Brian Lichtlin

🌍 Proof of Concept: Standardizing Oncology Care with FHIR. I'm excited to present Oncology Implementation Guide;a proof of concept developed to demonstrate how HL7® FHIR® standards can streamline oncology care. This guide provides a structured framework for capturing, managing, and exchanging oncology data—spanning prevention, diagnosis, treatment, and follow-up—enabling interoperability across healthcare systems. Explore the guide here: https://lnkd.in/ggMugMUj #Kenya #OncologyCare #FHIR #DigitalHealth #HealthTech #Interoperability #CancerCare #ProofOfConcept

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5 Comments

It had to be said! 🎯 Epic's stranglehold on healthcare IT has stifled innovation for too long and the writing is on the wall. The consolidation myth needs to die already. We were promised efficiency and lower costs, but what we got was bloated bureaucracies that prioritize profits over patients. The data doesn't lie: smaller, agile providers consistently outperform these healthcare monopolies on both outcomes and patient satisfaction. Time for a major reset in how we think about healthcare delivery.

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Very timely and wise comments by Nathan H. “$10 billion in digital health investments made healthcare WORSE last year” AI is transforming healthcare, but in 90% they are making problems words. 35 years of experience trumps bad idea with money. Healthcare is the one industry in America that throwing money or technology makes it worse. We have lived it. Silicon Valey loves new ideas and young founders who can’t relate or have practical experience. They fail horribly in time. Great examples below. We can look at example of Amazon, JPM, Berkshire with Haven Health. I was in SFO when they made the announcement January 30. 1988. It was child’s play to predict it would fail.

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Hot take: betting or investing in any niche EHR right now (e.g. AI-native EHR for X clinical specialist or X vertical like Longevity) when AI code development exists and only continues to get better with each new model release has to be dumbest pre-AI SaaS era thing an investor can do. Here's why ⤵️ The EHR market is essentially split into 5 categories: #1. Outpatient EHR-enabled private practice (doctor or clinical owned) #2. Outpatient tech-enabled practice (PE, VC, family office owned) #3. Outpatient tech-enabled practice (MBA or bootstrapped owned) #4. Startup enterprise (PE or VC backed) #5. Inpatient hospital VC backed EHRs primarily make their money selling to #2-4, with the Epic's of the world taking most if not all of 5. For #1 there really isn't any true TAM since it's difficult to acquire this customer even when giving the EHR product away for free. But here's what these EHRs are not telling you and why they're all racing to update their API docs. They hope that #2-4 will continue to use their solutions to build with AI vs exiting and vibe coding their own in-house solutions. So when you hear them say their EHR product is safe from AI, that's not true. Right now the Epics of the world are safe but it's customers in categories 1-4 who will 100% vibe code their own solutions. #VibeWithCline #LetDoctorsVibe

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CMS just defined how value-based care will actually operate. Not in guidance. In infrastructure. They released the ACCESS Model API framework. It looks technical. It is not. It is the mechanism that connects eligibility, attribution, outcomes, and payment into a single continuous workflow. The model is simple: Screen → Enroll → Report → Manage Miss a step, miss payment. But the signal is deeper than the sequence. For the first time, CMS is requiring that participation be proven across time, not documented after the fact. Here is what that changes: Before enrollment, you must confirm the patient qualifies. After alignment, you are accountable for managing them. Within 60 days, you must establish baseline outcomes or lose alignment. From that point forward, you must continuously demonstrate trajectory. Not activity. Trajectory. And CMS is not waiting for retrospective submissions. They are pushing events as they occur. This moves the system from documentation to observability. And it exposes a structural gap across healthcare: Care is continuous. Operational visibility is episodic. EHRs capture encounters. They do not track progression. Care management systems track tasks. They do not prove outcomes. Data platforms aggregate information. They do not operationalize it in time to change the result. So this is not a technical shift. It is an operational requirement. If you miss eligibility, you lose the patient. If you miss reporting windows, you lose alignment. If you cannot demonstrate improvement, the economics do not follow. ACCESS compresses the distance between care delivery and financial performance. That is the signal. This is not CMS testing APIs. It is CMS testing whether organizations can function as continuous systems of care. The ones that win will not be the ones that document best. They will be the ones that can see earlier, coordinate across settings, and demonstrate change over time.

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In healthcare M&A, growth isn’t created at close — it’s created in integration. This piece is a strong reminder that value realization in healthcare lives in the details: systems, workflows, clinical alignment, revenue cycle, and culture. When integration is treated as a growth strategy, not a clean-up exercise, outcomes improve for patients, clinicians, and investors alike. Especially relevant as providers, PE sponsors, and health systems look to scale in a more regulated, margin-compressed environment. 🔗 https://lnkd.in/ekEH75gn Curious how others are thinking about integration as a growth lever, not just a risk to manage. #healthcare #MergersAndAcquisitions #GrowthStrategy #IntegrationStrategy #ValueCreation #DealMaking

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The challenge of custodians is what we all have to work on to protect individuals and data collectors. Where does the data go?

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