Jason Taylor
speaker
49 appearances
2 recordings
2 series
first heard Apr 2025
last heard 19 Jan
Jason Taylor’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 1 in all, peaking in Jan 2026 with 1.
Appearances
What we don't spend a lot of time on is that the bottom 90% of these health systems and large hospitals are fairly resource strapped. They don't have big teams. They don't have big budgets. And so when change happens, even if it's positive innovation change, they don't have a lot of opportunity to chase it.
So what we're seeing this year is we're two years into this AI surge where now we've got this ubiquitous everybody must do AI. Demand for tech is rising. We've got these policy uncertainty things that are being introduced, like potential costs from tariffs, potential revenue problems from Medicaid changes that have been promised but not yet enacted.
And you find a lot of systems who have uncertain investments, not enough time to look at it, not enough people to go kind of investigate what I should be doing. And it's causing a little bit of paralysis, right? So that that's the health care provider side.
What it's doing on the tech side is causing a ton of uncertainty for a lot of very innovative, very kind of mission driven or positive minded firms with these great innovations. And they're facing a market that's kind of taking a taking a pause, catching its breath, not really buying a lot very quickly. And it's going to cause a little bit of a bubble.
There's a lot of companies with VC investment or outside investment that have expectations and milestones. And they're facing a pretty tough year as, you know, some of these firms have gone a little too fast. They've overinvested in tech for two years. Now they're sitting there with uncertainty in the market. They don't know what to do. So what we're tracking this year.
What I'm spending a lot of time on is how are these innovative, smaller health tech firms going to navigate this uncertainty, especially when the health systems themselves may not be in a position to be much use or to be very advising in that context?
Yeah. I think they are stuck to some extent and they're relying on each other, which is great. There's an awesome community in health care. They're also relying on third parties, including people like myself, to come in and help them try and navigate. But you said it right. There's actually a group, those 30 or 40 systems, they're in a position where they are overtly saying we want to fail fast.
The rest of them are in a position of saying we can't afford to fail at all. You know, if we have one project failure, it actually could turn into a full year, year and a half impact on their IT budget because that money is gone or slow or not able to deploy. The biggest problem that they have is actually spam. So if you look at, you know, I live in Los Angeles.
One of my favorite close to my heart health systems is MLK Healthcare, which is in Watts, which is a little south of where I live. And they serve a primarily Hispanic community. They've got a lot of people on Medicaid or Medi-Cal as we call it out here. And it's an underserved community. They do fantastic work, but their IT staff is anemic compared with some of the larger systems.
And the breadth of understanding that it takes those leaders to be able to get their head around 100, 120 different topics that could come at them from a digital perspective or from a health tech perspective, it's just unfathomable. They can't go from one meeting to the next and be experts at everything. And so what ends up happening is a pure kind of Maslow version, right?
They will focus on the things that must be focused on. They'll focus on resiliency. Business recovery, cyber, and then maybe they have time for one other thing. And in times like this, it's going to be something related to RevCycle where they can prove to the CFO that there's a material ROI coming out the back end.
They don't have the luxury of investing in some of the more softer return things like population health or patient access or patient experience type things. type of solutions. And so it almost creates a bigger divide, too, where you get these underserved communities, the systems serving them don't have the ability to invest.
And we could be kind of falling into this greater gap in health equity where the wealthy systems who are already serving a wealthy populace can move even faster and the underserved people become even less served if that's possible.
Yeah, and there's even a further divide, which we probably don't like to talk about all that much, which is there is a safety net system. So there's 1,200 hospitals that are critical access. They tend to be mostly rural, and they tend to be bailed out.
So we as Americans, as our system, we're not going to let those 1,200 hospitals fail because we have a lot of people in more remote or rural communities that need health care. And every time they run into trouble, there is money to go bail them out. The thing is, though, Scott, those systems serve a population that's about 81 percent white. They're not serving the people of color.
They're not serving minorities because that's not typically where minorities live. And it's the urban safety net hospitals that are going to be in kind of more trouble if this trend continues, the Grady Health in downtown Atlanta or MLK here in Los Angeles.
I think there's been a few advances or kind of investments made by some systems toward the point you just made, which is how do we change a little bit of how we approach care or the modality of care for some of those more remote communities? There's been some work done, some research that says patients that are served
in their own communities surrounded by their families and support systems tend to have better outcomes. So you've got a few people, a few systems that are investing in hybrid remote visit or hybrid telecare type of models.
And so the idea is – and there's one example that I can think of from Providence, for example, which is out of Seattle, but they serve a lot of rural Washington and surrounding states – where they're using a hybrid of telehealth to bring specialty care to the point of care to enable a responding doctor to deal with something.
The idea being if something goes wrong, the last thing we want to do is put you on an ambulance or a helicopter and move you to the big building. We want to do a better job of enabling people at point of care so that the responding physician has the support of that specialist that doesn't live there, but it is remote and it's kind of a three-legged approach to the patient.
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