In the bustling corridors of modern hospitals—from the sprawling academic medical centers here in Philadelphia to community clinics across the nation—a profound paradox exists. Walk into a specialized surgical suite, and you might find a surgeon manipulating a state-of-the-art robotic arm with microscopic precision. Yet, walk to the administrative wing, and you will find highly trained physicians drowning in a sea of fragmented data, scrolling through disjointed Electronic Medical Records (EMRs), and occasionally even relying on fax machines.
Medicine has aggressively innovated in diagnostics and therapeutics, but it has critically lagged in administrative and cognitive support. This lag has a human cost. Recent data from the American Medical Association indicates that over 50% of physicians report experiencing symptoms of burnout, often citing the crushing weight of bureaucratic tasks. For every hour a physician spends face-to-face with a patient, they spend nearly two hours on EMR documentation and desk work. The joy of medicine is being buried under paperwork, and patient care is quietly suffering as a result.
Enter Karan Gill, a medical student and the CEO of OneLine Health. Gill represents a new generation of healthcare leadership—one that refuses to accept the status quo. In a recent episode of the Clinicians in Leadership podcast, hosted by Zach McConnell of the American Journal of Healthcare Strategy, Gill unpacked his unconventional journey, the intersection of technology and empathy, and how artificial intelligence (AI) might just be the key to making healthcare human again.
The traditional pathway to healthcare leadership is well-trodden: a clinician spends a decade or more at the bedside before transitioning into the boardroom. Gill, however, flipped the script.
With an undergraduate degree in biological sciences and a master’s in stem cell biology and regenerative medicine from the University of Southern California, Gill was on a direct trajectory to medical school. However, unexpected family health issues required him to pause and stay close to home. It was during this period of personal trial and heavy involvement in various hospital systems that the seeds for OneLine Health were sown.
Gill witnessed a pervasive, systemic inefficiency that transcended departments and health systems. Doctors were exhausted, not from healing, but from hunting down information. Recognizing that this was more than a temporary frustration, he founded OneLine Health—before even beginning his formal clinical education. Today, he balances the grueling demands of a medical student with the high-stakes responsibilities of a health-tech CEO.
His unique vantage point allows him to bridge the gap between the administrative ambitions of a startup and the granular, everyday realities of the clinical workflow.
To understand the solution, one must first dissect the problem. During the podcast, Gill eloquently broke down the modern physician’s workflow into five core components:
Taking the subjective history of a patient upon arrival.
Reviewing pertinent labs and imaging associated with the visit.
Synthesizing analytics to orient the physician and communicate the "why" to the patient.
Performing the physical exam.
Managing post-visit documentation, billing, and order entries.
The glaring issue in today's healthcare landscape is that steps one, two, three, and five have consumed the time meant for step four—the actual, face-to-face connection. Patients often feel unheard, perceiving their doctors as distracted typists rather than engaged healers.
OneLine Health was designed to reclaim that lost time. Acting as an "AI clinical reasoning agent"—a sophisticated software tool that processes complex medical data to suggest diagnoses or synthesize patient histories—it serves as a copilot for the physician.
Gill explained the core function of his platform clearly: "[OneLine] is able to aggregate fragmented patient data that includes subjective history, labs, imaging, prior notes in order to drive more accurate and appropriate clinical decision making for a physician."
By ingesting PDFs, scans, and past records, the AI extracts only the data relevant to that specific provider before the patient ever walks through the door. This transforms the pre-visit window from an underutilized void into a period of deep clinical preparation. The physician enters the room armed with a 360-degree understanding of the patient, allowing the actual visit to focus on management, empathy, and actionable next steps.
The introduction of AI into healthcare is not without its hurdles. In hubs of medical excellence like Philadelphia, where institutions like Penn Medicine and Jefferson Health blend deep-rooted tradition with cutting-edge research, change management is a delicate dance. Clinicians are naturally, and rightfully, protective of patient safety and data privacy.
Gill acknowledges this resistance with a refreshing degree of empathy. He recognizes that for physicians who remember transitioning from paper charts to complex EMRs—a shift that was famously painful—the prospect of adopting AI can induce anxiety.
However, Gill is unequivocal about the trajectory of the industry. He noted a fundamental reality of the modern medical landscape: "A physician using AI will eliminate a physician not using AI, so to say."
So, how do healthcare leaders navigate this skepticism? According to Gill, the answer lies in scientific rigor and strategic, community-driven collaboration. Clinicians are inherently data-driven. They do not adopt new pharmaceuticals without rigorous FDA trials, and they will not adopt AI without reproducible evidence of its efficacy.
To build trust, Gill advocates for a "slow and steady" phased deployment. Rather than rolling out enterprise-wide overhauls that disrupt entire hospital networks, successful integration requires piloting solutions in single departments. This allows frontline staff—the true end-users—to test the guardrails, provide feedback, and ensure the technology aligns with their core mission of improving outcomes.
Furthermore, Gill warns against the trap of "point solutions" (software that solves only one very narrow problem). Integrating dozens of distinct point solutions can actually increase digital fatigue. Instead, platforms that offer end-to-end, holistic support are vital for meaningful workflow integration. By involving both administrators (who focus on cost and efficiency) and frontline clinicians (who champion patient-centric care) in the purchasing and implementation process, health systems can achieve a unified, community-wide buy-in.
Perhaps the most compelling aspect of Gill's philosophy is his clear-eyed view of what AI cannot do. In an era where tech evangelists frequently overpromise, Gill remains deeply grounded in the humanistic core of medicine.
When asked about the most irreplaceable component of healthcare in the age of automation, Gill's response was definitive: "There's no AI that's gonna be able to replace the compassion that providers are able to deliver to patients."
This is where the concepts of leadership, clinician wellness, and patient impact deeply intersect. Burnout is not just a personal crisis for doctors; it is a public health issue. When physicians are exhausted by administrative load, their capacity for empathy shrinks. Patients report feeling a lack of interpersonal connection, which directly erodes trust in the medical system.
By automating the peripheral tasks, AI acts as a shield against burnout. As Gill noted, the goal is clear: "How can we eliminate all of the administrative or peripheral things that are on a physician's plate so that they can focus solely on delivering that interpersonal interaction."
When a doctor is not stressed about the 100 pages of medical records they need to manually review, they can look their patient in the eye. They can hold their hand. They can confidently reassure them. This return to the interpersonal roots of medicine creates a positive feedback loop: healthier, happier physicians lead to better-cared-for, more trusting patients.
For administrators, clinical directors, and health-tech innovators looking to navigate the next decade of medical advancement, Gill’s insights offer a strategic roadmap:
Acknowledge the Pain Points: Do not dismiss clinician complaints about administrative burden as temporary frustrations. If an inefficiency is pervasive across departments, it is a systemic flaw that requires a systemic solution.
Prioritize the Copilot Model: AI should not be viewed—or sold—as a replacement for clinical judgment. Position AI as a "copilot" that handles data aggregation and administrative tasks, empowering the physician to operate at the top of their license.
Implement with Empathy and Evidence: Overcome skepticism by relying on data. Use phased rollouts to prove efficacy on a small scale before demanding enterprise-wide adoption. Involve both administrative and clinical voices in the decision-making process.
Beware of Solution Fragmentation: Avoid piling on hyper-niche "point solutions" that force doctors to log into a dozen different platforms. Look for comprehensive, end-to-end integrations that genuinely streamline the workflow.
Keep the Main Thing the Main Thing: Every technological implementation must ultimately answer one question: Does this improve patient care? If technology restores the time and emotional bandwidth for human compassion, it is a success.
We are standing at the precipice of a monumental shift in healthcare delivery. The friction between an archaic administrative infrastructure and advanced clinical capabilities is reaching a breaking point. However, leaders like Karan Gill remind us that the solution is not to turn medicine over to machines, but rather to use machines to strip away the bureaucracy that has alienated doctors from their patients.
Whether in a Philadelphia trauma center or a rural family practice, the fundamental human need for connection during times of illness remains unchanged. By embracing AI copilots like OneLine Health, the medical community has a historic opportunity to alleviate the burnout epidemic, reinstate the joy of practicing medicine, and ensure that the most advanced technology in the room serves to highlight the most irreplaceable element of all: the human touch.
<p>[music] Hello, this is Zach with the American Journal of Healthcare Strategy and you are listening to the clinicians and leadership podcast where we focus on empowering clinicians from the bedside to the boardroom. Today I have the honor of being joined by Mr. Karan Gil. Mr. Gil, thank you for joining us on the podcast. really excited to have you on today and discuss topics and questions that I've got for you.</p> <p>Before I go ahead and tell tell the audience a little bit too much about you they want to hear from you. So share a little bit about yourself. Tell us a little bit about your background and current role. We'll dive into the rest of the interview today. So tell us who is Kron Gil. Awesome. Thanks for having me Zach. So quick background on myself. I did my undergrad in biological sciences at University of Southern California.</p> <p>stayed there for my masters in stem cell biology or regenerative medicine. Had the initial intentions of going straight into med school. I had some family issues and health surrounding my family that kind of required me to stay at home and during that time was involved in a lot of different extracurriculars and various hospital systems, various positions. And that was sort of the genesis of Oneline Health.</p> <p>Um where now we have created AI clinical reasoning agents that are able to surface actionable insights for physicians earlier on in a patient's healthcare journey. Now four years later very happy with the progress that we've made. I'm the current uh CEO of online health as well as a current medical student. So a lot going on. >> Busy guy.</p> <p>I mean, you talk to any medical student who's I don't want to say just a medical student because the medical students have a lot going on, but you talk to medical students and students in healthcare and a lot of them don't have a lot of sleep and >> fulltime job >> full-time job and are having to just study all the time because because they are I mean they are preparing on how to take care of people and take care of patients and to perform that clinical medicine well.</p> <p>And then you throw just casually throw CEO of a company on top of that. That's a quite a busy combination you have there. And I'm really excited to have you on today for a number of reasons. One to talk about oneline health and to dive deeper into that into your mission and how you identified the issues and how oneline health addresses those issues. Get deeper into that in a little bit.</p> <p>But particularly because on the clinicians and leadership podcast often I mean we're having people with the guests of this show are people who have that unique combination of clinical experience as well as leadership experience. And normally the pathway goes is you start off as a clinician and then you step into a leadership role. You for you that pathway has been flipped. You starting off as a CEO and are now pursuing that clinical education. And I think that's just phenomenal.</p> <p>And I'm excited to hear kind of your unique insights and inputs on to to how to lead well and how your leadership opportunities have affected your pursuit of that clinical education as a medical student and vice versa. But before we get too deep into that, I want to hear a little bit more about Oneline Health. You started to tell us a little bit about it, but just tell us a little bit more about it.</p> <p>how how did you get started and then what are the benefits and the advantages that oneline health offers to both medical practices as well as medical practitioners? >> Sure. Yeah. So, one line is able to aggregate fragmented patient data that includes subjective history labs imaging prior notes in order to drive more accurate and appropriate clinical decision-making for physicians. So there's many different things that a physician has to do in their day-to-day workflow.</p> <p>I think to oversimplify it, it can be boiled down to five main things and that's one taking the history of a patient when they show up for their appointment. Two, going through any pertinent labs or imaging results that may be associated with the reason for that patient showing up.</p> <p>Three would be understanding all of that and doing the necessary analytics in order to firstly themselves orient on why that patient is here but also being able to communicate that to the patient in case they don't know. Four would be doing a physical exam. And then five would be documentation and post visit stuff like submitting bills and orders and whatnot. And so what health is able to do is really serve as a co-pilot for physicians before, during, and after an encounter.</p> <p>automating all those things minus the physical exam of course because that can only be done by a physician once the patient actually shows up. But beforehand there's a lot of time between when the patient schedules their appointment and when they actually show up.</p> <p>And during that time, traditionally, it's been very underutilized, overlooked, whereas myself and and my team were able to identify a real opportunity for leveraging that time period in order to appropriately gather the necessary information for a physician in advance. So that before that patient shows up, they know exactly who that patient is, what work they've had done in the past. you know, why are they coming today? What's most important to them?</p> <p>What are the appropriate considerations going forward? And how can we make sure that the conversation is focused around management and actionable next steps addressing the patient's direct concerns versus spending the large majority of the conversation trying to get information that otherwise could have been gotten beforehand. So, what we're able to do is, like I said before, ingest various forms of information.</p> <p>One would be directly from the patient, their subjective history, but as well as PDFs, scans, any medical records that have pertinent and non-pertinent clinical data, right? Because there's tons of labs and imaging reports that physicians have to comb through, often tens, hundreds of pages of records.</p> <p>Depending on what physician they're seeing, there's only certain key points that may be relevant to that physician, that may not be relevant to another, but yet everybody has to go through the same significant amount of data, right? So extracting what's relevant for the time of the visit for that particular provider, giving the physician that 360°ree insight into that patient's presentation.</p> <p>Just ensuring that everybody has the right context beforehand for that patient encounter is where we differentiate ourselves and are able to provide value for health systems.</p> <p>Well, [clears throat] I loved how you described oneline health as a co-pilot and really I mean I've s summarized what a a typical doctor visit entails and the role of the physician in those five key components and I think really well and what struck me about it is there's obviously components of those five components that are involved with directly interacting with the patient and taking care of the patient and evaluating the patient.</p> <p>What I often hear both from people on this show as well as as other people just within the medical community is the components of being a physician, being a medical practitioner that actually involve face-to-face contact with the patient are becoming less and less because of those other components such as the billing, because of the charting are becoming more and more and the strain of those.</p> <p>And so it's clear that that you have identified a critical gap here in patient care because the less time we're spending with patients, the more time we're spending those other doing those other components, billing, charting, all of those other things could result in a compromise in patient care.</p> <p>If anything, at least results in a compromise in perceived patient care and the patient perceiving that the doctor, their physician, their provider is hearing them and their provider is listening to them and their provider is taking care of them.</p> <p>And so as a result that dramatically could affect trust in that provider as well as in that health care system and in healthcare in general which is something that is that lack of trust is kind of coming to light in the last couple years on and how things are kind of unfolding. And so we're going to dive a little bit deeper into some more talking a little bit more about AI and innovation.</p> <p>As the CEO of Oneline Health, you've identified this critical gap in patient care like we talked about and you've built Oneline Health to address it. It's that physician co-pilot, that AI co-pilot. Stepping back a little bit more, how does a leader recognize the difference between what may be a temporary frustration versus a problem that needs significant addressing and even further a problem that's worth building a company around?</p> <p>How do you discern what is temporary frustration frustrating or an inconvenience versus no this is something that we need to address and we need to address well >> right that's a good question I think for me specifically the genesis of one line came from the fact that I was personally witnessing and involved in you know patient encounters in different settings different health systems different departments and I guess a temporary fix would have been or sorry not fixed but problem would have been if it was sort of just a transient thing in one site that I was in and kind of maybe only specific to that one provider but are these issues of inefficiencies pervasive across each physician within a department even outside that department or even outside of that particular health system.</p> <p>So it was something that followed me every or that I noticed everywhere that I went. Healthcare is a really interesting industry because on the one hand we have certain surgical subsp specialties that are using the most advanced robotic tools to deliver surgery or we have the most advanced processes for drug discovery.</p> <p>And so on one hand there's certain aspects where the technological innovation is the highest possible and then there's other areas where the healthcare is significantly behind and that's a limiting factor on the administrative side and to your point there's an increasing amount of responsibility and workload that has been associated with a patient or with a physician's daily workload for the past however many years.</p> <p>and there hasn't been the compensatory support to match that increased workload, right? And that's where you see the striking numbers of physician burnout with over 50% of physicians being burnt out recent literature to I guess answer your question more directly.</p> <p>Yeah, I mean for me one line was gen was born out of identifying these inefficiencies at every place that I was at and then even beyond that having conversations with many many physicians understanding that this is has been a problem for a long time isn't sustainable to go forward and especially that was exacerbated with co and everything the acuity of care that was needed to be delivered it just heightened the need for solutions like oneline and there's been many other in the industry as well that have enabled physicians to deliver better care, reinstate the joy of medicine back to the providers with the thought process being happier physicians means happier patients.</p> <p>Um, and so it trickles down from there. Yeah, I hope that answers your question. It does and I think you brought up some unique points as well and I mean so much of of medicine is focused on innovation and we're going to dive a little bit deeper in how to do that well and I think as well as how to not how to make sure we're not doing it wrong to innovate appropriately and some things to champion there.</p> <p>I thought it was really interesting as well bringing up the subsp specialties and the use of these incredibly advanced robotic surgical tools and instruments and the ways that allows surgeons and providers to perform procedures and and reduce complications in ways that were previously thought impossible. So there's been a complete it's easy to see how those tools advance patient care. There's some skepticism when we start talking and introducing artificial intelligence into patient care.</p> <p>And we're going to dive a little bit into how to navigate some of that skepticism, some of that resistance to change later on. But before we get into that, recognizing that AI is here and it's here to stay and it's gaining in power and functionality and usage.</p> <p>How can leaders, how can clinicians and leadership ensure that there's this strategic alignment in progress that is being made in the technological capabilities of AI as with that core mission of improving patient care and improving outcomes?</p> <p>How how can we maintain that alignment, that strategic alignment that what we are innovating and how we are innovating is resulting in better patient care and not simply just allowing us to to make more money, allowing us to see really I mean everything comes down to money. So I guess how do we make sure that alignment is there? >> Yeah, that's a really loaded question. It's very challenging because the rate at which AI itself is changing and evolving is at a remarkable pace.</p> <p>Traditionally, healthcare has been very behind technologically as I was mentioning before. And so to adopt there's many reasons for that but to adopt new technology has always been a challenge let alone AI which is not fully understood as rapidly evolving handling patient data which was amongst the most sensitive pieces of data. Naturally of course there's hesitation there's fear that's associated with integrating AI solutions that are handling such sensitive data.</p> <p>as far as ensuring that there's alignment. I think the current thought process along for many health systems is slow and steady. To be honest, I'm not quite sure if there's a better approach than that at this time just because like I said, AI is changing so quickly. There's new solutions, new capabilities that are made available seemingly on a daily basis. I think firstly the attitude that like you mentioned before AI is here to stay 100% no questions about it. Is AI going to replace physicians?</p> <p>I don't think so. Maybe 100 years from now, who knows? AI certainly will empower physicians to be better, deliver better care. No questions about it. So a physician using AI will eliminate a physician not using AI, so to say. I think having the mentality of like I said understanding that AI is here to stay and that figuring out pretty much the best way to integrate it in a responsible thoughtful manner both from the health system side and from the vendor side is mandatory.</p> <p>I think everybody has the same goal, right? It's delivering better care at the end of the day. How can we improve processes so that this current healthcare model that we're in, which long-term is not sustainable, but delivering better care at a reduced cost fundamentally is the goal that I think health systems and vendors should be going after.</p> <p>And so implementing things in a step-wise manner, making sure that there's evidence to support that what a vendor is promising that they're able to deliver on and that it makes sense for a health system financially and from a interpersonal perspective making sure that any data that's generated is reproducible and delivers on moving the needle for a health system whatever their particular goals may be.</p> <p>So often times what health systems will do is just a phased approach of deployment rather than just enterprisewide. So they'll start in one department, make sure that the use case is available, make sure that everything is up to par with that particular health systems goals and standards and then expanding from there. So I think in this particular case, slow and steady is winning the race. And initially there was a lot of push back regarding AI in general.</p> <p>And I think over the past year or two there's been a lot more acceptance understanding that AI is here to stay for sure and that it is a reliable scalable tool that can be universally deployed. It's just a matter of in the right context and with the appropriate guardrails. >> Yeah.</p> <p>No, that was a loaded question and I I think that's one of my favorite parts about being the host of this podcast is I get to ask those loaded questions and then just kind of sit back and be like, "All right, now you answer it, [laughter] but I thought you did a wonderful job and I think it's especially helpful to hear and I mean obviously you have a lot of unique experience both as a from a clinical standpoint as well as the CEO of Oneline Health and the getting to engage with those interactions on introducing AI and other technological advances into healthcare in a field as we have identified that is always lagged behind and now is starting to kind of catch up a little bit in that sense of artificial intelligence and the implementation the usage of it.</p> <p>I thought it was very helpful to hear some general things and how to walk through and implement in AI and new technology but maintain that patient centered approach and as well as in doing so you're not alienating the people that are at the front lines that are having to use it which is your physicians and providers and I I thought that was really helpful and just as you were talking it just stuck out to me how much the implementation of innovation in general but in particular AI requires buyin from your big camps.</p> <p>Your it requires buyin from your administrators who must prioritize that patient centered interaction and it rep requires buyin from your frontline medical staff who naturally and are more maybe a little bit more predisposed to champion that patient centered perspective.</p> <p>And so I think that just speaks to the importance of with innovation, with AI in healthcare, you need people who have that unique combination of clinical experience and leadership experience at the table as we're making decisions, particularly when it comes to implementing new innovations because because if those perspectives are not heard, then fragmentation happens and inevitably patient care suffers and you mean you lose a lot. There's a lot to be lost whenever patients care suffers.</p> <p>Not just from a financial standpoint, but I mean from a lives standpoint in the terms of those patient care and those patients being cared for. And so we've touched on it a little bit, but I want to hear a little bit more specifically talking about clinicians who are skeptical of artificial intelligence. a unique the provider world right now has got a unique combination of individuals who still remember what it's like to to chart on paper.</p> <p>Then you have people that have never charted on anything other than an EMR and everything in between. And then with the implementation of AI, you've got people that are charting using AI and it's really beneficial. And so I'm curious, there's a wide range of people, some who are maybe a little bit more predisposed to being skeptical of artificial intelligence and than others.</p> <p>So how can clinicians and leadership navigate that resistance to change um and build confidence in AI's capabilities amongst those skeptical individuals and really how do we build confidence that AI can make an impact on the health of patients and the health of healthcare organizations? Yeah, I mean to your first point, I think skepticism is totally natural, right? I mean AI is this is probably the most pivotal moment in humanity, right?</p> <p>I mean AI is fundamentally changing not just healthcare but virtually every aspect of everyone's [snorts] day-to-day life, right? I mean, I would imagine somebody uses AI in some way, shape or form and it's only going to increase from here. So such a massive change in our times is it's natural to be skeptical, right? Like you said, some physicians are still used to charting and doing their administrative work on paper versus in EMR, right?</p> <p>That was a huge change for them, let alone AI, instruction of AI, where it's generally not fully understood, but in this context of healthcare, even less so probably. So it goes back to the original point that you made of just having that mentality of this is not something that's temporary but is here to stay and for the good, right?</p> <p>I think that physicians for better or for worse have a tendency of being stuck in their ways and they've done things for a certain amount of time a certain way and it's it's worked for them or they've made it this far. So operating with the mentality of if it's not broke, don't fix it can it's part of the reason why healthcare has lagged behind, right?</p> <p>It's there's been so much responsibility and work that's been put on the physician's plate and like I said before without the appropriate support tools to match that increase in work and so for a health system that has physicians there's providers of various levels administrative folk who don't have the same clinical knowledge and expertise or problems that a physician has on a daily basis trying to instill what they think is best not fully understanding the day-to-day workflow of a physician.</p> <p>It's it's challenging because people have different agendas. People have different motives. Some people may be financially more driven and as you said earlier, some people may be like physicians are more patient centered, right? So, yeah, I guess to to your earlier question, how can we overcome that skepticism? I think it really just comes down to data, right? Physicians and people in health care are very science-driven. Results are everything.</p> <p>It's not it's not feasible to or realistic to expect someone to overcome their skepticism of AI or anything for that matter if you're not proving to them that it's not beneficial in in some way. Right? I mean, that's how new therapies and drugs and interventions are introduced, right?</p> <p>It's not just on the promise that hey this might this might work but but needs FDA approval first like copious and copious amounts of trials and data need to be done in order to have reproducible results demonstrating that yes this in fact does work AI is no different right I mean there's no solution that will be universally applicable to everyone right but there are solutions that certainly can provide benefit to the masses of physicians of patients like I said before there's new services, vendors that are being created on a daily basis that solve specific pain points.</p> <p>I think one of the challenges for health systems is because there's so many solutions that are some targeting niche problems, some targeting more holistic solutions. The real challenge for physicians and hospital systems is being able to select vendors that are not just point solutions because then it becomes a real challenge of integrating a hundred different solutions that have very narrow use cases versus more endto-end platforms that serve more than one function.</p> <p>And yeah, >> well and I think like we said that just speaks to the importance of the go slow, take time because there's there think there's a pressure with innovation to just say hey we got to go, we got to go, we got to go. What's next? What's next? What's next? But then also like we said before to just engage those frontline staff who are going to be using the products that you're trying to implement on, hey, how does this one work? How do you enjoy this? What are the pain points of this?</p> <p>and seeking like you said to discern kind of what is the right program and the right vendors to use because because if you do the wrong one and it there's a whole host of bad things that happen as a result I mean patient care gets compromised clinicians and administrative teams don't trust each other and there's just loss of financial resources loss of time frustration across the board and then you're right back at where you the square one where you started and if anything, you're probably even a couple squares behind because other healthare systems are implementing different things.</p> <p>You're behind if another health care system is utilizing that feedback, engaging and going slow, they're going to ultimately end up further ahead than the health care system that just rapidly tries to roll out new implementation and new innovation.</p> <p>So pivoting just a little bit, we touched on this a little bit before, but I think it's important to also just kind of to bring up, we've talked a lot about AI and the implementation in healthcare and the benefits that that has primarily particularly with one health and and again oneline health. I love how you describe it as a co-pilot, how it's not replacing, not taking over that role.</p> <p>Rather, it's allowing your physicians and providers to be in a sense more human to to step and engage with their patients more, taking that administrative burden off of their backs. And so since AI and when AI can automate large amounts of this clinical workflow, what becomes the most human and as a result kind of the most irreplaceable component of health care? I I guess another way to say is how can we champion innovation while ensuring that that patient remains central.</p> <p>So what is the most irreplaceable most human component of healthcare since the implementation of artificial intelligence? >> Yeah, I mean I think it's exactly that. It's the human side of it. There's no AI that's going to be able to replace, you know, the compassion that providers are able to deliver to patients in the foreseeable future. I don't see AI being able to fully automate complex surgeries. I would say those two areas are safe for the most part.</p> <p>Again, I'm saying this in July of 2025. Who knows what it'll be like in the future. I'm sure it'll there's advancements being made every day. But as far as the most irreplaceable part, it's that interpersonal interaction that humans need, right? Everything's not an algorithm. Everything's not cookie cutter and you fit it into a box, right? There's always exceptions to the rule. There's always emotion that's involved in things. Being able to address that is paramount.</p> <p>There's no AI that's able to deliver that. Currently, one of the things that we're doing at on line is how can we eliminate all of the administrative or peripheral things that are on a physician's plate so that they can focus solely on delivering that interpersonal interaction. I mean, there's tons of literature that say that over the past recent times, patients report a lack of interpersonal connection with their provider.</p> <p>And that's one of the reasons is sorry not one of the reasons but one of the issues is that patients are going to their provider one for medical advice but two is to understand and be told confidently that everything's going to be okay and that they're being well taken care of. Right?</p> <p>So if you can enable and empower a physician to do that for a patient by taking away all of the things that traditionally bog down their day and get in the way of that interpersonal interaction, creating more trust with their patient that that is a a key driver not just for the patient and for the physician but for the health system overall.</p> <p>I mean yes healthcare is a business financially it needs to make sense and be sustainable long term otherwise the whole enterprise is at jeopardy but focusing on patient care is the central thesis for any health system and so fundamentally the goal should be like I said before for health systems and vendors to be how can we deliver better patient care and enable physicians to do so bringing the joy back to medicine with happier physicians leading to happier patients Well, Mr.</p> <p>Gil, we're grateful to for you joining us on the Clinicians and Leadership podcast and just grateful for your insights and your way that you're championing patient care and seeking to improve that and seeking to improve and bring back the joy of the medicine to those physicians and providers. And it's exciting to see the things that you all are doing out there and we're rooting for you here at the American Journal of Healthcare Strategy.</p> <p>And so before I let you go, before I let you go, I've asked you a lot of questions and picked your brain a lot includ including some big questions, some heavy hitter questions. So just last one, just a general question. We're going to end on an easy note. Just any final advice or words for of wisdom or and any big things that you would like to let other leaders in healthcare, other clinicians in leadership know? Just any final takeaways, any final key bits of advice?</p> <p>I think just reiterating what I the message I've been saying this whole conversation about having a shared common goal between health systems and vendors being improving patient care at its core.</p> <p>I mean there's never been a more exciting time in history for innovation and especially at this pace right so while we need responsible use and diligent input from physicians from admins from every opinion leader at a health system just understanding that the common goal at the end of it is improving patient care so like I said exciting times and looking forward to what one line is doing in particular but just the general healthcare industry I mean there's so many cool things going on.</p> <p>So, for me, it's a honor to participate in it, but it's also very cool to just see all the interesting things that are going on and can't wait for the future. >> Yes. And and we can't wait for the future as well, particularly the future of Oneline Health. So, Mr. Gil, thank you for joining us today on the Clinicians Leadership Podcast. And like I said, we're rooting for you all and we wish you the best. So, thank you, sir. >> Thanks, Zach. Appreciate it.</p>
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