Jack Murtha

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The electronic health record (EHR) is tangled with clinician burden, extraordinary cost and patient risk. The EHR is also nearly ubiquitous in the U.S. healthcare system, having dramatically spread its grip through a $35 billion 

. Given the wide-reaching adoption of the EHR and the pain it has brought, it’s critical that health systems find a way to make the technology work in the interests of patients, physicians and the enterprise. 

That’s the issue at the heart of this episode of Data Book, the first installment of our fourth season. By the time you finish this episode, you’ll understand some of the potential of EHRs and how they’re failing doctors and patients. Finally, you’ll receive some insights as to how health systems, physicians and vendors can work together to improve the EHR. 

We examine this issue through the story of guest 

, an anesthesiologist and biomedical informaticist who sits on the American Medical Association Board of Trustees. Ehrenfeld graciously takes us through his history with the EHR, technology and the clinic, highlighting several instances that showcase the potential benefits and all-too-real deficiencies. 

 that found unsettling variability in EHR usability and patient safety. Is it acceptable that physicians in some hospitals make 14 clinics to order Tylenol for a patient, while doctors elsewhere must click more than 60 times? Further, are healthcare leaders OK with the consequences of wild EHR variability — patient harm? 

On the other hand, real-time notifications have prevented an unknown number of clinical errors. How else, if at all, might the EHR be used to actually improve medicine and physicians’ lives? 

Healthcare won’t have an answer to that question unless stakeholders from across the industry collaborate to overcome EHR challenges. 

The first thing that must happen, according to Ehrenfeld: Vendors need to follow user-centered design practices. But implementation is also key — and this is an area where health systems and vendors often stumble. Of course, physician and clinician input must influence the set-up of the technology. 

There’s more to this challenge, and we dive a lot deeper in the episode. Be sure to check it out. Come for the insights and stay for the story. And don’t hesitate to let us know your take on 

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The High-Tech Hospital the World Wasn’t Ready For

Podcasts

Jesse Ehrenfeld, M.D., MPH, describes how health systems can unlock the potential of electronic health records. 

Podcast: Breaking Silence and Fixing the EHR

It’s an incredible time to be in the world of health IT. Innovators from inside and outside healthcare are developing solutions that may well change the lives of our clinicians, patients and health systems. Technologies like artificial intelligence (AI), mobile health apps and virtual care are forging new paths to more effective treatments, greater efficiencies and expanded access. And we’re even making progress toward interoperability. But still, 

This week on Data Book, we explore this problem and how it harms clinical and enterprise progress. We also look at the human side of the tech equation — is an innovation worth anything if it flails in the adoption and scaling stages? We examine marketing’s role in perpetuating premature, if not unrealistic, hype. Finally, we discuss ways to see through the noise.

What it all comes down to is a question of value, as displayed in last month’s 

 by Ezekiel Emanuel, M.D., Ph.D., and Robert Wachter, M.D. In the piece, they explore whether AI’s value will live up to all the cheerleading surrounding the technology. And they conclude that behavior change is the key piece. AI’s value lies in its ability to influence decision-making, they argue. But if physicians and other clinicians decline to embrace AI in their work, what good is it?

Clinical validation is, of course, necessary. But the story doesn’t end there. Adoption, implementation and scalability are also critical. If a health IT solution lacks the potential to meet these challenges, it might not be a solution at all.

Now, let’s pivot to marketing. (It should go without saying, but full disclosure: We are 

 the health IT marketing business.) Glitzy, vague, overly confident marketing campaigns provide the fuel that powers the health IT hype train. Speaking to a reporter 

 last year, Wachter underscored this problem when he said, “They came in with marketing first, product second, and everybody got excited.” And when the algorithms entered health systems, he said, adding to a body of 

We could all do better to adopt more restraint. Broadly, health IT’s potential is almost unfathomable, immeasurable. It 

 bring profound change to our healthcare system. We are, however, only in the early stages of this new era. Let’s not lose sight of the important thing — value, in terms of quality care and stronger efficiencies &mdash; because we’re blinded by the bright, shiny things.

By the way, this is the final episode of 

. We’ll return in about a month with new episodes featuring great stories and even better expert guests. Until then, thanks for listening.

Get the best insights in healthcare analytics 

Executive Voices: Michael Hogarth, M.D., Chief Clinical Research Information Officer at UCSD Health

Data Book discusses how leaders can ignore noise and embrace effective healthcare technology.

Podcast: Who Else Hates the Health IT Hype?

Gail Zahtz was in New York when she got the call that no founder wants: The money had run out. She had to either sign on a new investor or watch her startup, a health-focused dotcom called Working Weekly, crumble. Soon enough, she was in Houston, meeting with a potential backer about a $5 million investment. They sat at a table, paperwork before them and lawyers at their sides, ready to ink the deal. And that’s when the financier’s lawyer got another horrible call: The Nasdaq had crashed.

That’s where we left you on the last episode of Data Book — with a burning cliffhanger that might have been a bit unfair. But we make amends this week, running full speed ahead with the story of 

 and Working Weekly. Along the way, we analyze the death of the dotcom startup and attempt to draw lessons for today’s healthcare innovators.

If you haven’t listened to the first installment of this two-part series, we recommend you do. 

Now for a quick refresher: Our story began in 1998 when Gail received almost $2 million in funding to jumpstart Working Weekly. It was the glory days of the dotcom boom, and founders like Gail really thought they were changing something — maybe even the world. Working Weekly was a digital-print-hybrid publication that covered all things workplace health. It was supposed to attract high-value readers and higher-value, long-term advertisers.

Things didn’t work out. But the life and death of Working Weekly were curious. They highlighted the ambition and optimism, the passion and risk, the innovation and ingenuity of a startup. Working Weekly, though different from today’s healthcare startups, shined a light on some lessons that may well apply to the innovators and decision-makers of 2019, whether they work for big health systems or small startups.

A big theme in this episode is risk. What drives healthcare leaders to make an impressive investment in data analytics or digital patient-engagement tools? And how about when a health system institutes a value-based payment model?

Well, if you ask Gail, she’ll respond with another question: Why would we be in something as important as healthcare if we weren’t willing to take risks to improve patients’ lives?

The Roles of Health Systems in Sparking Disruption

Data Book details the demise of a dotcom startup and offers lessons for healthcare innovators.

Podcast: When a Startup Goes Bust, Pt. 2

When healthcare communications entrepreneur 

 sat down to meet with her client, she couldn’t have known how much her world was about to change.

“If you had some money, what would you do with it?” the client asked.

“Well, let’s say we start with $800,000 and we cap it somewhere around $2 million.”

Writing on a napkin, Gail sketched out a business plan for 

. The publication would focus on workplace health — mental, physical, emotional &mdash; and make its money from hungry employers with advertising dollars slated for recruiting. It might not seem like it now, but Gail’s project was indisputably high-tech for the era, even requiring the expertise of a chief technology officer and a chief information officer.

The year, after all, was 1998. Websites cost a million bucks. The internet was a new, mostly untapped frontier. The dotcom age had yet to boom, much less bubble up and burst.

And with this stroke of good fortune, Gail secured $1.8 million and launched 

 into orbit. In almost no time, she had a sprawling office in Charlottesville, Virginia, 60 dedicated employees and a burn rate of $250,000 per month.

But it wouldn’t last. In just a few short years, Gail and her project were swept away in the 

What Healthcare Can Learn from Failed Tech Projects

Perhaps the greatest challenge for any writer in health tech is getting innovators to discuss their disappointments or shortcomings. But it’s through these experiences — dead startups, tech implementations gone array and so on &mdash; that healthcare leaders can learn so much. Maybe it’s how to 

 for your health system, or it could be a greater lesson reflecting on the 

frantic, hype-driven state of health tech

This is the reason why we wanted to talk to Gail, and it’s precisely why she agreed to speak with Data Book: What might we learn from the tale of 

Before we go, yes, we understand that a health-focused digital media outlet doesn’t face the same challenges or enjoy the same benefits as, say, a company that develops artificial intelligence systems for clinical use. But this dispatch from the dotcom bubble draws overt parallels to health tech’s continued evolution in 2019.

Here’s another note: This is a very special episode of Data Book. It’s the opener of our first ever two-part series. We even broke our traditional format — you know, story and then interview &mdash; by using all 23 minutes and 48 seconds to tell this cohesive story. Half of the story, at least. Our conversation with Gail is interspersed throughout the narrative. We’ll drop the second and final episode on Friday, June 14.

And we must extend a final thank-you to Shereese Maynard, our friend and colleague, who tipped us off to this story. Thanks, Shereese!

Lost in the CRISPR Hype, a Gene-Editing Giant Is Fighting Back

Data Book examines the story of Gail Zahtz and her dotcom startup, Working Weekly, for insights into healthcare’s digital transformation.

Podcast: When a Startup Goes Bust, Pt. 1

In the early summer of 2018, Petaluma Health Center in Petaluma, California, fielded a meeting with a 

. The company, founded by local entrepreneur Mike Hatfield, had only just launched operations but had already gained the regional community care provider’s attention. The pairing made sense for both parties geographically. However, more important, Carium offered Petaluma Health Center something that others hadn’t yet: a collaborative approach to providing greater medical transparency before, during and after visits, between the health center and its patients.

“We didn’t go in there with pre-packaged software and say, ‘Hey, buy this,’” Carium’s chief transformation officer, Lygeia Ricciardi, formerly of the Office of the National Coordinator for Health Information Technology, told 

™. “The magic was in sitting down with real people and asking them what they need — let’s solve this problem with you.”

 has become crowded and overwhelming. Walk the exhibit hall floor at HIMSS, and a health system leader sees every kind of solution but little insight into their efficacy, from artificial intelligence platforms ushering in the ‘care of tomorrow’ to vague technologies that are supposed to ‘make healthcare smarter.’

How can healthcare decision-makers sort through the 

? And even further, what can health systems look for in up-and-coming tech companies — the kind that lack vast marketing budgets and are only beginning to collect customer testimonials &mdash; to make an informed buying decision?

™ caught up with Carium officials earlier this year to try to answer these questions. The thinking: If this promising new company knew how to get its tech inside cutting-edge provider organizations, it must understand what they’re looking for.

Health Systems Must Look for Custom Solutions

Carium wants to harness everyday tech (from 

 to smartphones) to allow patients to better share their information with their healthcare providers. And it also aims to develop customizable mobile and web apps that best serve both parties. With Petaluma Health Center, Carium focused on patients with diabetes, which is heavily composed of Spanish-speaking migrant workers, a population that the provider had a hard time tracking after treatment. By Thanksgiving of last year, Carium had referrals and a working platform that allowed patients with diabetes to track their progress.

“We’re about strengthening providers by asking how we can help them integrate data,” Ricciardi said. “A lot of providers didn’t know what to do with all of that outside data. But if we partner with folks who get that vision and have enough pull within an organization, we can help give them that ammunition.”

It’s perhaps no surprise to the Sonoma County business community that Carium is Hatfield’s brainchild. He brings a résumé steeped in communication technology. (The Petaluma-to-Santa Rosa corridor of Sonoma County was once known as Telecom Valley for its abundance of telecommunication businesses.) Two of his most recent ventures, telecom businesses Cyan and Calix, both went public this decade and each garnered more than $80 million in initial stock offerings.

Ambitions for Carium are similarly high, as Ricciardi sees the company’s ability to streamline multiple forms of patient data and healthcare portals as an asset that will separate Carium in an increasingly saturated health-tech marketplace. (Ricciardi, of course, 

 by boosting patient data sharing at the ONC.)

“We help providers maximize the services they provide — we plug into tools, class, swimming, clinical data,” Ricciardi said. “We steer consumers toward them and make that connection outside regular hours and appointment hours. They know if person followed through on referral.”

Ricciardi credits the background of Carium’s 35-person workforce for allowing the company to address the needs of each client. With Petaluma being a little more than an hour’s drive from the hub of Silicon Valley, Ricciardi mentioned that Carium’s team comes from places as diverse as Pinterest, Facebook and other telecom and healthcare giants.

“That experience absolutely helps with fast builds,” she said. “If a partner says, ‘I’m launching a new product in three weeks. Can you turn around a feature?,’ we’re absolutely equipped to handle it.”

Vendors Must Really Partner With the Health System

Carium considers patience and open-mindedness the key elements in getting platforms off the ground with prospective clients. With so much data and so many client needs going into each partnership, the process cannot be rushed. John McLaughlin, who oversees customer success at Carium, explains that properly training the teams of each client is paramount.

“If you don’t properly onboard and train the health system and the key stakeholders there, it’s going to be hard to get off the ground,” he said.

After immersing himself in the workflows and systematic requirements of each client, McLaughlin and his Carium colleagues set up a series of checkpoints to ensure that there aren’t any setbacks in developing a care-based platform and app that work for the provider and its patients. This is essential to ensuring that every project is highly customized. For Petaluma Health Center, everyone from the chief medical officer down to physicians and then medical assistants and diabetes coaches have to be well-versed in Carium’s project. Vendors should actively look for roadblocks that impede progress.

“If the vendor is very focused on enterprise efficiency alone, I think that’s a red flag,” Carium’s president and co-founder, Nirav Modi, said. “Making enterprise efficient may generate some incremental returns, but it doesn’t actually move healthcare forward.”

It’s Carium’s outside-the-box approach that Ricciardi believes can fuel Carium’s future success. In order to move not just the business but the industry forward, Carium’s team and their partners need to break the existing systems that have prevented technological breakthroughs and patients from seeking preventative and continuing treatment.

“You have to understand that we experience the world digitally as consumers,” she said. “We have expectations, and certain practices just won’t cut it anymore. Younger generations are going to say, ‘Are you kidding me? I’m not going to wait. I’m going to go to the Minute Clinic. Your phone is your life, and your healthcare is, too. We want to be able to manage it conveniently.”

That’s also why health systems of all sizes and capabilities need to devise plans to analyze and consider offerings from up-and-coming tech vendors. The big, new ideas won’t always come from 

. And if the improved outcomes or data accessibility are there, 

Executive Voices: Bimal Desai, M.D., of CHOP

In the U.S., Healthcare Data Access Is a Scavenger Hunt

Articles

We examined the early days of health data company Carium for insights on how hospitals can choose young vendors.

Selecting Startup Partners Can Be Hard for Health Systems. Here Are Some Tips.

In the early 1970s, no one was discussing burnout. The condition was hardly recognized, and the term itself had yet to be devised. “Burnout” didn’t burst into the public consciousness until Herbert Freudenberger, Ph.D., a psychologist who spent his days practicing in New York City and his nights volunteering at a free clinic, 

 resonated deeply and built the foundation for today’s discussions on moral injury in medicine and beyond.

, we examine Freudenberger’s work to define and analyze occupational burnout. What led this man — a 

 whose commitment to mental health caused him to 

 — to exert great energy searching for solutions to a problem that persists today? The answer is simple: Freudenberger and his colleagues at the free clinic experienced burnout themselves.

Delving into the history of our understanding of burnout is not a trivial exercise. We decided to explore Freudenberger’s work for a couple of reasons. For one, the timeline points to our relatively new acknowledgement of a condition that has likely existed, in some form, for far longer than we can measure. At the same time, many of the institutional pain points and potential causes that Freudenberger documented remain relevant to the burnout conversation. Although our grasp on burnout is young, organizations surely have had enough time to implement stronger practices for prevention and response. Yet here we are.

Finally, Freudenberger argued that burnout most affected people who were committed. The professionals who work long, grueling hours in their quest to deliver something of value to society. And the people who, at some point, find that their work has become routine and boring. Despite being nearly 50 years old, that description applies to many of today’s doctors — and it continues to enter conversations on physician burnout.

What insights can we draw from Freudenberger’s early examination of burnout? What has changed since the 1970s and what has stayed the same? And how can we enact meaningful change to reduce physician burnout? Let us know your thoughts on 

 turns to an expert panel for a discussion on how 

, potentially curbing physician burnout. Geeta Nayyar, M.D., MBA, moderates the talk, which features Rasu Shrestha, M.D., MBA, Janae Sharp and Geneia’s Heather Lavoie.

Perhaps, they argue, the healthcare system’s regulations, reimbursements and incentives must change if our doctors are to heal.

Physician Burnout: Health Tech’s Potential to Impact Culture

Podcast: Nuance, Tech & Fighting Physician Burnout

Data Book tells the story of Herbert Freudenberger, Ph.D., who came up with the term “burnout.” KOLs then discuss how health tech can fight physician burnout.

Podcast: The Holocaust Survivor Who Forced Us to Face Burnout

Photo has been altered. Courtesy of Wellcome Images.

By now, healthcare leaders understand that physician burnout is a serious problem that afflicts our doctors, patients and health systems. And, of course, the electronic health record (EHR) is linked to burnout, worsening doctors’ workflow and documentation demands. But, nuanced as it may be, technology, data and analytics can also play a role in fighting physician burnout.

 among some of the leading voices in the field. It’s not what you’ve heard before, however, with lines of conversation that jump far beyond describing the problem and into tech solutions.

Our all-star lineup includes: Janae Sharp, founder of the Sharp Index, which aims to end physician suicide caused by burnout; Rasu Shrestha, M.D., MBA, chief strategy officer for Atrium Health and a top innovator in health IT; Heather Staples Lavoie, president of health data vendor Geneia, which also measures physician burnout; and moderator Geeta Nayyar, M.D., MBA, a health-tech executive and podcast/TV host who’s been ranked among the smartest in the business.

Before we get to their talk, Data Book digs into the very much abridged story of Sir William Osler, who some consider the father of modern medicine. We bring listeners to the scene of 

Osler’s 1892 speech commemorating a new med school building

 at the University of Minnesota, where he decries broken medical education and healthcare systems — and then pivots to discuss the flaws and potential of the individual doctor. From there, Data Book explores Osler’s role in establishing the medical residency program, the demands he placed on young doctors and, yes, even his desire to euthanize senior citizens past their workforce and intellectual prime.

The point is, Osler embodied nuance. In the same breath, he blasted structural forces and pinned blame on individual doctors, who operated under the undesirable effects of a questionable status quo. He advocated for more bedside learning but also effectively stripped his residents of their lives outside the hospital. He strived for better healthcare — and a fixed age, enforced by death via chloroform, for the elderly.

As healthcare grapples with physician burnout, it’s smart to keep nuance in mind. Yes, a new technology can cause burnout, isolating doctors and driving them away from their calling. But technology — better technology, no doubt &mdash; can also measure the problem and perhaps reduce it.

Shedding Light on the Culture Behind Physician Burnout

Identifying Measures to Fight Physician Burnout at the Enterprise Level

Data Book examines the work of William Osler & its parallels to the burnout problem. Then our expert panel discusses solutions.

Now that FDA Commissioner Scott Gottlieb, M.D., has resigned, questions linger about 

. After nearly two years of the FDA trying to catch up to innovation in data, artificial intelligence, digital health and even cybercrime, the regulator stands at a crossroads: Will efforts like the software precertification program continue? Or will the FDA retreat from its goal of better 

Simply put, Gottlieb’s resignation from the FDA means that we don’t know what’s next for digital health regulation.

This week on Data Book, we welcome Arti Rai, J.D., Elvin R. Latty Professor of Law and faculty director of Duke Law’s Center for Innovation Policy, to discuss Gottlieb’s legacy, the state of innovation inside the FDA and what the agency needs to do going forward. Rai is an expert in innovation policy and health law, and artificial intelligence has consumed much of her time as of late. For her, healthcare is at an inflection point, and it’s critical that the FDA get its next steps right — and that means pushing the 

While Gottlieb has his critics, few will argue that he’ll leave the FDA the same as he found it. During his tenure, 

 took centerstage. These two years represented, by most accounts, a drive toward digital health.

 evolve, this episode of Data Book starts by examining how it 

Less than 100 years ago, innovation at the FDA meant something far different than cybersecurity and mobile health apps. For starters, the regulator as we know it wasn’t even born until the 1930s. And throughout much of the 1900s, the 

 was less encompassing, especially regarding 

Many turning points — dramatic moments of death and innovation, horror and hope &mdash; occurred for the public and Congress to take the actions that created today’s FDA. So, tune in for a condensed look at how this FDA came to be and what the regulator could look like tomorrow.

Implementing AI Is Simpler Than You Think

After the resignation of FDA Commissioner Scott Gottlieb, Data Book examines agency history & welcomes Duke Law’s Arti Rai to discuss its digital health future.

Podcast: A Pivotal Moment for the FDA & Digital Health

Building a strong population health management program can improve quality of care, reduce costs and foster value-based care. But a successful population health initiative requires more than desire from health system executives. This is a technological feat that demands buy-in — and plenty of patient data and advanced analytics.

As healthcare moves from legacy technologies and the fee-for-service model, every health system will need to have its hand in population health. Aggregating data and enabling care delivery across a given group of patients won’t be a privilege reserved for those in the ivory tower. But leading healthcare innovators have been running population health management programs in their own organizations for some time, and the rest of the industry will be smart to learn from them.

That’s why my colleague Tom Castles and I teamed up with 

 (WHCC19) to co-chair the conference’s 

 on Monday, April 29 in Washington, D.C. It’s not enough to discuss theories and concepts — we need to learn from experts who entered the trenches and came out successful. Healthcare needs their insights and use cases, their wins and losses. And that’s what this track promises to deliver.

The sessions cover agile implementation and developing a population health roadmap, how payers are adapting to artificial intelligence and more.

Consider the panel discussion, “Apply ‘Blue-Collar’ Advanced Analytics to Improve the Value of Healthcare Now.” Tom and I will co-moderate this conversation, in hopes of spotlighting how health systems are using machine learning to identify patterns in their data. Healthcare executives will walk away with a better understanding of how to refine care pathways and reduce clinical variation, in part by elevating underperforming physicians. We’re also going to touch on predicting high-cost patients, personalizing care and lowering risk through better, tailored patient engagement strategies.

So, in short, we’ll be discussing the kind of innovation that really can reduce costs and improve care quality.

 will be doing the talking — and the WHCC19 team has assembled an all-star panel for this session.

The lineup includes Betsy McVay, vice president and chief analytics officer for 

 in Iowa, where she focuses on descriptive and predictive analytics to enhance care and efficiencies, earning the network performance measures in the top decile.

Michael C. Sanders, M.D., is vice president and chief medical informatics officer for Florida’s 

. He and his staff have centered their attention on reducing clinical variation through the use of artificial intelligence.

Finally, Andrew Sorenson, senior analytics director at 

, works on everything from corporate decision support and operational data science to population health analytics and strategic analytics functions.

We’re humbled to have the opportunity to share a stage with these healthcare innovators. They’re the reason why we know that this session — and the entire WHCC19 Population Health Analytics track &mdash; will provide real value to healthcare executives. It’s these expert voices that made us so excited to brave yet another Amtrak trip and tie our names to this event.

And it’s this kind of discussion that could cut through the hype and deliver actionable insights to healthcare leaders. If we do that a bit more often, who knows what could happen? We might just end up transforming healthcare.

World Health Care Congress 2019 will bring more than 1,500 attendees and 300 speakers to the Marriott Wardman Park Hotel in Washington D.C., from April 28 to May 1. Find more information on 

A Smart, Small, Familial Approach to Population Health

Emory, Kaiser Permanente Join Forces to Leverage Big Data, Population Health

3 Keys to Cost-Conscious Population Health Management

We’re chairing the Population Health Analytics track at WHCC19. Here’s why it’s valuable.

Digging into the Analytics Behind Population Health Management

Update: Gottlieb and President Donald Trump have confirmed that Gottlieb is leaving the FDA. In a tweet, he said he is “immensely grateful for the opportunity to help lead this wonderful agency” and for support from his colleagues and the president. “This has been a wonderful journey and parting is very hard.”

Scott Gottlieb, M.D., plans to resign his post as commissioner of the U.S. Food and Drug Administration (FDA), according to a report in the 

 today, March 5, but he will continue to head the agency for another month. The 46-year-old, who was appointed FDA commissioner in May 2017, told a White House official that he was leaving to spend more time with his family in Connecticut, according to the 

“He has been an exemplary public health leader, aggressive advocate for American patients and passionate promoter of innovation,” U.S. Department of Health and Human Services Secretary Alex Azar said in a statement to the newspaper.

In Gottlieb’s two years overseeing the FDA, he prioritized modernizing the regulator to better accommodate digital health innovation and improve medical device cybersecurity.

During his tenure, the FDA embarked on a much-discussed pilot program exploring digital health precertification. The 

 brought together giants like Apple and Johnson & Johnson and startups such as Pear Therapeutics in an attempt to develop standards to support safe but less time-consuming software approvals.

He notably drove the FDA through the aftershock of the WannaCry and NotPetya cyberattacks, which disrupted healthcare and cemented the industry’s 

, next-generation genome sequencing and modernized clinical trials.

In recent months, he made a visible effort to bring health-tech experts into the FDA’s senior leadership. For example, Gottlieb hired Amy Abernethy, M.D., Ph.D., a former executive of Flatiron Health, to serve as deputy commissioner.

FDA Releases New Data Integrity Guidance to Improve Drug Quality

How the FDA Is Transforming Clinical Trials

In two years, Gottlieb tried to foster digital health approvals and medical device cybersecurity.