Dr. Rob Bart

And then also working on let's take a single thesis of if if UPMC has this challenge in health care delivery, then the assumption is other health care systems must have it because we are more like other we should be more like other health care systems, not that unique.

And then using that thesis, let's go solve our problems, knowing that those problems exist elsewhere.

And we could become a launching pad for entities who have that same sort of thought.

And so we've matured that over the eight plus years that I've been here at UPMC.

And certainly I'm a small component of this, but I think that it's shown in how enterprises continue to grow and continue to lead sort of the investment side that many healthcare systems have now developed.

I think one of the more recent things, the seed funding for a bridge came from UPMC.

And so I think overall, I mean, UPMC has had some successful opportunities, but in the modern day, a bridge is clearly one of the more successful in the ambient listening space out in the market today.

And that just goes to the structure and the talent.

The other thing I would add to that that sort of feeds into this is because UPMC has that history, we tend to attract clinicians, particularly physician clinicians, who have a very strong leaning towards innovation and inventiveness.

And I can tell you, having talked with many of these physicians, that it's 90% wonderful and 10% somewhat challenging because we can't go and execute on every single idea.

I think the changes have to do with how technology is going to change.

One of the things I'm not a fan of, and I think you're similar to this with me, Ed, when a new idea comes along, it seems like, okay, we need a new person in the C-suite.

So let's go get a chief, like a decade ago, let's get a chief digital officer.

Okay.

Right.

You know, and then, you know, a few years, a couple of years after that, it's like we all need chief data officers.

And you and I know that these are just tools.

And each of us needs to become very well enabled in how to leverage those tools to become solutions for what we do.

And, you know, now it's like, oh, you need a chief AI officer.

And what I tell what I've recently tell people is, do you think that when the telephone became integral to delivering care that health care systems had chief telephone officers?