< + > Building the Healthcare AI Infrastructure Needed for the Next Era of Care

In a recent video interview with Healthcare IT Today, experts from two healthcare technology companies focus on the latest happenings with healthcare AI and the IT infrastructure to support it. Harini Malik, Global Strategic Biz Dev Head for Healthcare at AMD, and Connie W. Hebert, Healthcare Chief Nursing Officer at Dell Technologies are in a position to think long-term and look at developments across a broad landscape. They bring hardware as well as software into the picture, explaining the potential in recent chip development and its relation to healthcare’s utilization of AI.

Harini lays out an “end-to-end strategy” from the edge to the cloud. On the one hand, data centers have to have a modern infrastructure to handle AI and real-time requests. But there is also AI in endpoint devices: computer vision, imaging devices, embedded clinical equipment, and more. The FDA is approving AI-assisted medical devices. Hebert cites one use case: real-time AR/VR in surgery, which has to be physically next to the surgeon.

Both leaders emphasize governance. Harini calls for a “risk-tiered governance model” that determines where to put scarce resources. The needs of different departments must be balanced against resources and constraints imposed by regulations. Hebert says that an AI governance board is important, and advises organizations not to roll out AI until the board is in place. The governing managers know what was done before, what works, and what other organizations are doing.

Harini also talks about the importance of redefining workflows, establishing baselines, and defining measurable goals: metrics such as minutes saved or claim denials reviewed. Both speakers say that every healthcare organization has different priorities and use cases for applying AI.

Ironically, Harini and Hebert say that one goal should be to reduce the number of devices in the organization. Denser, more high-performing chips should allow organizations to modernize workflows and get more done with less equipment. They need a consistent platform that supports shared data access, unified identity management, and consent management.

Hebert describes the importance of a pilot program before deploying an AI solution, not only to make sure it works, but to assess security, cost, and required infrastructure support. Dell Technologies often helps healthcare organizations with pilots like this.

The winners in healthcare, Harini says, are the organizations that have the best data and the strongest governnance, as well as a scalable compute foundation. Hebert says that AI use today is still siloed, being applied to individual use cases such as patient safety. Harini and Hebert look forward to a future where an AI-powered, intelligent operating layer encompasses the whole enterprise, optimizing resource utilization, revenue, etc.

Watch our interview with Harini Malik from AMD and Connie Hebert from Dell Technologies to learn more about how to approach your IT infrastructure in this AI world we are now in.

Learn more about AMD: https://www.amd.com/en/solutions/healthcare.html

Learn more about Dell: https://dell.com/Healthcare

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Dell Technologies is a proud sponsor of Healthcare Scene.

< + > Where Technology Belongs in Mental Healthcare—and Where It Doesn’t

The following is a guest article by Jessica Crain, Co-Founder and Chief Operating Officer at Mindful Therapy Group

A microphone in the therapy room would probably make payers happy and help clinical and billing teams sleep better at night. It would also push some clients to look for care elsewhere and some clinicians to walk away from any setting that records their sessions.

That is the reality of AI in mental health. Technology vendors promise that one more “solution” will fix access, documentation, burnout, and quality. But what I hear from our 2,500+ providers is simpler: don’t turn therapy into a permanent, machine-readable transcript just to support the system. 

Digital tools undoubtedly have a real place in this work. They can help people find quality care for their needs and help practices keep their doors open in a hostile reimbursement environment. But the closer they get to the therapy relationship itself, the more the costs start to outweigh the benefits.

Consider ambient listening and transcription tools used during therapy sessions. These products are marketed to “free” the therapist from note‑taking. In the room, patients disclose painful, personal, and stigmatized truths. Knowing that every word is being recorded changes what some are willing to say. It also keeps the provider from using their own judgment about what belongs in the medical record. This poses real privacy concerns, undermines trust, and prevents full and honest disclosure. Mindfulness in therapy is a clinician’s ability to stay present with a client’s pain without flinching or reaching for a distraction. That presence strengthens the alliance. Research consistently finds that a strong alliance between therapist and client is one of the best predictors of good outcomes across therapeutic approaches, which is the ultimate goal.

The problem isn’t just privacy or data handling, though those matter. It’s what happens to trust if the client starts to feel the real audience is the tool, not the therapist. If we are solving for human connection, why does the human need a listening device to do their job? What I hear from our own providers is that they worry any use of AI during sessions will eventually train the models that could replace them. But instead of banning every tool outright, we need to design a system that centers providers and their relationships with clients.

However, rejecting every use of AI on principle would be its own kind of irresponsibility. The administrative burden on therapists, especially those taking insurance, is heavy and rising. Payers are already using sophisticated analytics and AI to scrutinize notes and claims. If we respond with manual audits and good intentions, we will lose, and providers will absorb the cost in clawbacks, delayed reimbursement, and burnout.

This is where technology should work hard: in the plumbing, not in the room. At Mindful Therapy Group, which is overwhelmingly insurance‑based, we have seen what happens when documentation doesn’t line up with payer standards. Claims are denied, payments are delayed, and access suffers. Manual review barely kept up with audits. Today, by embedding an AI‑driven chart‑review system into our workflows and EHR, we are building toward reviewing roughly 10,000 charts a month without adding staff. 

This system never listens to sessions. It only sees signed notes, with identifiers restricted to what is necessary, and flags potential gaps between what is documented and what payers expect. Clinicians can ignore suggestions, amend notes, or simply adjust future documentation. The tool does not practice therapy or make clinical decisions. It helps defend against payer scrutiny, not to judge the quality of human work.

Admittedly, some of our clinicians felt blindsided, questioning whether AI had any place in their practice at all. Others worried that using AI to “battle” payer systems would move us further away from the mission of psychotherapy. We heard them. We created an opt‑out path, tightened how we scope and redact data, and clarified our position: if AI touches their notes, it will be in the back office, not in the room, and they have a say in how it shows up.

The line for us is this: AI belongs wherever it makes care easier to find, to pay for, and to sustain. That includes billing, claims, documentation quality, and business insight. It does not belong in any role that quietly turns human disclosure into data exhaust for a model, or that replaces the hard parts of therapy: judgment, challenge, and accountability.

Early research on consumer chatbots is already showing why that matters, with publicly available “therapy” tools endorsing harmful or ill‑advised suggestions in a significant share of distressed teen scenarios. Surveys also suggest that anywhere from one in eight to one in four adolescents are already turning to AI chatbots for mental health support, often without adults realizing. Most of these tools still lack the guardrails we take for granted in real care: reliable crisis detection and escalation, clear boundaries and disclosure that “this is not therapy,” transparent data use and storage, and any meaningful informed consent. That is a much bigger conversation, and one I suspect we will all be having as more families discover that the first “listener” their teenager turns to is not a human at all. As a parent of teens myself, I do not just think about that as an operator. I think about it sitting at the dinner table, wondering if and when I should talk to my own kids about who they are really talking to about their struggles. Whether it is a chatbot on a teenager’s phone or an audit tool in a practice like ours, the same question applies: Does this technology serve human relationships, or does it start to replace them?

Mental healthcare does not need more technology for its own sake. It needs discipline about where technology genuinely serves the work and where it distorts it. The future platforms that earn clinicians’ and clients’ trust will be the ones running on a thick layer of AI in the back office and a very thin one at the point of care. The human relationship has to stay at the center. Everything else is optional.

About Jessica Crain

Jessica Crain is the Co-Founder and Chief Operating Officer at Mindful Therapy Group, where she leads operational strategy and multi-state growth across one of the largest provider-centered behavioral health platforms in the region. Over the past fifteen years, she has built the infrastructure, processes, and teams required to scale care in a fragmented and highly regulated environment, supporting thousands of clinicians across multiple markets. With a background as a Registered Nurse at the University of Washington Medical Center, Jessica brings a grounded understanding of clinical care to her operational leadership, approaching system design through both a systems and human lens. She is particularly focused on how technology, disciplined execution, and provider-aligned models can reshape access to mental healthcare in the U.S.

< + > ECLAT Health Solutions Completes Management Buyout from Gulf Capital | Innovaccer Acquires CaduceusHealth

Check out today’s featured companies who have recently completed an M&A deal, and be sure to check out the full list of past healthcare IT M&A.

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ECLAT Health Solutions Completes Management Buyout from Gulf Capital, Opening Next Chapter of Growth

Management Buyout Follows Five Years of Partnership Marked by 10x Revenue and EBITDA Growth, AI-Enabled Payer Expansion and a 4,000-Person Global Team

ECLAT Health Solutions, a leading revenue cycle management (RCM), risk adjustment, and healthcare technology partner, today announced the completion of a Management Buyout (MBO) from Gulf Capital, one of the largest and most active private equity firms investing from the GCC to Asia. The transaction marks the close of a highly successful partnership and returns full ownership of ECLAT to its founders and management team.

Over the course of ECLAT’s partnership with Gulf Capital, the organizations worked closely to accelerate growth and build a differentiated healthcare services platform defined by scale, breadth, technology and long-term value. With Gulf Capital, ECLAT expanded its revenue cycle management service offerings and added payer-centric risk adjustment and technology solutions. This diversification, alongside continued expansion and market adoption of its leading RCM services, enabled ECLAT to grow its workforce from 450 to more than 4,000 employees across the United States, India and the Philippines, and achieve a tenfold increase in both revenue and EBITDA—representing a 75% EBITDA compound annual growth rate over five years.

“When we partnered with Gulf Capital in 2020, we had a clear vision for what ECLAT could become—and together we executed against that vision with focus, discipline and ambition,” said Karthik Polsani, Founder and Group CEO at ECLAT Health Solutions. “Gulf Capital was a true strategic partner throughout the journey, supporting us in strengthening our leadership team, expanding our capabilities and scaling the business to new levels of performance. This partnership helped transform ECLAT into a stronger, more resilient organization with a clear platform for long-term growth. As the founders and management team resume full ownership, we do so with pride in what we have built together and with great excitement for the next chapter of ECLAT’s evolution.”

Central to ECLAT’s growth is evaire, its proprietary AI and analytics platform. Powered by agentic AI and deep payer expertise, evaire enables end-to-end chart retrieval and review, risk adjustment coding, Confidence Scoring, payer analytics and more. ECLAT’s payer expansion and technology offerings—together with its core RCM services and highly qualified clinical coding teams—position the company for its next phase of growth and innovation in a rapidly shifting healthcare landscape.

“Over the past several years, we have significantly professionalized and scaled the organization—building robust operational processes, investing in talent and enhancing our service offering to better serve our clients,” said Sneha Polsani, Founder and COO at ECLAT Health Solutions…

Full release here, originally announced June 9th, 2026.

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Innovaccer Acquires CaduceusHealth to Make Revenue Cycle Autonomous

Innovaccer’s Fifth Acquisition Expands Flow Suite to Deliver End-to-End Revenue Cycle Operations for Ambulatory Care

Innovaccer Inc., a leading healthcare AI company, today announced the asset acquisition of CaduceusHealth, a nationally recognized revenue cycle management services provider. The acquisition expands Innovaccer’s Flow suite to full-stack revenue cycle capabilities, making Flow the first AI-native platform that unifies scheduling, patient engagement, and end-to-end revenue cycle management into a single operating layer for ambulatory care. This marks Innovaccer’s fifth acquisition and establishes Innovaccer as the leading AI company delivering a comprehensive agentic stack for health systems and provider groups.

Ambulatory practices, from primary care to specialty and multispecialty groups, are operating on infrastructure built for a pre-AI era. Manual workflows, fragmented systems, and human-intensive processes are compressing margins at exactly the moment when AI-native alternatives are becoming available. Healthcare providers face record rates of denials. Industry data suggests almost $20 billion is lost annually to avoidable denials alone and up to 65% of denials are never resubmitted because most providers simply lack the time and resources to fight back. Consolidation is accelerating, and the window for independent practices to modernize on their own terms is narrowing.

Founded in 1997, CaduceusHealth has spent nearly three decades managing the full complexity of provider billing, claims, and denial resolution across thousands of practices, dozens of specialties, and every major electronic health record system.

The acquisition accelerates Innovaccer’s Flow suite, bringing CaduceusHealth’s deep ambulatory RCM expertise and client relationships directly into Innovaccer’s agentic revenue cycle platform. CaduceusHealth’s U.S. based team serves nearly 4,000 providers and manages $5 billion in gross patient charges annually for leading healthcare organizations. The combination means ambulatory networks will no longer have to choose between human expertise and the scalability of AI automation. They get both on a single platform.

“We started Innovaccer with the belief that the people who went into healthcare didn’t sign up for administrative work,” said Abhinav Shashank, Co-Founder and CEO at Innovaccer…

Full release here, originally announced May 21st, 2026.

< + > Epic Shares Details for First ERP Application in EpicOps

One of the biggest announcements at last year’s Epic UGM was Epic’s decision to develop a fully native ERP application as part of the Epic software suite.  Epic has now taken the next step and shared information on the Teamwork Staff Scheduling application that has been rolled out in the EpicOps ERP solution.

To learn more about Epic’s efforts in the ERP space, Healthcare IT Today chatted with Aparna Sridhar, VP of EpicOps at Epic.  Check out our interview below to learn more.

Why did Epic decide to start creating ERP software that’s on the same system as the Epic EHR?

Aparna: Customers asked us to! Back in 2023, when I was a developer for patient scheduling, I was helping automate provider clinic schedules. Customers always asked, “What about providers who have clinic time, and round in the hospital, and do surgery?” For academics, that also includes accounting for training and research time. With workforce shortages, creating these schedules was a huge administrative burden—filling tens of thousands of shifts every staffing cycle and manually balancing department rules and clinician preferences. Additionally, customers needed several systems to be able to schedule different types of staff—like providers, nurses, and support staff—but none of those systems could integrate with their Epic assignment workflows.

So we created Teamwork to help organizations automate their staff scheduling in one place, using clinical data that already exists in Epic. In addition to staff, Teamwork can also handle scheduling for space, like exam rooms. We released that in November 2024 just as supply shortages, huge spikes in supply costs, and Medicaid cuts took hold; health system operating margins were running very thin, and our customers needed our help to run a lean and efficient operation.

We bring a focus on healthcare and deep integration across the health system that’s unique in the ERP market. So to help our customers, we’re moving forward to create EpicOps—a complete ERP suite built for healthcare.

You’ve rolled Teamwork Staff Scheduling as the first application in the EpicOps ERP, what are some of the main features and functions in Teamwork?

Aparna: Schedulers can use Teamwork’s Staffing Board to build a schedule, or they can let the Auto Assign feature generate a draft automatically—one that accounts for scheduling rules, staff capacity, and shift targets. Depending on the size and complexity of a schedule, that can save hours or even days of work per cycle.

Staff members can use the Shift Marketplace to check their schedule and swap or fill open shifts on the same device they’re already using for their other workflows in Epic. Nurses can self-schedule by signing up for shifts directly, and Teamwork also integrates with patient assignments, cross-unit staffing, float pool management, and census and workload predictions, so organizations can move nurses to where they’re needed at any given time. All that shift data feeds into other Epic workflows in real time—syncing with physicians’ Cadence scheduling templates, populating the On-Call Finder, updating statuses in Secure Chat, and keeping Urgent Care wait time predictions accurate.

Another major component of Teamwork is the Room Tracker, which helps schedulers monitor exam room schedules and track how room plans compare to actual utilization, so they can allocate space and time more efficiently.

Describe some of the benefits of having the EpicOps ERP solution in the same system as the EHR and other related functionality in Epic.

Aparna: Three things stand out:

4. • Faster care coordination with lower administrative effort—updating the on-call schedule for clinicians in real time is better for patient care because it improves care coordination, and clinicians love the ease of use.
   • Fully integrated supply chain—forecasting future needs based on upcoming case history takes the guesswork out of ordering, so health systems don’t end up wasting supplies or delaying patient care due to inventory gaps.
   • Financial data and clinical data all in one place. Health systems can consider cost within the context of clinical outcomes for better operational decision making.

Here’s another big advantage of a fully integrated supply chain: With a fully unified Item Catalog across the entire healthcare organization, recalls flagged at one site instantly reach other sites, alerting surgical staff and protecting patients while making it easier to replace the recalled items with approved substitutes.

Healthcare organizations continue to face tight operating margins and workforce and supply shortages. Operating more efficiently is more important than ever. That’s what EpicOps is all about.

What have been some of the results of having Teamwork for those healthcare organizations that are already using it?

Aparna: We’ve heard from early adopters that Teamwork helps them handle administrative overhead more efficiently and give clinicians more time to focus on patients. Building provider schedules is significantly faster. On-call updates that might have taken nearly an hour now happen right away. One organization was considering constructing more space, and with Teamwork they realized that they could continue serving their patient population by finding and using empty exam rooms more easily.

What’s the rollout plan for Teamwork for other Epic organizations that may be interested in it? 

Aparna: Our first five organizations are live and 11 others are actively installing, and so far, those installs have all gone smoothly—they’ve consistently finished on time and under budget, so we’re confident in expanding at a steady pace.

Teamwork already has a global footprint, and we’re expanding that with groups in the United Kingdom. When we implement Teamwork, we do so in waves of health system staff roles. The first roles usually go live in 3-4 months, and all roles are live in about 6-12 months.

What are the next areas of ERP that Epic plans to tackle after Teamwork?  What’s the future ERP roadmap look like? 

Aparna: The next EpicOps module, Time and Attendance, helps manage how staff hours are recorded, verified, and paid. The first organizations to use it will begin installing this fall and plan to go live in 2027. We expect it’ll reduce manual work on both ends of the payroll process. It creates staff timecards populated with scheduled shift information and adapts to changing situations: if a nurse floats to a different department, the right cost center is assigned automatically. And when a nurse steps away for a break, we can route coverage to another nurse and track time accordingly. Managers will be able to review and approve time logs with confidence that the data is already accurate.

In early 2027, we plan to release Credentialing and Cost Accounting. Credentialing will reduce the time it takes to onboard new providers and maintain credentials on an ongoing basis. Cost Accounting will connect operational spending to clinical outcomes, giving leaders a clearer idea of what procedures cost and how those costs correspond to patient outcomes.

Later in 2027, EpicOps will expand support for supply chain management—including inventory, procurement, and vendor management—alongside additional financial functionality: general ledger, budgeting, and accounts payable. Our plan is for EpicOps to ultimately bring workforce, supply chain, and financial management into a single healthcare-focused platform.

Does Epic plan to build out all of the ERP functions so a healthcare organization can replace their ERP or are there areas that Epic doesn’t plan to do that an organization will still need the ERP?

Aparna: EpicOps is made up of six applications: Teamwork, Credentialing, Cost Accounting, Supply Chain, Financials and Workforce (HR & Payroll).

Teamwork, Credentialing, and Cost Accounting can be installed as add-ons that can work alongside both their Epic system and their existing ERP. For example, Teamwork can send time and attendance data to a health system payroll system.

Supply Chain, Financials, and Workforce are designed to give health systems end-to-end ERP support with a healthcare focus and native Epic integration—these are meant to replace, rather than supplement, a general-purpose ERP.

Some scenarios will be supported over time, but not in the initial release. Health systems that share an ERP infrastructure with a university, for example, will need additional functionality like support for academic program management. Similarly, ERP support for standalone health plans, diagnostics, pharmacy, and other allied healthcare areas is part of our longer-term vision.

< + > What to Look For in Revenue Cycle Management Solutions for Radiology Practices

The following is a guest article by Healthare Administrative Partners

Radiology practices face mounting financial pressure from declining reimbursement rates, rising claim denials and increasingly complex billing regulations. These challenges require specialized billing expertise. Selecting the right revenue cycle management (RCM) partner can make the difference between stability and operational strain.

Why Specialized RCM Is Critical for Modern Radiology Practices

Radiology billing demands expertise that generic RCM services lack. The specialty involves complex imaging-specific coding, payer policies unique to diagnostic procedures and frequent regulatory changes affecting reimbursement.

Radiology practices commonly face several pain points that specialized RCM directly addresses:

• Declining reimbursement rates: Payer policies continue to tighten, reducing payment amounts for common imaging procedures.
• High claim denial rates: Complex coding requirements and prior authorization rules result in frequent rejections.
• Complex coding for radiology procedures: CPT codes for imaging studies require modifiers and documentation that generalist billers often mishandle.
• Administrative burden of in-house billing: Managing billing staff, staying current with regulations and handling appeals consumes valuable time and resources.
• Lack of visibility into financial performance: Without proper reporting systems, practices cannot identify revenue leaks or denial patterns.
• Keeping up with changing regulations: Compliance requirements shift constantly, creating legal and financial risk for practices that fall behind.

While some companies use software to navigate these challenges, others will use services.

Key Criteria for Evaluating Radiology RCM Vendors

When comparing potential partners, practice administrators should focus on certain capabilities that directly impact outcomes and operational efficiency.

Maximizing Financial Performance and Reimbursement

A quality partner should demonstrate proven ability to increase collections and reduce revenue leakage. Look for those who emphasize denial reduction strategies, aggressive AR follow-up and systematic claim scrubbing before submission.

The best providers track metrics like clean claim rates and collection timelines, using this data to continuously improve performance. Ask potential partners for examples of how they have increased collections for similar organizations.

Ensuring Coding Accuracy and Regulatory Compliance

Expertise in radiology-specific procedures is nonnegotiable. Your partner should employ certified coders who specialize in imaging and stay current with CPT, ICD-10 and modifier requirements.

Compliance knowledge protects your organization from audits, penalties and demands for overpayment recovery. Verify that the company has established quality assurance processes, regular audits and ongoing staff education programs to maintain accuracy as regulations evolve.

Evaluating Technology and Workflow Integration

Strong reporting and analytics capabilities provide the visibility you need to understand performance, identify denial trends and make informed decisions.

Evaluate how well the partner’s processes and technology integrate with your current workflow while maintaining operational continuity and minimizing staff retraining needs. Seamless integration with your existing practice management and radiology information systems ensures smooth operations.

Prioritizing Client Support and Partnership

The ideal partner acts as a strategic collaborator invested in your financial performance. Look for dedicated account management, responsive support teams and transparent communication about your results.

A collaborative relationship means the company proactively identifies issues and adapts its approach to your specific needs. Client references and satisfaction scores can reveal how well a company delivers on its promises.

The Best Radiology Billing Companies for 2026

The following radiology revenue cycle management vendors comparison review offers a starting point for your research. These companies have established strong reputations for serving imaging organizations.

1. Healthcare Administrative Partners

Healthcare Administrative Partners specializes in radiology and medical imaging, offering comprehensive RCM through physician practice coding and billing services, compliance-driven processes and consulting. Its partnership approach earned the team a 98.6% client score for professionalism. This reflects the company’s commitment to high-touch service and collaborative relationships that help maximize revenue while maintaining regulatory adherence.

Key features:

• Radiology-exclusive focus
• Compliance-driven process
• Partner-centric support

2. Hawthorn Physician Services

Hawthorn Physician Services provides revenue cycle management across multiple specialties, including radiology groups seeking comprehensive billing support. Its service model combines operational expertise with financial consulting to help healthcare providers optimize collections and streamline operations. The company’s multi-specialty approach allows it to serve organizations with diverse service lines beyond imaging.

Key features:

• Multi-specialty expertise
• Practice management
• Financial consulting

3. Acclaim Radiology Management

Acclaim Radiology Management specializes in diagnostic imaging centers and radiology groups, delivering billing services tailored to imaging facilities. Its offerings include credentialing support and MIPS reporting assistance, helping organizations navigate quality payment programs. The company serves both hospital-based and independent diagnostic facilities with specialized billing knowledge.

Key features:

• Imaging center billing
• Credentialing services
• MIPS reporting

Frequently Asked Questions

Below are some common questions to consider when researching revenue cycle management solutions.

What is the difference between RCM software and an RCM service provider?

Revenue cycle management software provides tools for your internal team to use for billing and claims processing. An RCM service provider handles the entire billing cycle, assuming responsibility for outcomes with the company’s experienced personnel.

How long does it take to switch RCM vendors?

Most changes take 60 to 90 days to complete. An RCM vendor can make this transition smooth by following best practices and keeping up-to-date documentation for further changes.

What KPIs should you track for the revenue cycle?

Essential metrics include days in accounts receivable, clean claim rate, denial rate and collection rate. These KPIs help identify problems before they impact your cash flow.

Choosing the Right Financial Partner for Your Practice

Selecting a revenue cycle management partner represents a strategic decision that affects your financial health for years to come. Use these evaluation criteria to assess potential vendors based on their ability to address radiology-specific challenges. Take time to thoroughly examine each candidate’s expertise, technology capabilities and commitment to partnership before making this important choice.

Healthcare Administrative Partners is a proud sponsor of Healthcare Scene.

< + > This Week’s Health IT Jobs – June 24, 2026

It can be very overwhelming scrolling through job board after job board in search of a position that fits your wants and needs. Let us take that stress away by finding a mix of great health IT jobs for you! We hope you enjoy this look at some of the health IT jobs we saw healthcare organizations trying to fill this week.

Here’s a quick look at some of the health IT jobs we found:

• Health Admin Services Analyst – Accenture
• Chief Information Officer – CONMED Corporation
• Patient Financial Representative Senior – Patient Financial Services – CHRISTUS Health
• VP IS Business Operations – Children’s Health
• ROI Medical Records Specialist – MRO
• Patient Advocate Data Entry I – Myriad Genetics
• Medical Revenue Specialist – Preston Hollow Psychiatry Group
• Privacy Analyst I – R1 RCM
• Community Health Worker (NCOR) – Arkansas Children’s
• Patient Care Representative – Sentara Health
• Implementation Specialist – CuraLinc Healthcare
• Epic Analyst – Revenue Cycle – HTC Global Services
• Community Health Worker – Hackensack Meridian Health
• VP, Data Sciences – Waystar
• Patient Service Representative – Tenet Healthcare
• Population Health Specialist I – Network Health WI
• Regional Director, Healthcare Technology Management – Community Health Systems
• Medical Records Specialist – Genpact
• Virtual Chief Information Officer (vCIO) – Healthcare – Meriplex
• Director – Information Systems Analytics & Reporting – Woman’s Hospital

If none of these jobs fit your needs, be sure to check out our previous health IT job listings.

Do you have an open health IT position that you are looking to fill? Contact us here with a link to the open position and we’ll be happy to feature it in next week’s article at no charge!

*Note: These jobs are listed by Healthcare IT Today as a free service to the community. Healthcare IT Today does not endorse or vouch for the company or the job posting. We encourage anyone applying to these jobs to do their own due diligence.

< + > How Healthcare Analytics Dashboards Lose Operational Clarity: The Hidden Cost of Metric Inflation

The following is a guest article by Tanya Amar, Senior BI & Insights Analyst at eHealth

Picture this: you’re a data analyst leading a dashboard project for a major healthcare organization. The goal is straightforward: build a dashboard that tracks operational KPIs such as patient satisfaction, appointment utilization, patient access trends, and operational efficiency.

You build the first version and walk a few operational stakeholders through it. At first, the conversation goes exactly as expected. Stakeholders provide feedback and suggest adjustments.

Then the requests start growing.

One stakeholder asks for appointment utilization to be broken down further by region. Another wants patient access metrics segmented by service line to better understand scheduling bottlenecks. Someone else asks whether referral trends can be layered into the dashboard to better connect operational performance with patient intake patterns.

Then marketing joins the discussion. They want visibility into outreach campaign performance, referral source trends, and patient acquisition patterns alongside the existing operational metrics. Additional filters are suggested. New dashboard views are proposed.

Eventually, the dashboard starts drifting from its original purpose.

If you work in analytics or regularly rely on dashboards within a healthcare organization, this probably sounds familiar.

Over time, dashboards can become crowded with competing metrics, filters, and conflicting priorities. The result is often the opposite of what the dashboard was originally designed to achieve: operational clarity.

Over time, healthcare analytics dashboards can gradually become overloaded as new metrics, filters, breakdowns, and stakeholder requests continue accumulating.

When Dashboard Clutter Starts Affecting Decisions

Operational dashboards are expected to support fast and focused decision-making. As dashboards become increasingly crowded, teams can spend more time interpreting information than responding to it.

In healthcare environments, where speed and accuracy directly influence operational outcomes, that loss of clarity can become especially problematic.

The issue is not simply visual clutter. Over time, metric inflation can affect how organizations interpret priorities and respond operationally.

Why Well-Intentioned Dashboards Become Overcrowded

Part of the challenge is that dashboards rarely become overcrowded because of poor intent. In many cases, the opposite is true. The requests driving expansion are often thoughtful, relevant, and operationally useful.

Most of the requests being made are not unreasonable. The problem is usually created collaboratively through a series of well-intentioned additions that accumulate over time.

Every new metric feels valuable, and teams naturally want dashboards to answer more operational questions.

Once a KPI is added, organizations rarely want to remove visibility into it. Additional drilldowns and filters are introduced in an effort to extract more insight from the same report.

Over time, dashboards gradually evolve into catch-all reporting spaces.

Different stakeholders want visibility into the metrics most relevant to them. As more perspectives are added, dashboards can slowly lose the focal clarity that originally made them effective.

Overcrowded dashboards are often the result of expanding visibility without clear prioritization.

Designing for Operational Clarity

Avoiding dashboard overload is often less about tracking fewer metrics and more about how operational dashboards are structured, prioritized, and used.

In my experience, three principles can help maintain clarity while still supporting meaningful operational insight.

Anchor Metrics to Decisions

Every metric on an operational dashboard should answer a simple question: what decision is this helping someone make?

That is very different from asking whether a metric would simply be interesting to track.

Operational dashboards are designed to support timely, focused decision-making rather than display every measurable data point.

Separate Exploratory Analytics from Operational Reporting

Stakeholders naturally want to investigate why certain KPIs are changing through additional segmentation or filters.

Exploratory analysis remains valuable, but not all of that work belongs inside a frontline operational dashboard.

Operational dashboards provide quick visibility into priorities and performance, while exploratory analytics support deeper investigation. Combining both into a single reporting environment can gradually reduce clarity and usability.

Use Visual Hierarchy Intentionally

Not every metric within a dashboard should carry equal visual prominence. In operational reporting environments, dashboards are often used to support fast and accurate decision-making, which means users need clear visual focal points that help direct attention toward the indicators that matter most.

Critical metrics should stand out clearly, while supporting metrics remain secondary.

Without visual prioritization, dashboards can begin presenting every metric as equally urgent, making it harder for teams to identify where attention is actually needed.

Visual hierarchy also affects usability. As dashboards expand with additional filters, calculations, and supporting tables, reporting environments can become slower and more difficult to navigate.

Maintaining Clarity Over Time

Principles alone are not enough. Maintaining clarity over time also requires governance, alignment, and ongoing operational discipline.

Part of that starts with metric ownership. Clear ownership around KPIs and reporting structures makes it easier to evaluate why metrics are being added and whether they continue to support operational goals.

Stakeholder alignment matters as well. Without shared expectations around dashboard purpose and decision context, reporting environments can gradually expand in conflicting directions.

Review processes and periodic KPI reassessments can help too. As reporting needs evolve, they allow organizations to stay focused. Like operational products, dashboards require prioritization and occasional simplification to remain effective.

Without that level of governance and prioritization, dashboards can gradually expand faster than organizations can meaningfully interpret the information being presented.

More Information is Not the Same as More Insight

Healthcare environments are inherently complex, and dashboards can play an important role in supporting operational decisions when they remain clear, focused, and actionable.

That requires thoughtful simplification, intentional prioritization, and a willingness to resist continuous expansion simply because more data is available.

More data does not automatically create more insight. In many cases, it creates more confusion, slower interpretation, and additional operational friction.

If healthcare organizations want teams to respond quickly and confidently in high-pressure environments, dashboards should reflect organizational priorities rather than compete for attention.

The most effective dashboards are often the ones that preserve clarity as complexity grows around them.

About Tanaya Amar

Tanaya Amar is a data and analytics professional with experience building enterprise analytics infrastructure and AI-driven decision systems across healthcare, insurance and technology organizations, including eHealth, Align Technology and CVS Health. Her work focuses on strengthening trust, governance, and transparency in data-driven decision-making.