Wednesday, July 8, 2026

< + > Unlocking Capabilities in Revenue Cycle Management with Generative AI

AKASA focuses on the revenue cycle and on improving billing so that hospitals are fully paid for their services. Although the company has been doing this for quite a while before generative AI became feasible, CEO and Cofounder Malinka Walaliyadde has seen that LLMs “unlock capabilities in the revenue cycle that weren’t available before.”

In a recent interivew with Walaliyaadde, we talk about the emerging crisis in coding and billing. Walaliyadde says that the highly trained workforce is “aging out” and that providers can’t find new people fast enough to replace the ones who leave. At the same time, health care problems are growing, requiring more diagnoses and billing. This is a challenge for healthcare organizations where good revenue cycle management is the key to their financial success.

AI, therefore, when implemented properly can “capture the patient story” and improve an organization’s revenue despite all this added complexity.  Walaliyadde notes that the patient record now has an average of 60 documents and is 50,000 words long and so its no wonder that humans have a hard time coding it properly.  It’s the perfect opportunity for generative AI and LLMs though.

AKASA tunes their LLM for each institution in order to handle the particular needs and complexities of that provider. Some clients are having all hospital billing reviewed by the AI model, which Walaliyadde calls an “AI copilot.” But a human always reviews the results. Walaliyadde expects a human in the loop continuing to be important for certain types of work, while other types of work will progress to autopilot.

Check out our interview with Malinka Walaliyadde from AKASA to learn more about how they’re applying the latest generative AI and other technology to improve revenue cycle management efforts.

Learn more about AKASA: https://akasa.com/

Listen and subscribe to the Healthcare IT Today Interviews Podcast to hear all the latest insights from experts in healthcare IT.

And for an exclusive look at our top stories, subscribe to our newsletter and YouTube.

Tell us what you think. Contact us here or on Twitter at @hcitoday. And if you’re interested in advertising with us, check out our various advertising packages and request our Media Kit.

AKASA is a proud sponsor of Healthcare Scene.



< + > Beyond the Individual: A FHIR – Based Family Health Record (FHR) Framework – Closing the Gap Between Personal and Population Health

A New FHIR-Based Framework Proposes Treating the Household and Community – Not Just the Individual – as the Fundamental Unit of Healthcare

The following is a guest article by Saikrishna Kavali, Health Informatics at Sacred Heart University

Just imagine: it’s the summer of 2021, and COVID-19 is moving through your home one family member at a time. Despite taking every precaution – wearing masks, maintaining distance, constantly washing hands – the virus still spreads through the household in a domino-like sequence. It leaves you asking a frustrating question: if everyone followed the guidelines, why was the healthcare system unable to recognize or respond to the household itself as a connected risk environment?

Saikrishna Kavali, a health informatics researcher at Sacred Heart University, experienced this reality firsthand. But instead of viewing it as simple bad luck, he began examining a larger issue within healthcare technology: why can modern healthcare systems monitor individuals so effectively, yet fail to recognize the shared environments where disease transmission actually occurs? Why are family members treated as completely separate records inside disconnected systems when they share the same air, living space, routines, exposures, and daily interactions?

The problem extends far beyond COVID-19. Similar patterns emerge during influenza outbreaks, RSV surges, Hantavirus exposure events, foodborne illness clusters, and virtually every large-scale infectious disease emergency or future pandemic scenario. In many cases, the household becomes the first and most important transmission network, yet healthcare interoperability frameworks still lack a formal mechanism to model that relationship. Those questions ultimately became the foundation for the Family Health Record (FHR) – a Fast Healthcare Interoperability Resources (FHIR)-based interoperability framework designed to bring household-level intelligence into the core architecture of modern healthcare IT.

The Gap No One Talks About

Health IT has two well-established domains. On one end, you have individual Electronic Health Records (EHRs) – detailed, patient-by-patient records of diagnoses, medications, labs, and care plans. On the other end, you have population health systems: immunization registries, syndromic surveillance, community-level analytics. Somewhere in between sits a layer that informatics has largely ignored: the household.

The home is where disease spreads. It’s where chronic illness risk accumulates across generations. It’s where food gets bought, stress gets shared, and medications get stored (or left unsecured). And yet no standardized clinical infrastructure exists to treat the household as an actionable health entity.

I identified seven specific gap domains that the Family Health Record is designed to address – from intra-household infection transmission to cross-member medication safety, from shared social determinants of health (SDOH) to family-physician care coordination. Each gap is real, measurable, and currently unaddressed in mainstream health IT.

How the FHR Actually Works

The framework is built on HL7 FHIR R5 – the same standard that underlies modern EHR APIs and is mandated by the 21st Century Cures Act. Rather than replacing existing EHR systems, the FHR sits as an interoperability layer on top of them.

At its core is a “Household Group” FHIR profile, a defined resource that links co-resident family members through a shared entity. Think of it as an anchor that connects individual Patient resources through validated co-residence, family relationships, and shared clinical context. From there, several interconnected layers make the system work in practice:

Figure 1. The FHIR-Based Household Intelligence Framework — showing how data flows from individual clinical sources and wearable devices, through a FHIR integration layer, into a household intelligence engine that powers clinical decision support, family-centered care planning, and early warning systems

The architecture, illustrated above, organizes around three core tiers. At the bottom, data flows in from individual clinical records, wearables, household context, and SDOH sources. A FHIR-based integration layer normalizes and links that data through standardized resources including Patient, Group, Observation, MedicationStatement, and CarePlan. Above that sits the Household Intelligence Layer — where the real clinical value emerges.

That top layer includes five engines: A Cross-Member Risk Engine that propagates risk alerts across household members; a Family History Enrichment Engine that validates and updates longitudinal family history from actual clinical records; a Household SDOH Risk Scoring module; a Wearable Correlation Engine that detects patterns across multiple members’ sensor data; and an Infection Propagation Model for real-time within-household transmission monitoring.

Clinical applications sit at the top: Medication safety alerts, shared care planning, household-level population health insights, and early warning systems for infection spread. The system is designed to surface as CDS Hooks directly inside EHR workflows. So, physicians get household-level context without ever leaving their current tools.

An AI Layer Built for Real Privacy Concerns

Kavali’s framework doesn’t shy away from the analytics possibilities, but it also doesn’t gloss over the risks. The AI component uses a federated learning architecture: models train locally on de-identified household data without centralizing raw patient records anywhere. Only model weight updates, not the underlying data, move to an aggregation server.

This approach enables three major analytics pipelines: intra-household infectious disease transmission modelling, familial chronic disease risk stratification using genetic proxies and shared behavioral inputs, and household medication safety surveillance. Each output is represented as a standard FHIR resource – RiskAssessment, Communication, ServiceRequest – so it integrates naturally into existing workflows.

Consent governance is equally central. Every household member must individually consent, and that consent can be scoped by data category or recipient. Dynamic revocation cascades immediately through all linked records, with full audit trails.

Expert Perspective: Real Promise, Real Challenges

The framework has attracted attention from health IT practitioners who see genuine clinical value in the concept, and equally genuine implementation complexity.

Industrial experts, health IT practitioners, and FHIR specialists who reviewed the work offered substantive feedback that cuts to the heart of what will make or break real-world deployment:

FHIR Specialist’s feedback highlights an important reality in healthcare interoperability: the vision is powerful, but operationalizing it at scale is extremely complex. He’s essentially saying that connecting household-level intelligence across EHRs, wearable devices, care teams, and social risk systems would require far more than just a FHIR framework – it would demand enterprise-grade integration infrastructure, continuous data normalization, advanced terminology management, and scalable real-time analytics.

At the same time, his comments reinforce the strength of the idea itself. By suggesting expansion beyond households into workplaces, offices, and shared environments, he’s recognizing that the concept has the potential to evolve into a broader contextual interoperability model — one capable of redefining how healthcare understands transmission risk, environmental exposure, and coordinated care across connected human ecosystems.

In a deeper discussion, a few of the FHIR Interoperability specialists’ points touch on what practitioners know from hard experience: FHIR integration is never as clean as a diagram makes it look. Building and maintaining transformation pipelines for legacy HL7 v2 data, managing real-time wearable streams that don’t conform to event-driven architectures, and assembling the full CareTeam resource ecosystem are months-long efforts with long tails of ongoing maintenance.

His suggestion about expanding beyond households into workplaces, offices, shared kitchens, and clinical team pods is particularly interesting. The same architectural logic that applies to co-resident households applies equally well to any defined co-exposure environment. A restaurant kitchen crew tracking shared respiratory illness. A nursing home ward. A sports team. The FHR framework’s underlying Group-based model could theoretically support all of these with relatively modest profile extensions.

The Road Ahead: Four Phases to Real-World Impact

Kavali maps the FHR from concept to national implementation across four phases: a foundation phase (Years 1–2) to draft and ballot an HL7 Implementation Guide, a pilot phase (Years 2–3) deploying at academic family medicine practices, a scale phase (Years 3–4) activating AI pipelines and integrating with Electronic Health Records like Epic and Oracle Cerner, and a nationalization phase (Years 4–5+) pursuing HL7 normative ballot status and international adaptations.

He’s candid about the limitations: the framework is conceptual. The multi-patient SMART on FHIR authorization extension it depends on doesn’t fully exist yet. AI models will need simulated datasets before real household health records exist in sufficient volume to train on. And legal frameworks for household-level clinical decision support will require careful analysis before institutions can adopt them.

But the regulatory infrastructure – the 21st Century Cures Act, SMART on FHIR, CARIN Blue Button, the Gravity SDOH IG – is already in place. The FHIR R5 resource model already supports the composition this framework requires. And the clinical need, as COVID illustrated in painful household-by-household detail, is undeniable.

Why This Matters for Healthcare IT

The FHR isn’t asking health IT to rebuild from scratch. It’s asking the field to look at what already exists from a different dimension – FHIR R5, CDS Hooks, consent frameworks, wearable data APIs – and connect them in a way no one has formally specified before.

That’s a harder problem than it sounds. As peer review makes clear, the complexity lives in the integration layer: the pipelines, the terminology services, the real-time data streams, the governance models. Getting that right will require collaboration across EHR vendors, standards bodies, payers, and care delivery organizations.

But the vision is worth pursuing. Family physicians have always known, intuitively, that their patients’ health is inseparable from the health of their households. It’s time the systems they work in started reflecting that reality.

About Saikrishna Kavali

Saikrishna Kavali is a health informatics researcher at Sacred Heart University in Fairfield, Connecticut. His work focuses on FHIR-based interoperability frameworks, family health informatics, and translational digital health.

Peer Review Note

The author gratefully acknowledges the substantive review comments by Interoperability Subject matter experts, Health IT Practitioners, and FHIR Specialists, whose critique on integration complexity, terminology requirements, and the potential application of this framework to non-household co-exposure environments meaningfully enriched this discussion.

Disclosure: The author declares no conflicts of interest. No external funding was received for this work.



< + > This Week’s Health IT Jobs – July 8, 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:

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.



Tuesday, July 7, 2026

< + > The Power of Voice AI Agents in Automating RCM

In the not-too-far future, as envisioned by Sam Schwager, Co-Founder and CEO at SuperDial, most revenue cycle management (RCM) will be handled by an AI agent at the provider that communicates with an AI agent at the payer. SuperDial is on that path, handling large numbers of billing calls with its voice agent.

SuperDial entered the AI space in an unusual way. They were an RCM company themselves, focusing on behavioral health, and realized they could not grow unless they could automate the calls during which human agents would spend hours on hold and conduct “the same conversation 40 different times a day.” After successfully building the voice agent for their own needs, they started marketing their AI voice agent to other RCM vendors about two-and-a-half to three years ago. Their AI agents have now conducted more than seven million calls for their clients.

The benefits are experienced by providers and payers alike: faster payments and less overhead. In our interview, Schwager assures listeners that humans will still be needed for RCM. For example, many claims are currently abandoned because of complexities; these claims can now be examined and resolved by humans whose time was previously tied up calling payers.

SuperDial started by supporting smaller RCM organizations as clients and can now serve partners of any size. One customer mentioned by Schwager came to them with a backlog of 70,000 claims that the provider was behind on.  Once they partnered with SuperDial, they were able to get through those claims in a couple of weeks. Plus, now SuperDial is integrated into the provider’s claims process going forward so they can avoid that kind of backlog in the future.

SuperDial has also expanded to look at payer portals and policy documents. Often an AI agent will prepare for a call by examining these sources in order to provide a better interaction.

Some partners also use SuperDial’s voice agents for other purposes since it can be used for both outbound and inbound calls. For instance, payers are interested in using the agents to call providers to ensure provider directory information is up to date.

Schwager also noted that many potential standards are being developed to make agent-to-agent interactions more efficient.  He looks forward to using these standards as they become fully developed.  This type of payer-agent to provider-agent interaction could unlock a lot of efficiencies in healthcare.

Watch our video interview with Sam Schwager from SuperDial to learn more about how their Voice AI agents are saving RCM companies, payers, and provider organizations time sitting on hold on the phone.

Learn more about SuperDial: https://www.superdial.com/

Listen and subscribe to the Healthcare IT Today Interviews Podcast to hear all the latest insights from experts in healthcare IT.

And for an exclusive look at our top stories, subscribe to our newsletter and YouTube.

Tell us what you think. Contact us here or on Twitter at @hcitoday. And if you’re interested in advertising with us, check out our various advertising packages and request our Media Kit.

SuperDial is a proud sponsor of Healthcare Scene.



< + > Innovation Fatigue in Healthcare Is Real, Here’s How to Avoid It

The following is a guest article by Melissa Powell, President & Chief Operating Officer at The Allure Group

Healthcare has never lacked innovation. The industry is currently experiencing one of the fastest technological expansions in its history. Yet beneath this momentum lies an uncomfortable truth: innovation itself is becoming a source of strain. Across hospitals, clinics, and health systems, leaders and clinicians are confronting a growing phenomenon known as innovation fatigue, where continuous waves of new tools and transformation initiatives overwhelm the very people they are meant to support.

Innovation fatigue does not emerge because healthcare resists progress. It emerges because progress often outpaces systems, workflows, and human capacity to adapt.

When Innovation Becomes Overload

Healthcare professionals need to operate within an increasingly fragmented digital ecosystem. Clinicians are forced to navigate disjointed systems, duplicate documentation, and chase information across processes because many organizations use multiple platforms that don’t integrate properly. This fragmentation creates administrative friction over clinical efficiency, contributing directly to exhaustion and reduced productivity.

The result is paradoxical. Time-saving technologies frequently increase cognitive load. In order to continue providing continuous patient care, clinicians must constantly modify workflows, learn new interfaces, and adhere to changing regulatory standards. Skepticism toward innovations develops over time as a result of the continuous cycle of adoption without stabilizing.

Healthcare workers have been effectively “apped” for over 10 years, according to industry analysts, with each new solution promising transformation but frequently creating new workstreams instead. Innovation weariness has shifted from a nuisance to a systemic risk, as many employees are now reluctant to adopt new technologies.

The Human Cost of Constant Change

Innovation fatigue is a workforce issue. Healthcare workers are already overworked due to staffing shortages, increasing patient complexity, and increasing administrative demands. Instead of reducing stress, introducing misaligned tools into this setting increases it.

Front-line experiences frequently highlight a disconnect between what innovators provide and what physicians genuinely require. Healthcare IT specialists typically bemoan that flashy solutions often overlook common operational problems such as inefficient scheduling, fragmented patient data, or unnecessary logins. Rather than putting in place entirely new platforms, the greatest relief is often achieved by fixing these basic workflow problems. Businesses accumulate expensive but ineffective technologies as a result of innovation that ignores clinical reality, thereby lowering uptake and morale.

Why Healthcare is Especially Vulnerable

Unlike other industries, healthcare cannot pause operations during transformation. Innovation must be implemented by hospitals while upholding patient safety, legal compliance, and ongoing care. This poses a particular pressure: innovation initiatives often require behavioral and procedural changes, but those changes must happen without interruption.

Research also shows that workforce-driven innovation faces barriers such as limited resources, insufficient training, and financial constraints, all of which slow adoption and increase frustration among staff expected to execute change without adequate support.

At the same time, the pace of digital health investment continues accelerating, creating an environment where organizations feel compelled to adopt innovation competitively rather than strategically. The danger is not technological advancement itself but innovation pursued without prioritization.

Prioritizing Innovation Quality Over Innovation Quantity

Avoiding innovation fatigue requires a fundamental mindset shift. Healthcare leaders must move away from measuring progress by the number of technologies deployed and instead focus on measurable improvements in care delivery and clinician experience.

  • Start with Workflow Instead of Technology: Successful innovation begins by identifying friction points in daily clinical operations; immediate trust and adoption are produced by solutions that lessen administrative duplication or coordination constraints
  • Integrate Before Adding: Siloed systems are the root cause of many fatigue problems; it is frequently more beneficial to prioritize interoperability and consolidation than to introduce new stand-alone solutions
  • Co-Design with Clinicians: Decisions about development and implementation must involve frontline staff; human-centered design guarantees that instruments are compatible with actual clinical settings and reduces resistance
  • Adopt Gradual Change: Small-scale, ongoing enhancements work better than massive, overwhelming transformation rollouts; engagement is higher in organizations that view innovation as a developing skill rather than a collection of disruptive initiatives
  • Measure Outcomes that Matter: Reduced documentation time, improved patient interaction, and clinician satisfaction should carry equal weight with financial or technological metrics

Healthcare does not need less innovation. It needs better-paced, better-designed innovation grounded in human experience. The goal is not technological acceleration alone but sustainable progress that strengthens both care delivery and workforce resilience.

Innovation fatigue is ultimately a signal that healthcare has reached a maturity point where success depends less on invention and more on integration, empathy, and execution. Organizations that recognize this shift will move beyond innovation for its own sake toward innovation that genuinely endures.



< + > Elation Health Acquires Aster | Vizient Acquires Empierus

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.


Elation Health Acquires Aster to Expand Agentic Capabilities in Primary Care

AI Technology Platform Co-Founded by Digital Health Leaders Bringing Experience from Meta, Y Combinator, and the UK’s NHS

Elation Health, the clinical-first technology platform for modern primary care success, today announced the acquisition of Aster, an AI-native EHR focused on women’s health. The acquisition brings expertise in autonomous AI agents and accelerates Elation’s development of the first agentic operating system for primary care: software that handles work on behalf of clinicians, not just assists them. This is Elation’s second acquisition, following the purchase of Lightning MD in 2023.

“The Aster team impressed us with their vision and creative inventions to support independent practices,” said Kyna Fong, Co-Founder and CEO at Elation Health. “Like Elation, Aster was founded by siblings with a personal mission to fix healthcare. That shared north star means they understand what we’re building and why it matters. It was clear right away they would significantly add to our capabilities.”

Aster’s team, including Co-Founders Fifi Kara and Dr. Lailah Kara-Newton and Chief Technology Officer Nacho Vazquez, are joining Elation. The team built Atlas, a voice agent that automates front-office tasks for healthcare practices. Founded in 2023, Aster raised $2.8 million from Zeal Capital Partners, Cornerstone Ventures, Octopus Ventures, and others.

Fifi Kara is a 2x founder, Y Combinator alum, and Fulbright Scholar who previously led design for Meta’s Health & Fitness organization. Dr Lailah Kara-Newton earned her MBBS from Barts and The London School of Medicine and has practiced Medicine, including Obstetrics and Gynecology for more than seven years, publishing research with the World Health Organization and the Royal College of Obstetricians and Gynaecologists. Nacho Vazquez architected Aster’s full-stack technology and AI capabilities.

“We’re joining forces with Elation Health at a moment of extraordinary change and opportunity in healthcare,” said Fifi Kara…

Full release here, originally announced June 2nd, 2026.


Vizient Acquires Empierus to Expand IT Spend Management and Cost Optimization Capabilities

Vizient today announced it has acquired Empierus, a healthcare-focused advisory firm specializing in information technology (IT) contracting, healthcare technology management, and cost optimization. The acquisition builds on Vizient’s continued investment in specialized expertise across indirect spend categories as healthcare organizations face mounting financial and operational pressures across all areas of non-labor spend, including technology-related categories.

As technology investments expand across areas such as cybersecurity, cloud infrastructure, artificial intelligence, and digital transformation, healthcare organizations need greater visibility, contracting discipline, and proactive management of IT spend. With healthcare organizations spending more than $55 billion annually on IT, the acquisition strengthens Vizient’s ability to help clients bring more technology-related spend under contract, reduce avoidable costs, and manage a growing area of operational and financial pressure.

Through an established partnership with Vizient, Empierus helped deliver more than $36 million in savings for Vizient clients in 2025. Empierus employees will join more than 250 experts across indirect spend and purchased services categories to help healthcare organizations optimize spending across a broad range of non-labor areas.

“IT is one of the fastest-growing areas of spend, with much of it unmanaged and off contract,” said Simrit Sandhu, President, Spend Management at Vizient…

Full release here, originally announced June 11th, 2026.



Monday, July 6, 2026

< + > Revenue Cycle Management – Healthcare IT Today Podcast Episode 196

For the 196th episode of the Healthcare IT Today Podcast, we are talking about revenue cycle management! We kick this episode off by sharing what we have been hearing at the recent conferences we’ve both been attending in the RCM space. Next, we talk about what technology actually helps the coding personnel shortage we are currently facing. Then, we discuss what we think the reality and the promise of AI is in RCM. Lastly, we debate whether we are heading towards having totally autonomous coding/RCM one day.

Here’s a preview of the topics and questions we discuss in this episode:

  • We’ve both been to conferences recently in the RCM space; what are you hearing?
  • We are facing a coding personnel shortage. What technology actually helps?
  • What is the reality and promise of AI in RCM?
  • Are we heading for a day when we have totally autonomous coding/RCM?

Now, without further ado, we’re excited to share with you the next episode of the Healthcare IT Today podcast.

We publish a new Healthcare IT Today podcast every ~2 weeks. Thanks to our friends at Healthcare Now Radio, you’ll be able to listen to the latest episodes of Healthcare IT Today on their radio station for the first two weeks. Then, we’ll be publishing each episode as a podcast and YouTube video here after it finishes on the radio.

You can also subscribe to the Healthcare IT Today podcast on any of the following platforms:

Thanks for listening to Healthcare IT Today and if you enjoy the content we’re sharing, please rate the podcast on your favorite podcasting platform.

Along with the popular podcasting platforms above, you can Subscribe to Healthcare IT Today on YouTube. Plus, all of the audio and video versions will be made available to stream on HealthcareITToday.com.

If you work in Healthcare IT, we’d love to hear where you agree and/or disagree with the perspectives we shared. Feel free to share your thoughts and perspectives in the comments of this post, in the YouTube comments, with @Colin_Hung or @techguy on Twitter, or privately on our Contact Us page. Let us know what you think of the podcast and if you have any ideas for future episodes.

Thanks so much for listening!

Listen to Our Latest Episodes:



< + > Unlocking Capabilities in Revenue Cycle Management with Generative AI

AKASA focuses on the revenue cycle and on improving billing so that hospitals are fully paid for their services. Although the company has b...