Israel during the time of Elisha the prophet; yet not one of them was cleansed, but only Naaman the Syrian.” When the people in the synagogue heard this, they were all filled with fury. They rose up, drove him out of the town, and led him to the brow of the hill on which their town had been built, to hurl him down headlong. But he passed through the midst of them and went away. Reflection One of the most fascinating things about Jesus as a messiah, someone who came to change the entire world and free us from an excessive power of evil over us. He was so ordinary. He was of the house of David, but basically the fundamental thing was he was seen as an ordinary guy, from a little not so great town, that had a shady past because many thought maybe he was illegitimate. But you look at that and he is the voice of God. This ordinary human being on the surface. But what is it about him that's so powerful? Not him or his physical life on this planet, but the God that dwelled in him and did such extraordinary healing work. Closing Prayer Father, the gift of spirit to each and every one of us is beyond measure. Yet we often look for other qualities about us that we would be more like things that were honored by our culture, that were beautiful, that were wealthy, that we have a great education. None of that is really necessary for a human being to be effective in the world, if they allow God to work through them. And we ask this in Jesus' name, Amen. Learn more about your ad choices. Visit megaphone.fm/adchoices

Most burnout conversations focus on systems, strategies, and workflow. And those things matter. But what happens when the inbox is clear, the charting is done, and something still feels wrong? Dr. Annia Raja is a clinical psychologist whose practice is almost entirely dedicated to serving doctors in therapy, and she sees this pattern regularly. The practical strategies work, until they reveal something underneath that the strategies were never going to reach. In this episode, she talks about the deeper psychological dynamics that underpin burnout in medicine, why the traits that made someone an excellent doctor often have roots that go much further back than medical school, and why therapy does not have to wait for a crisis. Timestamped Highlights [05:00]: Dr. Raja describes what happens when a doctor finally clears their inbox and gets their clinical day under control, and why for some of them the relief they expected does not arrive. [09:00]: She introduces the tangled ball of yarn as a more honest metaphor than the onion for understanding how medicine, personality, childhood, and relationships interweave in burnout, and what it means for how recovery actually works. [12:00]: Why rest is not a destination you arrive at, and what she keeps finding in therapy when doctors finally create time away and discover they do not know what to do with it. [16:00]: The ruminative pattern she sees most often in female doctors, where it comes from, and why telling someone to simply stop replaying an interaction is never going to work. [20:00]: The real reason most doctors wait until crisis to seek therapy, including the specific fears around credentialing and licensing boards, and what has changed in the US that most doctors do not know about. [26:00]: The difference between symptom-focused therapy and depth-oriented therapy, and why she makes a specific case for the latter with high-achieving doctors who have already tried every other fix. Three Key Takeaways 1. Practical strategies work until they reveal what they cannot fix. Dr. Raja is not dismissive of workflow strategies, charting systems, or inbox management. She sees their value. What she also sees, regularly, is doctors who have implemented all of those things and still feel something is off. When the busyness clears, what is left? Who are you when you are not overwhelmed? For some doctors, that question is more confronting than the overwork ever was. The strategies address the surface. Therapy, she argues, addresses what is underneath it. 2. The traits that make doctors vulnerable to burnout usually started long before medical school. Dr. Raja describes burnout not as something medicine creates from scratch but as something medicine builds on top of. Perfectionism, people-pleasing, hypervigilance, martyrdom tendencies, these patterns often have roots in family environments, childhood experiences, and personal histories that preceded medicine by decades. Medical training did not create them. It found them, rewarded them, and amplified them. Understanding that changes what recovery needs to look like. 3. You do not have to be in crisis to go to therapy. Dr. Raja uses the gym as her analogy, and it is a good one. You do not go to the gym only when something is broken. You go to maintain, to build capacity, to stay ahead of what would otherwise accumulate. Mental and emotional care works the same way. She is direct about the credentialing fears that keep doctors from seeking help and equally direct about what has changed. Over 40 US state boards have now removed the intrusive mental health history questions from their applications. The barrier many doctors think is there may no longer exist. Guest Bio Dr. Annia Raja is a clinical psychologist based in California whose practice is dedicated almost entirely to serving doctors in therapy. She practices across multiple US states through PSYPACT and offers private pay sessions specifically to protect her clients' confidentiality and privacy. She will be speaking at the White Coat Investor Conference in February 2027. Find her at helmpsychologygroup.com and on Instagram at Helm Psychology. Would you like to view a transcript of this episode? Click Here Charting Champions is a premiere, lifetime access Physician only program that is helping Physicians get home with today's work done. All the proven tools, support and community you need to create time for your life outside of medicine. Learn more at https://www.chartingcoach.ca Enjoying this podcast? Please share it with someone who would benefit. Also, don't forget to hit “follow” so you get all the new episodes as soon as they are released. Come hang out with me on Facebook or Instagram. Follow me @thechartingcoach to get more practical tools to help you create sustainable clinical medicine in your life. Questions? Comments? Want to share how this podcast has helped you? Shoot me an email at admin@reachcareercoaching.ca. I would love to hear from you.

AI is popping up in many corners of society, but how are doctors using it in their practice? We asked our physician listeners to call in, and many of you did. What we heard mirrored broad trends: that more and more doctors are using AI tools for diagnosis, paperwork, and getting up to speed on patients. But they also have concerns. So how is AI changing medical care? And how is it affecting patients? Joining Host Flora Lichtman to sort fact from hallucination is physician-computer scientist Jonathan Chen, who's studied the accuracy of these models and how healthcare workers use them. Guest: Dr. Jonathan Chen is an associate professor of medicine and director for Medical Education in Artificial Intelligence at Stanford University. Transcript will be available after the show airs on sciencefriday.com. Subscribe to this podcast. Follow our show on Instagram, TikTok, Facebook, and Bluesky @scifri and sign up for our newsletters. Got a science question that's keeping you up at night? Call us: 877-472-4374 Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

After 20 years as a pediatrician, she stopped believing burnout meant she couldn't hack it. The problem was never her. In this episode, pediatrician and physician career development coach Gita Balakumar reframes burnout as a systemic burden wrongly blamed on the individual, and offers a different way to think about it. This episode is based on her article "What physicians and dragonflies share in resilience and agility," published on KevinMD. Drawing on the dragonfly, an insect revered across cultures for transformation and resilience, she explains why the demands of medicine ask physicians to keep evolving. You will hear why self-compassion is a foundation and not a luxury, how career coaching helps physicians name what they actually value, and why the idea that doctors just aren't resilient enough is a fallacy. Hear why she says the most resilient people in medicine still deserve compassion, and that seeking support is a strength, not a failure. Partner with me on the KevinMD platform. With over three million monthly readers and half a million social media followers, I give you direct access to the doctors and patients who matter most. Whether you need a sponsored article, email campaign, video interview, or a spot right here on the podcast, I offer the trusted space your brand deserves to be heard. Let's work together to tell your story. PARTNER WITH KEVINMD → https://kevinmd.com/influencer SUBSCRIBE TO THE PODCAST → https://www.kevinmd.com/podcast

Physician Assistant updates and news! Not only is this super interesting info, but you can use this info to stand out and shine at your PA school interview, demonstrating your invested in the PA career!FREE Pre-PA Club Toolkit! This is your all-in-one resource to help you and your Pre-PA Club get accepted to PA school!Here's what you get in the Pre-PA Toolkit:CASPA Masterclass and TutorialPA shadowing hour that counts for CASPAShadowing CASPA Template to make your entry stand outPersonal Statement Workbook, and aBonus Map to PA School mini-course to guide you through each year of undergrad.This is invaluable for your club! Get your Pre-PA Club Toolkit here and get started today!Keep up the amazing work,Beth + Katie

In this episode, Christopher E. Smith, EMBA, Chief Financial Officer and Senior Director, UT Le Bonheur Pediatric Specialists, Le Bonheur Children's Hospital, discusses strengthening pediatric access, managing reimbursement and workforce pressures, and using data to align clinical resources with patient demand. He also explores revenue cycle optimization, rural specialty care and AI-enabled documentation to improve physician capacity and patient care.

I just wrapped my second call week of the year, and honestly, getting older has made overnight pages so much harder than they used to be. At 30 I could wake up from a dead sleep and immediately have a coherent medical conversation, and now, ten years later, I basically have to be walked through who I am and what hospital I'm even at before I can function. I also tell the story of getting completely lost in a big Portland hospital after hours, which honestly just confirms the stereotype that ophthalmologists get lost in hospitals.  Then I get into something a lot more serious: my latest deep dive into hospital administrations behaving badly, this time at Asante Rogue Regional Medical Center in Medford, Oregon. Nine neonatologists, an incredibly stable, highly skilled group who'd been building this NICU program for two decades, were told in January they were being let go, with shifting and frankly contradictory explanations from the hospital. I walk through the timeline, including the hospital's decision to bring in a private equity-backed locums staffing company, a VP's misleading public comments about the firing, and the deleted panel video that followed once I called it out. I explain why I keep making these videos, even when people ask what the point is, because these decisions affect real patients, and communities deserve to know why their care is changing. Takeaways: Turns out being a doctor and getting woken up at 3 AM hits different in your 40s than it did in your 30s. Asante Rogue Regional Medical Center fired all nine of its neonatologists in January despite the group having no departures since 2021 and meeting national quality benchmarks. The hospital's stated reasons for the firings shifted over time and were contradicted by a hospital VP's own public comments about ongoing retirements. Locum staffing companies are typically meant to bridge short-term staffing gaps, not replace an entire well-functioning department, and often cost hospitals significantly more per hour than the doctors they're replacing. Physicians who raise patient safety concerns internally can face professional and legal pressure that discourages them from speaking publicly, even after losing their jobs. To Get Tickets to Wife & Death: You can visit Glaucomflecken.com/live  We want to hear YOUR stories (and medical puns)! Shoot us an email and say hi! knockknockhi@human-content.com Can't get enough of us? Shucks. You can support the show on Patreon for early episode access, exclusive bonus shows, livestream hangouts, and much more! –⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ http://www.patreon.com/glaucomflecken⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  Also, be sure to check out the newsletter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://glaucomflecken.com/glauc-to-me/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ If you are interested in buying a book from one of our guests, check them all out here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.com/shop/dr.glaucomflecken⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ If you want more information on models I use: Anatomy Warehouse provides for the best, crafting custom anatomical products, medical simulation kits and presentation models that create a lasting educational impact.  For more information go to Anatomy Warehouse DOT com. Link: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://anatomywarehouse.com/?aff=14⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Plus for 15% off use code: Glaucomflecken15 As a proud FIGS Ambassador, visit https://WearFIGS.com and use code DrGFIRSTFIGS to shop, stay updated on new launches, and learn more about FIGS advocacy projects. Check out FIGS on social platforms: @wearfigs -- A friendly reminder from the G's and Tarsus: If you want to learn more about Demodex Blepharitis, making an appointment with your eye doctor for an eyelid exam can help you know for sure. Visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.EyelidCheck.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for more information.  Head to http://www.cozyearth.com and use my code KNOCKKNOCK for an exclusive 20% off. Produced by⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Human Content⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to Episode 322 of Autism Parenting Secrets. This episode is about discernment, intuition, nervous system regulation, and learning how to think independently when navigating your child's health challenges. Dr. Cammy Benton shares the painful experience that pushed her beyond conventional medicine after one of her daughters became severely ill. Despite being a physician herself, she found herself dismissed, gaslit, and pressured to ignore her own instincts while her child continued deteriorating. What followed completely transformed how she views medicine, parenting, and healing. You'll hear why curiosity, humility, and critical thinking matter so much when choosing practitioners and making decisions for your child. You'll also hear why nervous system regulation is essential if parents want to access their own intuition clearly. This is not about rejecting medicine. It's about remaining conscious, engaged, and empowered while navigating complex decisions. The secret this week is… Don't Hand Over Your AUTHORITY You'll Discover: Why fear can cause you to doubt your own instincts (14:11) How fear can cloud your ability to make good decisions (34:31) Why curiosity and humility lead to better healthcare decisions (26:39) Why you shouldn't outsource your discernment to anyone (32:04) Why regulating yourself helps your child thrive (36:14) About Our Guest: Dr. Cammy Benton, MD is a functional medicine physician, IFM-certified and currently completing a longevity fellowship with A4M. Since 2016, she has owned Benton Integrative, a holistic concierge practice in Huntersville, North Carolina. A graduate of medical school in 2000 and Family Medicine residency in 2004, she has spent over two decades studying integrative modalities including nutrition, homeopathy, Ayurveda, sexual health, functional medicine, and psychedelic medicine. She is a Founding Director of Physicians for Informed Consent, advocating for truly informed medical choice, and is also a student of ancient healing traditions. https://www.bentonintegrative.com/ Additional Resources: To learn more about personalized 1:1 support go to www.elevatehowyounavigate.com If you enjoyed this episode, share it with your friends.

In this episode, Leon Clark, Vice President, Chief Academic Affairs Officer and Designated Institutional Official at Sutter Health, and Dr. Peter Broderick, Director, Undergraduate Medical Education Department, Executive Consultant, Graduate Medical Education, Sutter Health, discuss Sutter Health's partnership with Charles R. Drew University to strengthen the physician pipeline. They explore scholarships, clinical training, mentorship, financial sustainability and building long-term pathways to expand access to care and develop the next generation of physicians.

Fresh off a Series A ( https://media.startuphealth.com/p/avo-raises-10m-series-a-for-clinical-ai-platform-startup-health-insights-week-of-mar-31-2026 ), Yair Saperstein, MD, MPH, CEO & Co-founder of Avo ( http://startuphealth.com/avomd ), sits down wit...

This week on the Live to Walk Again Podcast we had the pleasure of speaking with Dr. Bertina Hooks who is a Physician, Amputee, Podcast Host, Mother and Entrepreneur. We talked about the injury to her ankle a year prior that eventually developed an infection that caused her to go septic and in an emergency procedure have her lower leg removed, the issues she faced trying to come back to work after the amputation, and the importance of recognizing burnout in doctors or anyone for that matter. We also discussed dealing the perspective shift of being on both sides of the medical field, battling insurance companies after injury, and starting her podcast and other business ventures while still being a practicing M.D. Connect with Dr. Bertina Hooks at the links below!! Please listen, like, rate, review, and share the podcast!! We're just trying to find a cure for paralysis!! Dr. Bertina Hooks: IG: @bertinahooks      @drb_hooks      @mindful_practice_podcast https://mindfulpracticepodcast.org/ https://bertinamhooksmd.org/ https://pinnaclebusinessacademy.org/  

Poor ol' William Henry Harrison. The dude has the odd distinction of giving the longest inauguration speech in American history, followed by the shortest presidency in American history. You might be familiar with the story: He gave a speech with no coat on, and as a result, caught pneumonia and died. But… was it really pneumonia that killed him?  Remember, kids, history hoes always cite their sources! For this episode, Kristin pulled from: “Did William Henry Harrison really die of pneumonia?” by Jay Serafino for Mental Floss“What really killed Willliam Henry Harrison?” by Jane McHugh and Philip A. Mackowiak for the New York Times“What killed William Henry Harrison?” The College of Physicians of Philadelphia“William Henry Harrison” history.com“In 1841, pneumonia killed the president in 31 days. His doctors were accused of incompetence.” by Ronald G. Shafer for The Washington Post“‘His Accidency': The first president to die in office and the constitutional confusion that followed,” by Ronald G. Shafer for The Washington Post“Did William Henry Harrison really die from pneumonia?” by Christopher Klein for History.com“Zachary Taylor did not die of arsenic poisoning, tests indicate,” by Eric Harrison for the Los Angeles Times“Verdict In: 12th president was not assassinated,” by Michel Marriott for The New York TimesAre you enjoying An Old Timey Podcast? Then please leave us a 5-star rating and review wherever you listen to podcasts!Are you *really* enjoying An Old Timey Podcast? Well, calm down, history ho! You can get more of us on Patreon at patreon.com/oldtimeypodcast. At the $5 level, you'll get a monthly bonus episode (with video!), access to our 90's style chat room, plus the entire back catalog of bonus episodes from Kristin's previous podcast, Let's Go To Court.

In this episode of Money Meets Medicine, hosts Dr. Jimmy Turner and Certified Financial Planner (CFP) Justin Harvey tackle three listener questions from the Money Meets Medicine community. 1. Should residents pay extra on their student loans if they are in the new Repayment Assistance Plan (RAP)? 2. What are the financial considerations to make working part-time make sense?  3. If you are a parent (or plan to be), should you pay for your kid's college education? If you do, how can you make that work given the new federal student loan borrowing limits?Resources: Every doctor needs disability insurance.  Get it from a source you can trust: https://moneymeetsmedicine.com/disability    Are you a 1099, locums doc, K-1 partner, or business owner? You need a tax strategy team. Get 10% off working with Gelt, the team that Jimmy Turner personally uses here (Gelt): https://moneymeetsmedicine.com/CPA Looking to get a lower interest rate on your student loans? Check out Juno's unique student loan Group Negotiation process at https://moneymeetsmedicine.com/Juno  Not sure what to do with your student loans? Get $100 off a student loan consult: https://moneymeetsmedicine.com/loans Have questions of your own? Send them to Jimmy at Jimmy@moneymeetsmedicine.com  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

TODAY ON THE ROBERT SCOTT BELL SHOW: Moderna Cancer Jab Challenged, Dr. Lida Fatemi, Conscious Physician, Psychedelic Medicine, Mercurialis Perennis, WHO Pandemic Powers, Dr. Henry Ealy, Energetic Health Institute, Copper Supplementation, UFO Opinion Shift, and MORE! https://robertscottbell.com/moderna-cancer-hype-challenged-dr-lida-fatemi-mercurialis-perennis-who-pandemic-powers-dr-henry-ealy-copper-supplement-question-ufo-opinion-shift-and-more/ Purpose and Character The use of copyrighted material on the website is for non-commercial, educational purposes, and is intended to provide benefit to the public through information, critique, teaching, scholarship, or research. Nature of Copyrighted Material Weensure that the copyrighted material used is for supplementary and illustrative purposes and that it contributes significantly to the user's understanding of the content in a non-detrimental way to the commercial value of the original content. Amount and Substantiality Our website uses only the necessary amount of copyrighted material to achieve the intended purpose and does not substitute for the original market of the copyrighted works. Effect on Market Value The use of copyrighted material on our website does not in any way diminish or affect the market value of the original work. We believe that our use constitutes a 'fair use' of any such copyrighted material as provided for in section 107 of the U.S. Copyright Law. If you believe that any content on the website violates your copyright, please contact us providing the necessary information, and we will take appropriate action to address your concern.

Sleuthing through patient histories for the clue everyone else missed, asking patients about caves, scorpions, and shaman retreats, and sounding the alarm on a potential Ebola case with Dr. Boghuma Titanji, an infectious disease doctor. What annoys ID doctors about the TV show House? And which infections can she diagnose by smell?LINKS & REFERENCESPsittacosis is a rare bacterial infection spread from birds, explained on the CDC's psittacosis pageA 2026 hantavirus outbreak on a cruise ship killed three passengers, per this CDC health advisory.APOPO trains rats to sniff out tuberculosis in sputum samples. See how it works.Listen to Death, Sex, and MoneyGOT A COMMENT OR SUGGESTION? Email us at jobs@whatitslike.comFOR SPONSORSHIP OPPORTUNITIES: Email us at partnerships@whatitslike.comWANT TO BE ON THE SHOW? Leave us a voicemail at (919) 213-0456. We'll ask you to answer two questions:1. What's a word or phrase that only someone from your profession would be likely to know and what does it mean?2. What's a specific story you tell your friends that happened on the job? It could be funny, sad, anxiety-making, pride-inducing or otherwise.We can't respond to every message, but we do listen to all of them! We'll follow up if it's a good fit.

This week we wrap up our series on supporting children's social, emotional, and relational health with a conversation focused on what pediatricians and other clinicians can take from the series and put into practice. Our host Paul Wirkus, MD and guests Neal Davis, MD and Quang-Tuyen "Q" Nguyen join us to reflect on the key messages from the previous episodes and explore how clinicians can incorporate relational health into everyday pediatric care, particularly when working with families facing additional challenges.The discussion emphasizes that supporting children's mental and relational health doesn't always require a lengthy intervention. Sometimes, it happens in the small encounters - a pediatrician showing genuine care, listening to a family, noticing what they need, and helping parents feel supported. We also consider how clinical care can be strengthened when the policies and systems surrounding families are designed to work for them rather than create additional barriers.Q shares practical insights into advancing relational health in pediatric practice and supporting vulnerable populations, while Neal offers a broader vision for the future of early childhood health care. The episode closes by looking at the role pediatricians, health systems, and communities can play in creating a healthier future for Utah's children and families.Book Club: Amazing GenerationHave a question? Email questions@vcurb.com.For more information about available credit, visit vCurb.com, or for information about the UTAAP, visit aaputah.org.ACCME Accreditation StatementThis activity has been planned and implemented in accordance with the accreditation requirements and policies of the Colorado Medical Society through the joint providership of Kansas Chapter, American Academy of Pediatrics and Utah Chapter, AAP.  Kansas Chapter, American Academy of Pediatrics is accredited by the Colorado Medical Society to provide continuing medical education for physicians. AMA Credit Designation StatementKansas Chapter, American Academy of Pediatrics designates this live activity for a maximum of 1.0 AMA PRA Category 1 Credits™. Physicians should claim only the credit commensurate with the extent of their participation in the activity.

Want more exclusive content from Dinky? Join the Patreon!EVERYONE who signs up to our giveaway wins a FREE spicy toy or gift card for toys! https://www.bboutique.co/vibe/dinky-podJOIN US FOR Christmas Markets 2026!!! OR Colombia 2027!!!! Our returning guest today is the fearless Dr. Danielle Gershon. Dr. Danielle is an OBGYN working and living in Alabama. She is a fellow of the Physicians for Reproductive Health and she is also childfree by choice. We are so excited to chat with her about her experiences as an abortion provider in the South, recent trends she's noticing, Black maternal mortality, and more. Shop items from our Dink Yourself segment. PLUS: Treat yourself to new merch!Wanna connect with us on social media? You can find us on Substack, Instagram, TikTok, and Threads at @dinkypod.Follow us on YouTube.If you have a question or comment, email us at dinky@dinkypod.com#bbpartnerBecome a supporter of this podcast: https://www.spreaker.com/podcast/dinky--5953015/support.

Every health system is racing to adopt AI scribes, ambient listening, and predictive staffing tools, promising safer, more efficient care. But what about the people on the receiving end of all that innovation? On this episode of Elevate Care, host Tessa Misiaszek talks with Gerry Lupacchino, Senior Vice President of Human Experience at Hartford HealthCare, about what it really takes to keep technology adoption grounded in human connection. Gerry shares how Hartford HealthCare built its ambitious goal of becoming the most consumer-centric health system in the country on a foundation laid back in 2015: the belief that a strong colleague experience drives a strong patient experience. He explains why physicians, not administrators, are leading the organization's AI governance councils, and how tools like ambient listening are giving clinicians back the human connection that electronic health records once crowded out. The conversation takes an unexpected turn when Gerry describes a pattern few healthcare leaders talk about: it's often younger patients, not older ones, who are more hesitant about health technology and data sharing. He and Tessa dig into what that means for access, trust, and the responsibility health systems carry in meeting patients, and colleagues, exactly where they are. Key Takeaways Colleague experience drives patient experience. Hartford HealthCare's consumer-centricity strategy began with a commitment to how colleagues are listened to, communicated with, and treated, long before it became a patient-facing initiative. Physician-led AI governance builds trust. Hartford HealthCare's AI and innovation councils are led by physicians, ensuring new technology serves clinical judgment rather than replacing it. Younger patients aren't always the early adopters. Contrary to assumption, some of the strongest resistance to health technology and data sharing comes from younger consumers, not older ones. Ambient listening restores human connection. By removing the burden of manual documentation, ambient technology allows physicians to make eye contact, sit with patients, and focus on the conversation instead of the screen. Access meets people where they are. From a 24/7 virtual primary care app to an in-airport health kiosk, Hartford HealthCare is redesigning access points around how people already live, not how healthcare has traditionally been delivered. Leadership development matters as much as patient-facing technology. An AI coaching tool built on Hartford HealthCare's own leadership framework is helping managers build confidence and consistency across a newly hired workforce. Chapters 00:00 – Introduction to Human Experience in Healthcare 01:39 – Defining the Role of SVP of Human Experience and Culture 05:27 – What Consumer-Centric Care Really Means 07:44 – Physician-Led AI Governance and Adoption 12:26 – Restoring Human Connection through Ambient Technology 15:27 – Why Younger Patients Resist Health Technology 19:38 – The Health System's Role in Patient Education 23:15 – Technology for Colleague Engagement and Retention 30:27 – Advice for Leaders Starting Their AI Journey Meet Gerry Lupacchino Gerry Lupacchino serves as Senior Vice President of Human Experience at Hartford HealthCare, where he leads teams spanning physicians, nurses, advanced practitioners, and licensed clinical social workers on the patient experience side, alongside organizational development professionals focused on the colleague experience. Over his ten years with Hartford HealthCare, the organization has grown from three hospitals and roughly 10,000 employees to ten hospitals, 600 locations, and 48,000 employees. Gerry's work centers on a guiding belief: healthcare organizations that want the best patient experience need to start with the best colleague experience. Learn more about Hartford HealthCare's approach to human experience at hartfordhealthcare.org. Explore Solutions for Smarter Workforce ManagementWe're proudly sponsored by AMN Healthcare, the leader in healthcare staffing and workforce solutions. Explore their services at AMN Healthcare.Learn how AMN Healthcare's workforce flexibility technology helps health systems cut costs and improve efficiency. Click here to explore the case study and discover smarter ways to manage your resources!Discover how WorkWise is redefining workforce management for healthcare. Visit workwise.amnhealthcare.com to learn more.About The Show: Elevate Care delves into the latest trends, thinking, and best practices shaping the landscape of healthcare. From total talent management to solutions and strategies to expand the reach of care, we discuss methods to enable high quality, flexible workforce and care delivery. We will discuss the latest advancements in technology, the impact of emerging models and settings, physical and virtual, and address strategies to identify and obtain an optimal workforce mix. Tune in to gain valuable insights from thought leaders focused on improving healthcare quality, workforce well-being, and patient outcomes. Learn more about the show here. Find Us On:WebsiteYouTubeSpotifyAppleInstagramLinkedInXFacebook Powered by AMN Healthcare Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Send us Fan MailA term newborn looks fine on mom's chest, then crashes within minutes. By the time transport arrives, there's a pH of 6.9, a lactate over 10, and a baby already intubated and on surfactant. Is this pulmonary hypertension, congenital heart disease, or something else entirely? In this episode of From the Heart, It's Complicated, Dr. Adrianne Bischoff and Dr. Nim Goldshtrom work through a real, complex neonatal cardiac case in real time — the kind of case that keeps neonatologists up at night. They break down how to clinically differentiate PPHN from congenital heart disease with limited data, why epinephrine's response mattered more than the blood pressure number, how therapeutic hypothermia can unmask cardiac dysfunction, and why "blue is always better than gray" when managing a shunt-dependent circulation. Along the way: real literature, real physiology, and the reasoning behind decisions made under pressure, with a surprise diagnosis at the end. Support the showAs always, feel free to send us questions, comments, or suggestions to our email: nicupodcast@gmail.com. You can also contact the show through Instagram or Twitter, @nicupodcast. Or contact Ben and Daphna directly via their Twitter profiles: @drnicu and @doctordaphnamd. The papers discussed in today's episode are listed and timestamped on the webpage linked below.Enjoy!

In this episode, Anjalee W. Galion, MD, MBA, President, Medical Staff, Chief Physician Wellness Officer, CHOC Children's Hospital, Rady Children's Health Orange County, discusses expanding pediatric access and capacity, advancing research and innovation, leveraging AI, and supporting physician and workforce wellness.

https://youtu.be/B9j1nlRifHM Alex Fernandez, CEO of Synergy Orthopedic Specialists, is driven by a mission to help physicians Build a Multi-Site Medical Practice that creates wealth, equity, and independence beyond their personal labor. By bringing independent physicians together, building scalable organizations, and expanding access to integrated services, Alex helps doctors operate as entrepreneurs while delivering a more convenient and cost-effective patient experience. In this conversation, Alex introduces The Multi-Site Scaling Framework—Visualize Your Target EBITDA, Align With Your Partners, Remove Yourself From the Center, Build Systems, and Build Margin Around Your Core Business. He explains why starting with the desired enterprise value creates a clearer path for growth, why alignment must be a gate for every partnership or acquisition, and how strong systems allow a business to operate without depending on its founder. Alex also shares how vertical integration, company culture, geographic expansion, and AI-assisted processes can improve profitability while preserving independent medical care. — Build a Multi-Site Medical Practice with Alex Fernandez  Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and welcome Alejandro “Alex” Fernandez, the CEO of Synergy Orthopedic Specialists, a team of surgeons and specialists that believes in providing patients with an integrated approach to musculoskeletal—I’m glad I could pronounce this—medical care through 15 locations throughout San Diego. Alex, welcome to the show.  Thank you. Thank you. Yeah, I appreciate that. I’ve enjoyed your show, and I’m happy to be here.  Well, I’m always interested when I meet with medical provider companies or CEOs who have been doctors, because I grew up in a family of two doctors, and so I was exposed to some of the challenges of being a doctor and running a hospital. So that’s going to be interesting. So my favorite question that I ask recently to all our founders is, what is your personal why, and how are you manifesting it in your practice and in your business?  Yeah, for sure. And so my why, as you put it, comes from where I started. I actually don’t come from a family of physicians. I started not where I ended up. I’m a son of Cuban immigrants. My parents fled Castro in the ’60s, and I was born in Puerto Rico. Later on, my family took a lot of our family in the Mariel boatlift in 1981 and took hundreds of people out of Cuba. But in reality, the concept or the reality is that my parents didn’t have a lot of money. They had some connections, but they believed that I should have a college education.  But I had to work my way through eight years of college to get my bachelor’s. So I landed in healthcare as an accident. It was a small medical practice. I was basically doing front desk and medical records, and then later on learned how to do the billing, all by hand at that time. There were no electronic medical records. And I started basically at the front desk, and I watched something that I never really forgot, which is, you have these brilliant physicians, people that can diagnose patients and help them and cure them, but when it came to business, they were never taught anything about business.  So this is where I believe I have generated value over the years: basically, built companies that actually create wealth, and the wealth for the physicians in particular.Share on X I think physicians are very entrepreneurial. At least that’s the idea to begin with, is, “I’m going to go into the practice of medicine and have my own business.” But somewhere along the line, the business becomes almost like an ATM machine. It’s no different than any other entrepreneur that starts a business. They are the business. Without them, if they go away for a couple of days, the business doesn’t make any money, and they don’t really know how to do that. So what I’ve done over the years is I have gotten smaller groups of physicians to come together, form larger organizations, larger groups, and eventually built larger private businesses that can have EBITDA, equity earnings that can basically provide some additional wealth.  Particularly, I try to help them think of themselves as capitalists, not as day laborers. Because in reality, in most businesses, and particularly physicians, they’re cranking the wheel, and the more they produce, the more they work, the more they earn. But in some cases, they don’t understand how to get away from that. How to earn from all the other things that they control. Because physicians do control 80% of the spend in healthcare but earn probably no more than 5% of it.  Wow. That is shocking. So they’re not using the leverage properly, probably.  Yeah. Sometimes they know it’s there, but physicians in general are risk-averse. Just starting their own business is hard enough. Then having to figure out how to capitalize from all the levers that they have, that’s completely different. And they’re no different than, I would say, lawyers or accountants that start a small business. At some point in time, you have to figure out, how do you make the business big enough that it operates and works without you?  Yeah, I love that. I love that. And what makes you feel strongly for physicians?  Well, particularly independent physicians, I think it’s a dying breed. Years ago, I would hear the stories of my parents where they’d say, “Hey, we took you to the pediatrician,” and my dad would be friends with the OB-GYN that took care of my mom and the pediatrician. And I remember them naming them by first name or even meeting them at the social club. But nowadays, it’s very transactional. It’s very fast. There’s no connection.  So I think that’s why there’s been this whole surgence of concierge physicians where you pay extra. Because in truth, in order to make a living, the business of healthcare is compressed by downward pressures from the government and from other institutions that say, “We’re going to pay you less, but you have to have a significant amount of compliance, and you have to spend more money on this, and you have to do that.” And then at the same time, the cost of living goes up.  The employees need to make more money. Your rent goes up. The supplies continue to increase. So you have the static or lower reimbursement from the different payers, whether it’s Medicare, the government, or private institutions, and then an increase of expenses happening. That’s very strange to any business. In any other business, you say, “Well, if my costs go up, I increase my prices, and then maybe my margins are a little bit less, but I still have a significant margin.” In healthcare, you almost have to just work more in order to generate more revenue, and the expenses hopefully will increment a little bit more, but your earnings will be the same or less. So it’s a very tough situation for an independent physician.  That’s why more and more, especially physicians coming out of training, look for jobs with health systems, with the Kaisers of the world or the different large institutions in the United States, so that way they can go ahead and just go to work and take care of patients and not worry about the business of healthcare.  Yeah. But then these big hospitals turn into bureaucracies, and then they still have to worry about that in a different way.  And that’s personally the second part to that question you asked me. That’s why I like working with physicians and not necessarily with health systems. I’ve never held a job with a hospital. Not that I haven’t wanted to. It’s just, I think the nature of the bureaucracy of a health system creates some things that I’m not personally interested in.  Yeah. Well, I can see that. So Alex, this is a podcast of frameworks, as you know. So what’s a framework that has helped you build your business, maybe generate an insight, understand situations, maybe influence these physicians to come together in your roll-ups? Whatever framework you developed, could you share something with our listeners?  Yeah. Yeah, for sure. Most owners in a business—and I’ll talk in generic terms. I’ll try to make sure I don’t use any slang for healthcare—but most businesses build their business for income. They want to make income for their families, for themselves. They want to be able to take care of the people that they’re with. But they don’t really think about it from a perspective of, “Let me build a business that can multiply.” Maybe they want to, but in a lot of areas, it’s just hard for them.  I actually grew up in the bridal business. My parents had bridal stores. They basically did wedding packages, and that’s the business that I grew up in. Every summer, I would go and do the cash register or help rent tuxedos and things like that, or do filing and bookkeeping. So that’s where my entrepreneurial spirit comes from. It’s my parents. But I always saw them where maybe they built one or a couple stores, two, three stores, and they would kind of stop there. But I think I learned a lot from my dad in particular around multi-site operations in a retail industry, and I took that back into the healthcare business.  So one of the first things I think that a business owner has to do is they have to underwrite their own exit first.Share on X They have to think of growth and particularly of the value of the business if they were ever going to sell it. Figure out what your EBITDA or enterprise value is going to be, and then go from there. Then make the alignments first, but don’t make it the goal. Most people chase the volume, the customers, more locations, more deals, spend years fixing what they bolted on in order to flip it, but they don’t really take the time to align it. So I think the client, the partnership, the acquisition—you have to figure all that out at the beginning and then fix it later.  If I run into an acquisition that we’re looking at, and I don’t see the alignment from whoever I’m going to partner up with, I know it’s going to be a deal that’s going to go bad eventually. We all have to be thinking the same way. Then the other thing, like I already mentioned this a couple of times, but you have to take yourself out of the center. If you’re the CEO, you’re the business owner, and the business depends on you—you can’t go on your two- or three-week vacation to Europe or wherever you want to go, and when you come back, the business is in disarray or didn’t survive—you don’t really have a business.  You just have a job that costs you a lot of money to maintain. I think that’s where operating systems earn their keep. I haven’t really run the EOS program, but I’ve read the book, and I really like the idea of the scorecards, and I used it particularly when I came to this opportunity in San Diego. Getting everybody to row in the same direction. A business that runs with a founder and a single thing, it’s one that won’t get very far.  But on the other hand, if the founder figures out a way to build systems around them and bring in the right people, that’s going to make the business way more successful. And the last one I would say is own the margin around your core. Don’t just sell the core service. Figure out what else you have. And I think in healthcare in particular, I was mentioning this: doctors control a significant amount of what happens to a patient, but they don’t figure out ways to vertically integrate the business to have access or have the opportunity to earn some revenue and some earnings from the actual business they refer to.  So what I’ve done over the years, particularly in gastroenterology, I grew a medical practice of gastroenterologists. A couple of them came together, and it was around 50 million in revenue when I came in. And one of the first things I started doing was figuring out, how do we add, let’s say, imaging services? So we added CT. How do we add infusion services? Because back then, there were some significant drugs that were coming into market around infusion. But later on, we said, “Hey, we have an investment in an ASC, but why don’t we do the investment so the investment’s part of the group? So all the doctors can benefit from that.  And when we actually equitize the business in the future, that could be part of our exit if there’s equity there.” And then the next question was, “Well, why don’t we sell the prep that we give people before they get the colonoscopy?” So we got licensing around pharmacy, and then we said, “Well, what about anesthesia? What about pathology?” And so on and so on. So when I went to New York City and I ran a dermatology group, we built a path lab for the derms. When I came here to the orthopedic group, we had PT locations, expanded to multiple PT locations, improved the contracts around durable medical equipment, the bracing, even added anesthesia and started our own ambulatory surgical center.  So always trying to figure out, how can you vertically integrate the business to try to capture as much as you can from the client that’s in front of you? Not only just from a money perspective, but also from an experience perspective, being able to provide it all under one roof and being able to give the patient, the customer, a great experience. You want to provide outstanding medical care. Quality medical care is kind of like a base. If you go to a doctor, you expect to get better. But what we see in healthcare a lot is that people don’t think about it.  Like, in our offices, we say, “Thank you for choosing Synergy Orthopedics.” We know patients have a choice, so we have to develop a model that allows the patient to say, “Hey, I want to go here because these guys have it all under one roof.” But more importantly, that’s typically what the hospitals have. But hospitals charge for the same thing I provide two and three times more because they have a different type of leverage with the contracts. So I always say, “Why did the duck cross the road? Oh, because they went from the hospital to the ambulatory surgical center to get a colonoscopy to save 700 bucks.” I mean, it’s literally that simple.  And I don’t think patients in general know that, but I think the doctors have a great opportunity to control the delivery system, provide a great experience for the patients, and at the same time, make some money from things that they don’t physically have to do. They can hire the physical therapist, et cetera.  Yeah. Okay, so that’s great. So what I’m hearing, the framework is: think of growth first—what’s the EBITDA you want? Then create alignment, take yourself out of the center, build systems, and build margin around your core business. So that’s wonderful. Now, step two, I’m not 100% clear on. So you said make alignment with partners, but don’t make it the goal. What do you mean by that?  Well, because particularly I’ve been involved in private equity medical groups. So with private equity, you have cash, you have leverage, so you can go and buy, buy, buy, buy. In private equity, to a degree, they want growth. But I’ve been in deals where the thesis was, for example, we’re all going to be rowing in the same direction with the same flag, same brand, and we’re going to transfer from having—there were four medical groups, so four different, distinct medical groups—and we’re putting them together under what’s called a management services organization, a management company, and basically form one larger group.  But that was never aligned because the doctors, in their head, said, “You’re acquiring me, so you’re buying this magnificent, outstanding business. Now why do you want to change my electronic medical records? Why do you want to change the way we do our, let’s say, revenue cycle management or billing? Why do you want to change our brand? Our brand’s fantastic.” Even though they were all called Dermatology blah, blah, blah, something and something. So you have to make sure that the people that you’re going to bring on board, whether it’s through acquisition, merger, or just employment, that they really believe in your story, that they believe in the core vision of the business.  Not just try to put people in there and make more deals, get more locations, spend more years, and then you put all these things together and you bolt them up, but you spend more time trying to fix it. In my Gastro Health and in the ortho business, we always started with, “Let’s make sure we have our house in order before we go out and start growing the organization and adding more to what we have.” The last thing you want to do is add more and then find out that you have to spend more time fixing it.  No, that makes sense. But then you qualified it. You said, “Don’t make it the goal. Don’t make alignment the goal.” So how does it become the goal? What’s the risk there?  So no, make it the gate, not the goal. Meaning, alignment is extremely important, but you want the alignment to be the one thing that puts you together. But at the end, everybody has to be buying into the idea. It’s not the only goal. Their goal is also money. The goal is growth. But it has to be one of the key things. In healthcare, I tend to think, and particularly with private equity, that’s not perceived. It’s more about getting deals done.  Yeah. They don’t care about the mission. They don’t care about the vision, the alignment.  I think they do. In their thesis, they do, and they want it. But it’s kind of like, at the end, you’re looking at this business. They want to sell, you want to buy, you have money, they want money, and sometimes it’s just easier to say, “Well, we can grow from $30 million to $60 million, from $10 million of EBITDA to $20 million of EBITDA. We’re going to get, instead of a 10 multiple, we’re going to get a 15 multiple.”  So sometimes that gets in the way. And I would say, by the way, I worked with great and fantastic private equity firms, so I’m not saying they all think that way. But for sure, the perception is that they’re going to go in and try to make deals happen because they do have an end goal. Their end goal is to their investors that gave them funds, that they told them they were going to get them a four-, five-, seven-times multiple on their investment.  So in your own business, Synergy Orthopedic Specialists, is this a private equity-funded business or is it bootstrapped?  No. No, it’s bootstrapped. The physicians, when I came on board—at that time, I started with them six years ago in 2020, and the market was really hot still, ’21, ’22, ’23, and then the interest rates went up, and then things have softened. I think also they got softened for what we’ve been discussing earlier. There’s been a lot of deals that have been done where acquisitions were done in multiple states. There’s not a lot of synergy or a lot of things that were worked out to try to make sure that the organization was working together, the multiple organizations that were acquired.  And the idea was, if we buy four million-dollar businesses, they will be, instead of an eight-times multiple, they’ll be a 10- or 12-times multiple. So I think there’s a lot of deals that are stuck in the marketplace right now, and the groups are trying to figure out how to evolve the organization after five, six, seven years from, “Hey, we let you alone. We let you be. But now we need to start integrating. Now we have to start building an enterprise. Now we have to start building a real platform.” And I think that the organizations that did that earlier have been able to exit and done a much better multiple and growth.  And also the key is, in these transactions where people get together, a lot of times it’s all about the fun. “Hey, we go out to dinner, and everybody’s well, and everybody’s happy, and how much money we’re going to make,” and blah, blah. But nobody really asks the tough questions, or some people do because they actually don’t want the deals to get done. But I think it comes from the buyer. The buyer needs to be very upfront with what they want to accomplish with a transaction, whether, again, a merger or an acquisition.  You want to make sure that you’re extremely transparent about what the end goal is going to be. And if the end goal is like, “Hey, I’m going to leave you alone for a year, but in a year and one day, your name’s going to change, your software’s going to change, your HR is going to change. And by that time, we’ll figure out about your staff, and we might probably cut 25% of your staff because you’re bloated, and we actually have to make you a little bit more fit and trim so you can actually be able to grow and provide better care to your patients.”  So what I’m seeing is, it’s quite impressive. You have 15 locations, you have a huge service mix. You have, compared to the number of locations and service mix, a limited number of people. So how do you maintain the Synergy standard? And how do you manage this complexity with such low—low per— It took— How many people?  Yeah, it’s—right. Yeah, I agree. It’s taken some time. Again, I wouldn’t say that it’s perfect. We’re always evolving, changing. I mean, I always say the only constant thing in healthcare is change. But it started with the company culture. When I first got here, there were four or five organizations that came together, and they were still using their old names. Synergy Orthopedics was like this little kind of byline under their business cards. It wasn’t really the brand.  And then over time, we got people in the organization rowing in the same direction, using the same flag, and over time we started to dominate the market. We started to be perceived, and we are today, the largest independent medical orthopedic group in San Diego. So when people think of MSK, we take care of the hockey team, we take care of the soccer team, we take care of professional players. The larger organizations reach out to us about developing contracts, direct contracts to provide services to them.  So that took a long time, but it started with building that company culture. And along the way, some people left. Some people just didn’t fit what we were trying to build. And it wasn’t just me. I didn’t do this by myself, of course. The reality was we built a team around what we were trying to create. Physicians, in this case, are the leaders. Physician leadership was there, and this is what they wanted as well. So I think, yes, when we’re now in other counties we’re in Riverside County, so we’re north of San Diego. We’re all the way to Palm Desert and looking to grow into Orange County and L.A. County eventually.  So the goal is also in growth, and size allows leverage and negotiation power with the different payers. And that’s very different than in other industries where you have a payer, let’s say Blue Shield or Anthem or United, that kind of controls how you’re going to provide service, how much they’re going to pay you, et cetera, et cetera. So the only way to really have any type of seat at the table is that your organization has to be large enough and a market leader and basically be something, or an organization, that they can’t say no to, that they want to have in their network. So that’s how we’ve been able to do this over the last five, six years now.  So what drives the growth? Is it the acquisitions? Is it geographic expansion? Is it payers refer business? What’s the driver?  All of it. You have to do everything. It’s like that movie, Everything Everywhere All at Once. It’s like you have to do everything. We started by first creating the brand and the company culture, expanding that brand and company culture by figuring out who having the right seats on the bus, making sure the right people that wanted to be with us were there. And then we said, “Okay, we don’t have a spine program. Let’s figure out how we recruit a spine doctor. Let’s figure out how we recruit a pain doctor.  Let’s get a foot and ankle specialist because we don’t have one. Let’s expand our sports medicine program.” So we took over a fellowship training program in San Diego that was probably going to expire, and then we took it over and continued the legacy of the physician that started it from the beginning. We’ve done some mergers. We’ve done some acquisitions. We’ve done some new locations. We’ve expanded our physical therapy footprint. We built out an ambulatory surgical center. That was a big endeavor. These things cost millions and millions of dollars. Just in construction alone, it was like $600… I think our overall investment’s somewhere around $12, $15 million, so highly leveraged. We brought in a partner, a national partner, to help us run and fund the enterprise.  We started an anesthesia division. So I would say you have to do everything, and all of it together, as time goes by, creates that vision. As long as you have the vision, like I said, the beginning thing is you have to start with the end goal. And the end goal is we want to build a business that’s independent. That’s our goal. We don’t want to be sold or be part of the hospital system. So you have to build the end goal, work through the process, grow it, and do all the things at the same time, which is extremely hard, I would say.  Yeah. This is fascinating. So you have a lot of complexity. You have a lot of locations, a lot of services, 50 providers. I mean, sometimes doctors can be cats, hard to manage them. Eagles, eagles. I always say, try to get eagles to fly in a straight line. Impossible. Yeah.  But if you had a magic wand and you could fix one thing in your business in the next 12 months, what would it be?  I will be honest, it’s expenses. Expenses can and I’ve talked about this before the pressures in the healthcare industry really are driven around expenses. We just got an increase in minimum wage in healthcare, specifically in California, where a physician practice now has to pay $23 an hour for a minimum-wage job, where minimum wage is almost half of that if you’re in any other industry. So I think everybody should make more than $23, particularly in San Diego. It’s a very expensive place to live.  But I think it’s more around the pressures that are put on the industry, but the levers are not there to increase revenue to be able to support or subsidize those expenses. So, for all intents and purposes, we’re looking at how we increase revenue by keeping expenses the same, or fixed, or a little bit higher than what they are, by augmenting with AI, like every other industry is doing. Figuring out whether it’s using AI in your MRI to be able to process the imaging faster, clearer, better, and be able to add three or four more patients a day. That profit goes straight to the bottom line.  It might be before we had people that are scribes that basically did the documentation of the history, the notes, and the medical records. Now doctors are using—well, they’ve been using voice recognition for a while—but now you’re doing ambient AI, where basically it’s listening to the conversation with the patient, of course with the patient’s approval, and being able to document all that information into the record much faster, quicker, better, and more precise. And so on. Answering the phones, being able to—when the patient gets statements, we typically send out statements every two weeks.  But when we send them, we send thousands of statements, so we get thousands of phone calls. You can’t get all those phone calls when somebody says, “I owe $50, and I don’t know why,” and being able to have an AI that tells you, “The $50 is because you had a copayment or you had a deductible, and it’s due to your insurance program with whatever the insurance is.” And they’re like, “Oh, okay.” “You want to pay that right now?” “Yes.” It sends you a text to your phone, qualifies who you are, you click on it, you put your payment information. The information goes in, the payment gets posted. Nobody got involved. AI took care of the whole process. So we’re trying to figure out how to assist the staff without having to let go. At least my intent is not to let go of people.  My intent is to try to make sure that we do the best job possible and use AI to augment the process, not to replace the staff. I get very worried, in general, about what’s going on with AI as an industry, where people are saying, “Well, I use it as my assistant. I use it as this.” Well, I started at the front desk. If there are no front desk jobs, how could I have been CEO of this multimillion-dollar organization if I didn’t get a foot in the door to begin with? So I feel very worried for my kids that are growing up. One’s studying to be a psychologist, the other one’s in marketing. How are they going to learn and grow in an industry or a business if they can’t get their foot in the door?  Yeah. That is a concern. I don’t know if we can fix it, but I’m worried about it too. So Alex, who would you like to listen to this podcast and to take action? And what kind of action should they take?  Well, I think it’s generic. I always say, I have an MBA in healthcare administration, but I could have gone and done any type of business. Like I said to you, I grew up in the retail industry. So I think it’s more around, if you’re an entrepreneur and you have talent and you’ve worked really hard at doing something, you have to figure out how to hire the right people so that they can do a job that maybe you don’t know how to do, how to scale up a business by investing in it, making sure you don’t look at your business as an ATM machine or a salary that pays you every week or every period of time, but look at it as you’re an entrepreneur, a capitalist.  You’re building an organization. You’re providing jobs for people. But at the end, the business has to give you more than your salary. There has to be equity in the enterprise, and that’s the money you’ll be able to use to maybe have leverage or to use in order to add that next location or look at what’s the next opportunity, whether you’re, again, a doctor or you’re running a retail organization that wants to have multiple locations. The key is, think of the end goal. And the end goal, not necessarily that you’re going to sell, but what is it going to be? What is the business that you want to have valued at, and how have they grown?  Look and listen to other people like yourself, Steve, and all the different things that you do in regard to building that journey of the business, and figure out how to take the next step and the next step and the next step. It doesn’t happen overnight. You don’t get from a $50 million company to a $150 million company. It took me seven years to get there. But it’s done by augmenting and adding features and adding services, but doing it very intelligently, thinking it through, not just adding it for the sake of adding it, then, like I said before, having to bolt it on and try to fix more of the problems, creating more problems.  No. Fix your house, figure out where you’re at, make sure it’s earning equity. Maybe you have to reprice. Maybe you have to figure out how the business needs to run a little bit nimbler. Maybe you have to use technology, whether it’s AI answering the phone because you’re the guy that—you have a pizza shop. Why do you have to have people answering? Have the AI take the order, have the AI tell people to go to the website, and so on, so you can have pizzas going out of your store every five minutes. So for sure, there are great opportunities. And if you’re a business owner, I want you to think that you can. It’s not impossible. It can be done. You don’t need an MBA. You just need to work hard and think it through and come up with a business plan and an idea on how you want to get there.  Yeah. Well, this is very inspiring. So if you are a founder, you’re running a business, or you’re about to start a business, look at what Alex has done. He was a son of Cuban immigrants, came to this country, built from nothing a 15-location, 50-provider medical group, and works with private equity, advises companies as well. Follow his example.  So Alex Fernandez, thank you for sharing your wisdom on the show. And if you’re listening and you enjoyed this conversation, stay tuned because I have a couple of exciting entrepreneurs every week who come on the show and share their secrets and frameworks with you. So thanks for coming, Alex, and thank you for listening. Important Links: Alex's LinkedIn Alex's website

Most doctors are trained to have answers. The higher the stakes, the more certainty is rewarded. But when those same doctors step into leadership roles, that certainty becomes the very thing that gets in their way. Dr. Debra Clary has spent nearly two decades developing leaders inside healthcare organizations, and what her research keeps showing is that the leaders with the highest curiosity have the highest performing teams. In this episode, she talks about what curiosity actually looks like in clinical environments, why resistance to change is biological rather than personal, and what happens when doctors who have spent careers being the expert in the room are suddenly asked to lead people who need to be heard. Timestamped Highlights [04:00]: Dr. Clary shares the research behind The Curiosity Curve, and why the data connecting leader curiosity to team performance surprised even the researchers who set out to find it. [08:00]: She describes the single most powerful thing a leader can say to create a culture where people feel safe to speak up, and it is three words most high-achieving people rarely use. [12:00]: The balance between certainty and curiosity in clinical medicine, and why the same trait that makes a doctor exceptional in an emergency can become an obstacle the moment they step into a leadership role. [16:00]: Why resistance to change is not a character flaw but a biological response, and what leaders need to say before rolling out any new system or technology if they want it to actually work. [20:00]: What AI can and cannot do, and why the differentiator that keeps doctors irreplaceable is not clinical knowledge but something more fundamental. [25:00]: What happens when patients arrive armed with data from their own research, and how a doctor's relationship with curiosity determines everything about how that encounter goes. Three Key Takeaways 1. Certainty narrows curiosity, and that is where dangerous things happen. Dr. Clary's research found that leaders who created environments where questions were welcomed and the status quo could be challenged consistently outperformed those who did not. The same principle applies inside clinical environments. The doctor who is certain about how an encounter should go, how a system should work, or how a team should function stops asking questions, and the moment questions stop, so does learning. She is not arguing against clinical confidence. She is arguing that certainty and curiosity need to coexist, and that most leaders lean too heavily on one at the expense of the other. 2. Change resistance is biological, not personal, and leaders who understand that roll it out differently. When something new arrives, the brain's first job is to assess threat. It is not interested in efficiency or innovation. It is interested in whether this is safe. Dr. Clary coaches leaders to work with that biology rather than against it, which means being transparent about the reason for a change, showing people how they fit into the future, and inviting them to help solve the implementation rather than handing them a directive. The organizations that skip that step, she says, pay for it in resistance, delay, and disengagement. The ones that do not skip it tend to move faster than they expected. 3. Leadership and culture are synonymous. Dr. Clary's closing message is direct: so goes the top of the house, so goes the organization. A C-suite that does not model curiosity, collaboration, and psychological safety will not produce teams that offer those things either. For doctors moving into leadership roles, this reframe matters because it shifts the question from how do I get my team to perform differently to how do I need to show up differently first. The answer almost always involves asking more questions, saying I do not know more often, and being genuinely interested in what the person in front of you thinks. None of that is complicated. Most of it is just unfamiliar. Guest Bio Dr. Debra Clary is a leadership consultant, executive coach, and author based in the United States. With a doctorate in human behavior and organizational design and 18 years at Humana developing healthcare leaders, she works primarily with C-suite leaders and executive teams. She is the author of The Curiosity Curve, published in 2025. Find her at debraclary.com. Would you like to view a transcript of this episode? Click Here Charting Champions is a premiere, lifetime access Physician only program that is helping Physicians get home with today's work done. All the proven tools, support and community you need to create time for your life outside of medicine. Learn more at https://www.chartingcoach.ca Enjoying this podcast? Please share it with someone who would benefit. Also, don't forget to hit “follow” so you get all the new episodes as soon as they are released. Come hang out with me on Facebook or Instagram. Follow me @thechartingcoach to get more practical tools to help you create sustainable clinical medicine in your life. Questions? Comments? Want to share how this podcast has helped you? Shoot me an email at admin@reachcareercoaching.ca. I would love to hear from you.

10:05 – 10:22 (17mins) Weekly: Karen Kataline Host of “Spouting Off”- karenkataline.com @KarenKataline 10:41 – 10:56 (15mins) Col. Josh McConkey M.D. Physician, Colonel USAF and Award-winning/Best-selling Author@mcconkey007 Josh is a board-certified ER physician with 20+ years of clinical experience AND a combat doc vet, who’s been on the front lines of treating hundreds of psych emergencies with both civilians and in the militaryWhy are women outside the courthouse rallying for Lindsay Clancy?Clancy says she heard a male voice telling her to do what she did Josh has insights on the medical and forensic realities behind the headlines, including: How timelines, injury patterns, and documentation get interpreted—and misinterpreted Psychiatric emergencies, postpartum psychosis, and medication/overmedication effects (what’s knowable vs. unknowable) Trauma considerations and why “common sense” narratives often fail in real medicine What strangulation physiology can (and can’t) establish See omnystudio.com/listener for privacy information.

Stepping Stones to Personal Healing: A Traditional Physician Goes Beyond the Limitations of His Medical Background and Embraces the World of Holistic Health by Robert Koppen https://www.amazon.com/Stepping-Stones-Personal-Healing-Traditional-ebook/dp/B0G6LLFVWL Drrobertkoppen.com We know now that our habitual thoughts and feelings determine how the physical world, which includes our body, responds to us. With this book, Dr. Koppen hopes to provide us with some tools that can help us adjust our thought and feeling patterns in a way that will invoke a new response from our earthly environment. We can then replace our old programs of self-inflicted suffering and illness with a more expanded outlook on life, which will bring us new hope and happiness, as well as healing to our human family and our planet. We all know how much this is needed at this time. About the author Robert N. Koppen, MD, born in Amsterdam, began his career in ear, nose, and throat surgery before shifting his focus to mind-body medicine. After studying the body-mind-spirit connection in Holland, England, and the U.S., he has spent more than 26 years in Scottsdale, Arizona helping clients release emotional and mental patterns that contribute to physical illness. His work includes emotional release therapy, spiritual counseling, and international phone-based consultations. He is honored by Marquis Who's Who.

We'll hear from The Witch's Tale on this week's episode of The Horror. From November 8, 1934, here's its story titled, The Physician Of The Dead. Listen to more from The Witch's Tale https://traffic.libsyn.com/forcedn/e55e1c7a-e213-4a20-8701-21862bdf1f8a/TheHorror1294.mp3 Download TheHorror1294 | Subscribe | Spotify | Support The Horror

In this episode, Amir Barzin, DO, President of UNC Health Faculty Physicians and Chief Operating Officer of UNC Health Physicians, joins the podcast to discuss the importance of collaboration in improving the patient experience. He also shares insights on leveraging AI tools to support clinicians, streamline workflows, and create more efficient, patient-centered care.

Send us Fan MailWhy does reading in the NICU still feel optional when the evidence says otherwise? Daphna sits down with Paige Pedroli, author of the Nic Zoo book and two-time NICU mom, and Dr. Raquel Garcia, a craniofacial and feeding specialist, to unpack why reading to preterm and critically ill infants belongs alongside kangaroo care as neuropromotive, not just neuroprotective. They cover the evidence behind auditory stimulation and language outcomes, why reading gives overwhelmed parents a real role in their baby's care, and how units can build low-cost reading programs with book libraries and student volunteers. A practical, moving conversation for anyone building developmental care into daily NICU practice. Support the showAs always, feel free to send us questions, comments, or suggestions to our email: nicupodcast@gmail.com. You can also contact the show through Instagram or Twitter, @nicupodcast. Or contact Ben and Daphna directly via their Twitter profiles: @drnicu and @doctordaphnamd. The papers discussed in today's episode are listed and timestamped on the webpage linked below.Enjoy!

He has written a tremendous body of work, including a major initiative in establishing 'Relationship Education' as a recognized educational discipline. Physician, Author, Speaker and relationship expert. Rami Geffner, MD on the Mark Bishop show. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

They call her the "human printer," and she rarely leaves Donald Trump's side. Natalie Harp has become one of Trump's closest advisors and aides, traveling with him overseas and frequently researching & posting things for the president on his social media. Remember when Trump switched to the non-Qatari Air Force One due to a credible threat? Ms. Harp was one of the chosen few to join Trump on the safe plane. Not even Secretary of State Marco Rubio received that luxury. Join Don and Daniel Grimes to break down this evolving story.

The death of Cambridge professor Jason Arday was an avoidable tragedy. Jason was the youngest Black professor in the overwhelmingly white university's history. And because of that, he always had a target on his back. After allegations of plagiarism were brought forth by two men with histories of racism and racist ideas, Arday was staunchly defended by the university and his peers. But this did not stop the British press from writing hundreds of articles about him, creating a social media storm that lead to daily harassment. Join Don as he breaks this story down.

This week, we feature new research on acute respiratory failure, wheezing in childhood, lung cancer, and obesity. We review myeloproliferative neoplasms and follow a diagnostic case of a patient with myasthenia gravis who developed dyspnea and weakness. Perspectives explore medical marijuana research, AI in clinical care, sexual and gender minority health research, and the Perspectives Editor saying goodbye.

What happens when the physician you hired to become a future partner turns into someone you need to let go? In this episode, hosts Brad and Michael share the story of a plastic surgeon who hired an associate physician with the goal of eventually making him a partner. Instead, he was forced to confront a hard reality: the physician was not producing, not fitting into the culture, and costing the practice money. Tune in to learn how tools like employment agreements, termination provisions, and separation agreements can help practices navigate physician departures. Discover strategies to reduce risk, control costs, and create a smooth transition that protects your practice, your team, and your bottom line.  Chapters00:00 Intro00:40 Banter05:48 Story24:08 Access+24:50 Legal Takeaways29:31 OutroWatch full episodes of our podcast on our YouTube channel: https://www.youtube.com/@byrdadatto Stay connected for the latest business and health care legal updates:WebsiteFacebookInstagramLinkedIn

This summer, join host David Mandell as he revisits and highlights episodes from Season 5 of The Wealth Planning for the Modern Physician podcast, in our 2026 Summer Rewind Series. "I genuinely believe there is a lot of information to gain from all of our episodes deliver, but for the summer, I've handpicked a few that offer intriguing ideas and a unique perspective for physicians in 2025," says David. "I hope you enjoy this Season encore series. Have a great summer!" Episode 5.13 | Originally Released: March 5, 2025 Host David Mandell speaks with orthopedic surgeon and retired Army Colonel Dr. Pat St. Pierre. Pat shares how his path took him from West Point and infantry service to military medicine, orthopedic surgery and a long-running sports medicine practice in Palm Desert, California. Along the way, he offers practical advice for younger physicians about mentorship, employment contracts, family considerations and the financial realities of private practice. The conversation also explores Pat's work with medical-device companies, including his role in developing robotic technology for shoulder replacement surgery. He explains why thoughtful collaboration between physicians and industry is essential to advancing patient care. Finally, Pat discusses the importance of retiring to something rather than simply retiring from medicine. He shares how a longtime passion for wine became a challenging and rewarding second chapter, and why physicians should begin planning early for a meaningful life beyond clinical practice. Learn more by visiting the original episode page. Learn more, including additional show notes, links, and detailed key takeaways, by visiting visiting the original episode page. Check out other episodes from our 6 seasons by visiting, physicianswealthpodcast.com. Click here to get your FREE copy of our latest book, Wealth Strategies for Today's Physician!

Florida state representative Angie Nixon won the Florida Democratic Primary for Senate yesterday, defeating an opponent who outspent her by millions of dollars. Rep. Nixon is a member of the Democratic Socialists of America who are on a hot streak with big primary wins all across the country. Hear how she won and how she would represent the state of Florida if elected in November.

A tech founder used one pediatrician's public advice to train her own AI. Sonal Patel decided doctors should own the tools built on their knowledge instead. Patel is a pediatrician and neonatologist who built and controls her own AI for the fourth trimester. This episode is based on her article "Physicians must shape AI in medicine, not watch it," published on KevinMD. You will hear why she believes the doctor who uses AI, not AI itself, is the real threat to the one who ignores it. She explains how insurers already use AI to deny claims, and how she keeps patients from being sold products they do not need. You will learn why a paid subscription model matters before you experiment, why physician critical thinking cannot be automated away, and why the human connection at the center of medicine is the one thing a machine can never replace. Press play to hear why the doctor who ignores AI is more at risk than the one who uses it, and where to start. Partner with me on the KevinMD platform. With over three million monthly readers and half a million social media followers, I give you direct access to the doctors and patients who matter most. Whether you need a sponsored article, email campaign, video interview, or a spot right here on the podcast, I offer the trusted space your brand deserves to be heard. Let's work together to tell your story. PARTNER WITH KEVINMD → https://kevinmd.com/influencer SUBSCRIBE TO THE PODCAST → https://www.kevinmd.com/podcast

In 2024, Mass General Brigham, the largest health system in Massachusetts, piloted an AI-powered, ambient note-taking and transcription program among a subset of clinicians to address increasing rates of staff burnout and turnover --  largely driven by the administrative burden of clinical documentation in the electronic health records (EHR). Early results showed promising reductions in clinician burnout, intention to leave, and increased physician efficiency. But concerns about the technology, including the generation of inaccurate notes with errors or hallucinations made physicians resistant to learn and adopt it into their workflows. Harvard Business School Associate Professor Susanna Gallani and host Brian Kenny discuss the challenges leadership at the health care organization anticipated as they considered scaling the AI technology responsibly in the case: The AI Scribe: Enhancing Physician Presence and Curbing Burnout at Mass General Brigham

This week, we turn to one of the most common parenting questions in pediatric practice: screen time and digital wellness. Our host Paul Wirkus, MD, FAAP and guest Mark Witt, MD, discuss the unique role pediatricians have in helping families navigate technology use, while recognizing the challenge of addressing an increasingly complex topic within the limited time of a well-child visit.Rather than focusing only on a specific number of screen-time hours, the conversation emphasizes an age-specific approach and encourages pediatricians to consider what screen use may be displacing. We explore how increased screen time can affect physical activity, family time, sleep, and even where children use screens within the home. The discussion also highlights the value of establishing screen-free spaces and creating healthy boundaries around technology.Throughout the episode, our guest offers practical ways pediatricians can begin conversations about digital wellness and help families develop healthy, sustainable habits around screens.AAP Statement on Screen Time Book Club: Amazing GenerationHave a question? Email questions@vcurb.com. For more information about available credit, visit vCurb.com, or for information about the UTAAP, visit aaputah.org.ACCME Accreditation StatementThis activity has been planned and implemented in accordance with the accreditation requirements and policies of the Colorado Medical Society through the joint providership of Kansas Chapter, American Academy of Pediatrics and Utah Chapter, AAP.  Kansas Chapter, American Academy of Pediatrics is accredited by the Colorado Medical Society to provide continuing medical education for physicians. AMA Credit Designation StatementKansas Chapter, American Academy of Pediatrics designates this live activity for a maximum of 1.0 AMA PRA Category 1 Credits™. Physicians should claim only the credit commensurate with the extent of their participation in the activity.

What does it really mean to have an AI assistant working alongside you? In Part 2 of our conversation, Dr. Ladan Davallow takes a closer look at the safety considerations involved in using AI, from protecting personal and patient information to setting appropriate guardrails for AI agents. She also shares more of the ways she uses AI to automate tasks, conduct research, create presentations and content, and support both her clinical practice and everyday life.Dr. Ladan Davallow is a practicing pediatric endocrinologist and founder of Aimforth, where she teaches physicians how to use AI practically and responsibly to save time, reduce administrative burden, and make medicine work better—without compromising patient privacy, clinical judgment, or the human side of care.Since 2023, she's invested thousands of hours and five figures testing AI across clinical medicine, academia, private practice, and business. In this episode, she cuts through the hype to share what physicians actually need to know: which AI tools are worth their time and which aren't, how to think about HIPAA compliance and patient privacy, what you should—and shouldn't—put into AI, how to navigate hallucinations and unreliable outputs, and whether AI is really coming for physicians' jobs. Most importantly, she shares what she wishes she'd known when she started, so physicians can use AI more confidently without spending years figuring it out themselves.In this episode, we discuss:What privacy and security considerations should physicians keep in mind when using AI? How can physicians protect personal and patient information when using AI tools and agents? What guardrails should be put in place when giving AI access to other applications and information? What kinds of tasks can physicians automate with AI? How can AI assist with presentations, scheduling, patient care, research, and content creation? How can physicians use AI for academic medicine and research? How can AI be used as a personalized tutor, coach, or educational resource? How can physicians decide which tasks to delegate to AI and which are better handled by a person?What possibilities emerge when physicians can build AI agents without extensive technical or coding skills?Dr. Davallow also shares some of the unexpected ways she has incorporated AI into her life, including creating a presentation on short notice, developing personalized systems for managing her household, and using AI to support her children's education.Whether you're already using AI regularly or are just beginning to explore what it can do, this episode offers a look at the increasingly broad range of ways physicians can use AI to simplify their work and create more time for the things that matter most.Interested in learning more about my telehealth direct specialty care practice? At AmazVita MD, I help patients optimize weight and metabolic health, harmonize hormones in peri/menopause, and enhance wellness and vitality. Accepting new patients now.Website:amazvitamd.comEmail:hello@amazvitamd.comLearn more about me or schedule a FREE coaching call:https://www.joyfulsuccessliving.com/ Join the Voices of Women Physicians Facebook Group:https://www.facebook.com/groups/190596326343825/Connect with Dr. Ladan Davallow:Save Your Seat for the FREE Live Masterclass:Build Your First 3 AI Employees Livehttps://www.aimforthstudio.com/masterclass Learn more about Aimforth - Practical AI for Physicians:https://www.aimforthstudio.comEp 204: How to Create More Time and Money with an AI Team with Dr. Ladan Davallow Part 1Apple Podcasts: https://podcasts.apple.com/us/podcast/ep-204-how-to-create-more-time-and-money-with-an-ai/id1630624425?i=1000782661448 Spotify: https://open.spotify.com/episode/64e35tqwcI1BcZjsWhLWbL?si=Oqp1MgkCQ5OQZzcDJe5PHA

Send us Fan MailCan a physician coach build a six-figure, seven-figure, or even million-dollar coaching business?Yes—but being an excellent coach and building an excellent coaching business are two different skills.In this episode of the EntreMD Podcast, Dr. Una breaks down the business fundamentals physician coaches need to master if they want to grow a profitable, sustainable coaching company. From choosing the right business model and pricing based on value to selling consistently, increasing visibility, retaining clients, and managing the mind drama that can stall execution, this episode is a practical roadmap for treating your coaching practice like the business it is.You'll learn why clarity comes from action, not months of thinking; how to run the numbers behind your revenue goals; why selling is an essential part of service; and how getting in front of new audiences consistently can solve one of the biggest problems in business: obscurity.If you're a physician coach who wants to replace your physician income, grow toward seven figures, or simply build a stronger and more profitable coaching business, this episode will help you identify what needs to change—and what to execute next. Tune in!Additional Resources:Learn more about my 12-month program. Interested in 1-on-1 coaching? Apply here.Grab a copy of the "The 7-Figure Physician CEO" book. When you are ready to work with us, here are three ways: The Profitable Private Practice Movement - If you want to build a thriving private practice that serves a lot of patients, while creating time and financial freedom for you, come join us here. EntreMD Business School Grow - This is our year-long program with a track record of producing physician entrepreneurs who are building 6, 7 and 7+ figure businesses. They do this while building their dream lives!EntreMD Business School Scale - This is our high-level mastermind for physicians who have crossed the seven figure milestone and want to build their businesses to be well oiled machines that can run without them.To get on a call with my team to determine your next best step, go here ...

Send us Fan MailIs your EMR actually built for neonatology, or just retrofitted to survive it? Ben sits down with Dr. Lindsey Knake, clinical assistant professor and associate chief health information officer at the University of Iowa, to talk AI in the NICU. They cover the real difference between Epic's homegrown tools and third-party options like Evidently and NABLA, why a six-month hospital stay breaks most chart summarization tools, and how ambient AI is starting to change documentation and family counseling. Lindsey also shares practical paths into clinical informatics for clinicians without a coding background. A grounded look at where NICU technology actually stands right now. Support the showAs always, feel free to send us questions, comments, or suggestions to our email: nicupodcast@gmail.com. You can also contact the show through Instagram or Twitter, @nicupodcast. Or contact Ben and Daphna directly via their Twitter profiles: @drnicu and @doctordaphnamd. The papers discussed in today's episode are listed and timestamped on the webpage linked below.Enjoy!

In this episode, Edmund Pribitkin, MD, MBA, President, Jefferson Medical Group; Executive Vice President and Chief Physician Executive, Jefferson Health, discusses leveraging AI to reduce clinician burden, expand access and strengthen patient care. He also shares how Jefferson is approaching healthcare challenges through innovation, operational discipline and a focus on building trust with patients and communities.

The National Association of Black Journalists recently gave ESPN host Stephen A. Smith the "thumbs down" award due to his "recurring public pattern of disparaging commentary directed at prominent Black women across politics, sports and media." Former ESPN host Jemele Hill joins Don to break this down.

Dr. Bertina Hooks has been a hospitalist, a locums doctor, a private practice owner across three locations, a utilization management reviewer, a medical expert witness, and a physician coach. She built all of that intentionally, piece by piece, while raising a daughter and running a business with no roadmap. Then in December 2022, she was hospitalized with necrotizing fasciitis and woke up without her right leg below the knee. In this episode, she talks about burnout recovery, career reinvention, and the non-clinical pathways most doctors do not know exist until they are desperate enough to start looking. Her message to every doctor who feels trapped is the same: you are not stuck, you are not broken, you just need clarity about what you are actually looking for. Timestamped Highlights [06:00]: Dr. Hooks describes how she set up her own outpatient practice from scratch, and the specific systems she built before she saw her first patient that kept charting inside clinic hours from day one. [09:00]: She explains where she learned the delegation and workflow skills that most doctors never develop, and why hospitalist medicine was the unexpected training ground for running a sustainable practice. [21:00]: The hybrid approach she used to start her private practice without financial risk, running hospitalist shifts alongside building her own panel, and why it allowed her to ramp up slowly and intentionally. [22:00]: Dr. Hooks describes the health emergency that changed everything, and what it forced her to ask herself about medicine, identity, and what she actually wanted. [25:00]: She maps out the three non-clinical career paths she coaches doctors through most often, including one that most physicians misunderstand entirely. [33:00]: The values energy audit she uses with every coaching client, and why she believes alignment between values and career is the foundation of burnout recovery. Three Key Takeaways 1. Sustainable practice requires intentional systems, not just goodwill. Dr. Hooks did not stumble into an efficient clinical day. She designed it, deliberately, before she opened her doors. Pre-visit labs ordered a week in advance. Huddles with staff before morning and afternoon sessions. Templates for normal inbox results handled by the nurse, with anything flagged coming directly to her. Scribes from early on. Delegation structured around scope of practice. She knew what had made her exhausted as a resident and as a hospitalist, and she made different decisions. The lesson is not that her system is the right one. It is that she had one, and most doctors never build theirs. 2. Your medical degree is portable in more directions than you think. Dr. Hooks has built income streams across clinical medicine, utilization management, medical expert work, and physician coaching. None of the non-clinical work required an additional degree. What it required was a willingness to see her existing skills differently, and a mindset shift around what counts as using her training. She coaches doctors who are considering a pivot and consistently finds the same thing: the barrier is almost never competence. It is imagination. The belief that there is only one way to be a doctor, and that stepping outside it means starting from scratch. 3. Burnout recovery starts with recognizing the signals before they become a crisis. Dr. Hooks describes burnout as a spectrum, and the early signals are easy to miss or explain away. The clearest early sign she names: coming back from a break and not feeling the return of motivation that used to be automatic. She teaches a values energy audit as one of her foundational coaching tools, built on a simple question: when you look at where your energy is going, how much of it is actually aligned with what you care about? That audit, she says, is often the first time a doctor has been asked that question. And the answer is almost always the beginning of everything that needs to change. Guest Bio Dr. Bertina Hooks is a board-certified internal medicine physician, entrepreneur, and physician coach based in Texas. After building a multi-location private practice, navigating a serious health emergency that resulted in a below-knee amputation, and exploring careers across utilization management, medical expert work, and telemedicine, she founded Pinnacle Business Academy to help doctors navigate burnout recovery and career reinvention. Her memoir, From Fire to Freedom: A Memoir of Transformation, Renewal, and Resilience, launches September 23rd, 2026. Find her at pinnaclebusinessacademy.org and bertinamhooksmd.org. Would you like to view a transcript of this episode? Click Here Charting Champions is a premiere, lifetime access Physician only program that is helping Physicians get home with today's work done. All the proven tools, support and community you need to create time for your life outside of medicine. Learn more at https://www.chartingcoach.ca Enjoying this podcast? Please share it with someone who would benefit. Also, don't forget to hit “follow” so you get all the new episodes as soon as they are released. Come hang out with me on Facebook or Instagram. Follow me @thechartingcoach to get more practical tools to help you create sustainable clinical medicine in your life. Questions? Comments? Want to share how this podcast has helped you? Shoot me an email at admin@reachcareercoaching.ca. I would love to hear from you.

In this episode, Amy Gutman, MD, FACEP, Emergency Physician & Founder of ToughLoveMD®, discusses physician independence, healthcare workforce challenges and the growing strain of chronic disease on the healthcare system. She also shares her perspective on leadership, human performance and the importance of putting your own health and fulfillment at the center of your work.

“I know their sorrows.” — Exodus 3:7 The child is cheered as he sings, “This my father knows”; and shall not we be comforted as we discern that our dear Friend and tender soul-husband knows all about us? 1. He is the Physician, and if He knows all, there is no need that the patient […]