How does a successful academic cardiologist leave a prestigious career to build a pioneering virtual mental health company from the ground up? This episode unpacks the incredible physician transition to health tech with Dr. Reena Pande, a cardiologist turned innovator who scaled a startup to a major acquisition and is now shaping the future of clinician executive leadership. If you've ever wondered how to leverage your clinical expertise beyond the bedside and make an impact at scale, this conversation is for you.
In this deep dive, Dr. Reena Pande shares the untold story of her journey from a grant-funded researcher and faculty member at Harvard Medical School to becoming the first Chief Medical Officer at AbleTo. She details the "ferocious curiosity" that led her to explore the world of health tech and venture capital, driven by a desire to address patient needs more holistically, particularly in the intersection of physical and mental health. Dr. Pande explains the challenges and triumphs of scaling a virtual mental health company, detailing how AbleTo grew from a 10-person team with a $1.5M Series A to a thousand-person organization acquired by Optum. She provides a candid look at the Chief Medical Officer role in tech, emphasizing the need to blend clinical and business acumen, roll up your sleeves, and grow as a leader as the company evolves.
This discussion offers invaluable advice for physicians in health tech, covering the pitfalls to avoid—such as acting like the sole expert—and the mindset required to succeed, including humility and a willingness to learn the language of business (from EBITDA to COGS). Dr. Pande also recounts the dramatic impact of the pandemic, which she describes as "pouring gasoline" on the simmering need for virtual care, and how AbleTo's rigorous, quality-first approach enabled them to meet the explosive demand. Now a Partner at Oxeon leading their clinician executive search practice, she shares insights on what the industry needs most from physician leaders today and her vision for training the next generation of clinicians in the age of AI. This episode is a masterclass in clinician executive leadership and a must-listen for any doctor considering a physician transition to health tech.
Episode Resources:
Introduction
Dr. Trevor Royce: Welcome to Health Tech Remedy. This is the next installment of our bonus series on Physician Innovators, where we explore how doctors are shaping the future of care. Building companies, influencing policy, advising, leading emergent health tech ecosystems. I'm Trevor Royce, joined by Tim Showalter, Paul Gerrard.
Dr. Tim Showalter: I'm Tim Showalter. In this series, we dive into how physicians are applying clinical insights in entrepreneurial, technological, and leadership roles, often pretty far from the bedside.
Dr. Paul Gerrard: And I'm Paul Gerrard. We'll learn how they pivoted from traditional medicine to create impact in health technology and systems.
Dr. Trevor Royce: Today, we're thrilled to continue the series with Dr. Reena Pande, cardiologist turned innovator and advisor, now shaping clinical leadership and innovation at Oxeon.
Dr. Tim Showalter: Reena spent nearly 10 years as chief medical officer at AbleTo, where she led product, data, and research efforts in tech-enabled behavioral therapy, growing the company through fundraising and acquisition.
Dr. Paul Gerrard: Before that, she served as an academic cardiologist at Brigham and Women's Hospital and faculty at Harvard Medical School. Today at Oxeon, she's counseling investor and entrepreneur clients, guiding emerging clinician leaders.
Dr. Trevor Royce: A passionate advocate for integrating human-centered care with technology, she emphasizes that tech isn't a panacea, but when paired with empathy, clinical expertise, it can transform health outcomes. Dr. Reena Pande, welcome to Health Tech Remedy. We're excited to have you here.
Dr. Reena Pande: Thank you for having me. Such a pleasure.
Dr. Reena Pande’s Path to Medicine and Cardiology
Dr. Trevor Royce: Pretty excited about our conversation today and hearing your story. I guess, like all good stories, it has a beginning. We'd love to hear what inspired you to go down this path and maybe even as early as what inspired you to decide to pursue medicine and specifically, as I understand it, cardiology.
Dr. Reena Pande: Well, how far back to go? It's a good question. So maybe to the origin story. I have two parents that are physicians. I feel that might be an origin story of a lot of us. Both were immigrants from India, came here in the 60s and 70s, set up shop in the D.C. Area and were physicians from another era. My dad was a solo practicing ear, nose, and throat surgeon. My mom was an anesthesiologist. Manassas, Virginia, for those of your listeners who know it.
And I just witnessed the impact they had on the community. We couldn't go anywhere without people asking, oh, are you [Could not verify with context]'s daughter? He took out my tonsils or she put me to sleep or what have you. And it was such a pleasure to feel that warmth and generous spirit from the community and how much they felt my parents were beloved, frankly. So I always wanted to be a doctor. It was never a question. And no pressure from my Indian immigrant parents, to be fair. No pressure at all. I just felt it. I wanted to have that kind of impact on people.
Dr. Reena Pande: And so I studied biology in college, nothing out of the ordinary. I was very down the straight line approach to going to med school. Went to Harvard undergrad, stayed for med school, stayed in the Boston area at Brigham and Women's Hospital where I did all of my clinical training and I was on the path. I did the thing I was planning to do, which was to be a doc and see patients and be a researcher and an academician.
I had this traditional academic job, seeing patients about half my time, grant funded researcher. The cardiology piece was I was one of these people who loved everything. I thought hard about general surgery. I thought hard about urology. I thought about everything. I didn't think about OB or pediatrics. Those were not on my list, but I loved everything.
So I ended up choosing internal medicine and then I almost became an oncologist. I loved that. But cardiology gave me two things that I needed. One was I loved the people and the stories and the interactions I got to have around deep, rich, complicated, very human and emotional challenges. And then on the science side, I loved the physiology and the pathophysiology of it. So it was a perfect combo of science and nerdiness on the one hand and that people and emotional element on the other.
Dr. Trevor Royce: Yeah, the joke as an intern and amongst the medicine residency at Brigham was you were either going to do oncology or cardiology because they were just such forces of nature, those two departments, particularly on the cardiology side. So I totally get it.
Dr. Reena Pande: Yeah, iconic elements of the training program there. Yes. And I wavered between the two and ultimately had to choose one. I was headed to do an interview, not a formal interview, but to meet with the folks at the Farber. And I had a whole change of heart, literally that day and sat down with the chief resident and said I can't plan oncology. I need to plan cardiology. Help me. And it was very late in the process. And it all worked out great.
Dr. Tim Showalter: What happens if someone doesn't choose one of those two from that? Are they just ostracized?
Dr. Reena Pande: Pariahs. No, we have some great people that go on to do GI and nephrology and all sorts of other things but they do such a weight these two subspecialties are so weighty.
The Leap from Academic Cardiology to Health Tech Innovation
Dr. Tim Showalter: Well for a lot of people I think you mentioned that you're on the academic medicine path and for a lot of people I think that's where they stay and just go on and have a full career as an academic and I'm really curious what sparked your transition from your role at Brigham and Women's as a cardiologist to moving into leading clinical strategy for a health technology company.
Dr. Reena Pande: It's a wild leap. Now the story is going to be increasingly, I wouldn't say common, but more people are making this transition into the health tech world, just like you guys. And for me, it took me a long time to figure it out and to do the self work to figure out what I was great at and where I could bring the most value. It was a several-year journey from a career I loved.
I was, as I said, grant-funded. I was doing research. I loved seeing patients. I really did love my time at the Brigham. But little by little, there were a couple things that started to poke, and those little pokes became inspiration for doing something different. I couldn't have said this then, but I get it now. I think I just got bored, which is such a horrible word. But if I'm honest, that's probably the core sentiment.
I also started to feel I could have more impact at scale outside of my, what I thought was big, but turned out to be little academic bubble. The pace of change was just too slow. And the impact we get to have is, yes, one-on-one. And I think the broad impact is intended to be through research. And my research was just, though interesting, not going to have an impact on people for decades, if ever. And I got to do something fast and now and impatiently just picked my head up and said, how can I have impact at scale? Those were not the words, but now I can recognize that sentiment.
So that got me picking my head up. And it's a several years long journey between point A and point B, but eventually realized that the skills I brought weren't really being put to their best use in that academic environment and that I could have a lot more impact in the outside world. A world I didn't even understand or know existed, because for so long I just lived in my, well, it was a great bubble. It was just the bubble.
Dr. Trevor Royce: And tell us a little bit about what that outside world was. What did you walk into and tell us a little bit about what you built.
Dr. Reena Pande: So I discovered venture and technology and health tech and digital and all these words that I hadn't even heard of beforehand. I would say that it was ferocious curiosity, I just opened the doors and just started, frankly, cold calling people and said, tell me what you do and teach me. And it wasn't even that I'm looking for a job conversation. It was, I'm just curious, what exists in the outside world?
We were in the heyday of value-based care then, and I was starting to get frustrated around the ask to be judged on outcomes when I just didn't feel we were sufficiently tackling all the pieces of a patient's care needs that would really have an impact on outcomes. That got me curious, wait, how are we thinking about mental health? How are we thinking about social determinants of health? Who's doing this? How are they using technology better?
People were pointing technologies at us and asking us to use them, and I thought, well, that one is not sensical or that one makes sense. And who's making these decisions? How are we integrating technology in the right ways? You can see my bumbling. This was the bumbling curiosity that eventually got me... one conversation leading to another to another, I ended up at AbleTo. And it sounds like I just landed there, but really it was several years of introspection, conversation, a building of a network.
Dr. Trevor Royce: I think that resonates a lot. There's a method to the madness where you don't know what you don't know. And if you've been in that academic environment, I just remember having this aha moment of realizing this whole world that was out there of different industries and different roles for physicians that I had no idea it even existed until I started looking.
Dr. Reena Pande: I 100% agree. I felt the exact same way. And then discovered that there wasn't a huge community, but there was a community. And there were people who took me under their wing and said, let me introduce you to these three other people. And one of those people said, let me introduce you to these three more. And little by little, you build a big network. And then little by little, things start to stick. And that stickiness led to me finding this role at AbleTo as the first chief medical officer there back in 2013.
Building AbleTo: A Pioneer in Virtual Mental Healthcare
Dr. Trevor Royce: And so to kind of continue on that path, tell us a little bit about AbleTo.
Dr. Reena Pande: So AbleTo was one of, maybe the, but certainly one of the first virtual mental health provider organizations. This was 2013 when I joined. We had just raised our Series A, which back then was $1.5 million, which makes me laugh now, given the dollar amounts for even seed fundraising rounds these days.
And there was really no focus on virtual and there was very little focus on mental health. It's so funny to think back because the space now has exploded and so much attention is on mental health. But back then, it was like pulling teeth to get people to pay attention. For me, what drew me up from cardiology to mental health was just seeing it all day, every day. In this era of value-based care, realizing that there's no way we can tackle physical health without, as a prerequisite, tackling mental health needs. And doing it in an integrated way. We were so siloed.
And so we at AbleTo set out to build a virtual, highly evidence-based, high-quality mental health program delivered purely virtually by phone and video and pointed towards patients with complex physical health needs, like my old cardiology patients or GI patients or people with pulmonary disease or kidney disease or what have you. The data told me that the costs of those patients was much higher and their outcomes were much worse if they had coexistent mental health needs that were going unaddressed. And that was what we went out to tackle. So one of the first virtual behavioral health companies.
The Role of a Chief Medical Officer: Scaling a Virtual Health Company Through the Pandemic
Dr. Tim Showalter: That's pretty remarkable. It's really early in the days for behavioral health. I'm curious in that transition, you mentioned just sort of being a sponge and learning as much as you could. I'm curious, once you're in that role as the CMO of a health technology company, presumably with a lot of technologists, a lot of engineers and being that clinical voice, can you walk us through a little bit what your main learnings were about how to be an effective CMO or clinician in an organization where you've got a lot of engineers and other technical people?
Dr. Reena Pande: We were a blend of clinicians on the one hand, delivering care and technologists, engineers and operators on the other hand, building the backbone to enable us to do that work in a really high quality way. It's really interesting to sit as the chief medical officer. Back then we were 10 people. The first lesson was you just roll up your sleeves and do whatever it needs to get done.
If there was a data set that came in that needed to get analyzed, I'd be happy to do that. If we needed to call on a client, a payer client, I was out in the market with the CEO doing that. If the engineers needed to know what the acronyms were for some clinical thing, you sat with them and told them. You learn, really, that sponge mentality is a giving mentality. I'm happy to do anything. In return, I was just soaking it all in, which was pretty cool.
The organization got far bigger and far more complex over the next decade that I was there as chief medical officer. We went from that small 10 people to almost a thousand people and a couple thousand more clinicians delivering care through our technology platform, a dedicated product team, a dedicated engineering team, a dedicated ops team, proper infrastructure for an organization. My success in that era was very different than the way I was successful in the early era, which is interesting to think about how you have to shift and grow and learn and lead in different ways to be successful in different ways as organizations grow and change.
Dr. Trevor Royce: I guess related to that, you were in this position and sort of saw this company's growth and also experienced it during this pandemic that we had. And I'm just curious, particularly in terms of the product that you guys were building and offering, how the pandemic impacted your work and the company and its trajectory.
Dr. Reena Pande: It's a great point. So our company was founded in 2008. I joined in 2013. We were still in infancy, to be honest. And I like to say the first several years we were, maybe even the first five years, we were just trying to convince the market that there was a there there.
That mental health mattered, that you needed to pay attention to it, that it had a huge impact on outcomes and costs, that it was worth spending money on it in order to save money on medical spend. And then the pandemic happened and it was as if the whole world opened their eyes to it suddenly. To be fair, the preceding couple of years, there had already been an uptick. So there was already a brewing interest. Athletes and actors and others were starting to be more candid and honest about their mental health challenges. Stigma was starting to come down a little bit. There was an increasing appreciation of the impact that mental health was having on total overall health and overall health spend.
But yeah, the pandemic was like pouring gasoline on an already simmering flame. The need went up on the one hand, just the social isolation and the mental health challenges that arose in the context of the pandemic, increased the need. And then there was a very early acknowledgement that there was going to be a challenge to mental health because of all of that. Everybody had to be virtual for everything. So suddenly there was this understanding and appreciation that, oh yeah, we can deliver care virtually and it can be high quality and you can get great care and you can be made to feel better on the provider and the patient side.
It was like gasoline, as I said, on the fire to just increase the appreciation that this is a modality that can be effective. For the company, that just meant our engagement went up dramatically. The need for our services went up dramatically. And it's just a curve of business growth that we then had to address differently in that era.
Dr. Tim Showalter: I will also share your recollection that we were told by administrators before the pandemic that there was no way to deliver virtual care or telemedicine. It was too hard. And then within a matter of weeks, we're doing it. And I can imagine at AbleTo, the scaling that was required must have been absolutely massive when suddenly it's growing so quickly. And as chief medical officer, what sort of balance you had to strike between scalability and making sure that more patients could access it quickly, but also doing that with rigor and quality. Any insights you can provide from that experience?
Dr. Reena Pande: Sure. We were so well set up for this. I don't think everybody else was, but we were because we had already been doing it at scale with a very close eye to ensuring quality care delivery and collecting data to make sure outcomes were solid from the beginning. That was how we set up the entire product, if you will, the clinical product.
So all our clinicians were already on, already virtual. The protocols were already baked into the technology platform. We required every encounter to be accompanied by a measurement of clinical symptomatology. So we had all that baked in already. It let us already have in place a way... and we had a structure and operational processes around monitoring our charts, our outcomes, all of that. So I think we were set up beautifully to be able to handle doing all of that virtually.
The change came around the scale of it, though, and being able to find ways to scale all those overlying processes to ensure that we were still meeting our own high bar of quality and evidence-based care delivery. That was tricky, which we did, but we were very manual. So there was a people scaling challenge in order to be able to oversee all the clinical care delivery. In the modern era, I would just build an AI-enabled toolkit atop all of it. It's so interesting to think back what I would do if I were building the company all over again, but with the modern technology. The set of technological tools, it'd be so different. The core would be the same, the North Star would be the same, the care would be the same, but the way and the efficiency with which we could ensure high-quality care delivery would just be so simplified by technology today.
Dr. Tim Showalter: And what's amazing about that is when you say the modern era, you mean within the past 18 months. Yeah, the world has changed dramatically. It's remarkable.
Dr. Reena Pande: Exactly. It wasn't that long ago that we were—five years ago was the pandemic. 15 years ago was when I was starting to join the company. It's not that long ago.
A New Chapter: Leading Clinician Executive Search at Oxeon
Dr. Trevor Royce: It's also interesting to think about what your answer to that question would be in five years from now, which would also be totally different for ways we can't even foresee. So it sounds like you guys obviously had product market fit. There was a great need for this. The pandemic sort of supercharged all that. You had very rigorous kind of quality in place for a great product. Tell us how this story ended for you, your next chapter, what led you to what you're doing today?
Dr. Reena Pande: Great question. So we were on the leading edge, as you can hear, and that had a lot of our payer partners picking up their heads and wondering about acquisition, which was amazing. We ended up being acquired by Optum, by UnitedHealth Group in 2020. That was incredible. I think we were one of the first to really be picked up as an acquisition target. And I stuck around for another few years after that transition, after the transaction and the transition to be incorporated up under the Optum umbrella.
It had been about 10 years all in from when I started to when I made the decision to step out. An incredible journey start to finish. I didn't actually know 100% what I wanted to be next as I was growing up. I had so dedicated my time and energy and brain cells to AbleTo in that decade that I decided to take a little breather, number one, and I created a little space to think about what I wanted to do next. I just wanted to take a break. I didn't know I needed a break. It turned out I totally needed a break. I was doing it because, hey, I'm young and still healthy. And while I am those things, let me just take the opportunity to travel and play a lot of golf and learn the banjo and do the things I want to do.
It turned out I actually probably needed to decompress. And that gave me space to be thoughtful about where I pointed my energy next. And I just kept getting tugged towards how do I take this experience I've had as a clinician executive and turn it around to support other clinician execs to find their way and turn it towards the non-clinician peers and hiring folks so they can understand better what it means to be a clinician leader, the things we're good at, trying to break down some of the biased misperceptions about what we can do and, frankly, misperceptions about what we can't do.
There's this continued belief that we're just clinician subject matter experts. And I know people who are growth leaders and product leaders and founders and CEOs and presidents and all sorts of things as clinician executives. So I'm now on my soapbox as a partner at Oxeon, preaching on the one hand, and then leading our clinician executive search practice on the other. And I have the very fun job of playing matchmaker and helping great executives and great companies find their way to one another.
Dr. Tim Showalter: I'm curious, in your role in search and also educating and improving the talent ecosystem within physician leadership, what do you think are the greatest unmet needs right now in terms of physician leaders? What does the industry really need?
Dr. Reena Pande: I would say what would be most impactful for clinician leaders are people who can really marry that clinical acumen with business acumen and live really at that intersection of clinical and business and represent the clinical voice and the patient need on the one hand and keep that front and center as a North Star, but very much lean in at the same time to meet their business leaders partway and to really help drive business growth and innovation.
I think we need it. There's so much innovation happening right now. A lot of it involves the opinions and perspectives of clinicians. A lot of it doesn't. And I think that's an error. I think that there are so many wonderful clinician leaders who can really wisely marry business and clinical needs. And I think it's an error to not have those people with loud voices at the table as we push for innovation in healthcare.
Common Pitfalls for Physicians Transitioning to Tech Roles
Dr. Trevor Royce: Kind of related to that, what are, I guess it's sort of two sides of the same coin, but what are some of the pitfalls to avoid or mistakes you've seen with some physicians that have ended up in maybe a role that didn't work out well for them?
Dr. Reena Pande: It's a fabulous question because there are lots of those. And I think that our non-clinician peers point to those and think that they are representative of everybody. But some of the pitfalls are the following. I do think some people march in as the expert, looking down on others, ego in hand, and preach. And that's not helpful. I think we have to recognize that we bring in expertise and that others do too. A technology leader may be a PhD coming on MIT and your business leader may be whatever. Your operations leader may have run a team of a thousand people and run a $150 million P&L. We all bring expertise.
And I think that we function best when we are open and honest about what we do well and how we can tap into the expertise of those around us. It's like an internal medicine doc. An internal medicine doc taps into their ID specialist and their nephrologist and their whoever. We're actually quite good as physicians at recognizing where we have limitations and how to incorporate the expertise and knowledge of others. So I think that's one.
I think there's issues on the other side of the coin, too. I do think that our non-clinician peers don't always understand the perspectives we bring. The fact that we carry the weight of the patient decision and their well-being with us all the time. We're not being old, stodgy, nudgy, curmudgeonly doctor, non-innovator. I am pushy because I feel it. If someone in our care commits suicide, I'm not sleeping that night. I'm feeling it. And that weight, I don't know that if you haven't been in it and borne the responsibility of the patient outcome that you know that.
The other thing I think that people don't realize is I think of the outlier cases, and I think a lot of other people think of the averages. My brain goes to, how do I avoid the tail? And so I might appear risk-averse to my technology partners or I might appear to be a naysayer. But if we understand one another better and figure out ways to speak common language and know what strengths and weaknesses we both bring to the table, I think there's a much better way for us to work together because we need to work together.
Dr. Trevor Royce: Very well said. Tim and I were kind of joking the other day, talking about how when you transition into a new role, it is humbling. And in some ways, a fulfilling life is just being an intern all over again in just different settings. And you have to come in with a wide open mind. You have to know your limitations and just embrace doing the hard work and knowing that you're not going to come in as the expert and the people you're working with do know a lot and have a lot of experience. So I hear you.
Dr. Reena Pande: I also tell people to not be afraid to just ask questions because if you walk in thinking I'm supposed to be the smart one and I'm supposed to have all the answers, I think that's an error. I was very fortunate to just have the guts to... So the fearlessness, I suppose, to just ask. I have a couple of Harvard degrees. I feel like I'm a smart human. My history demonstrates that. So if I don't know what EBITDA stands for, okay, it's not that I'm dumb. I just haven't learned. Or if I don't know what COGS stands for, again, I'm not a dumb human.
And I had good people around me who got that. So I felt very free to be curious and ask a ton of questions along my learning journey. And it also, I think, made people around me feel like, oh, this person isn't just sitting high on her horse. She's down to earth. She's willing to learn. She's open to asking us to teach her. And I think that was a really wonderful way to build relationships with my peers in the company.
Dr. Tim Showalter: And it's interesting. I was thinking about your EBITDA discussion, and I've been in exactly that same boat as a board member for among a bunch of investors and being the only clinician and just having no idea. But it is interesting because as a physician, there are business instincts that we bring in terms of what's going to work within the health care marketplace and reimbursement and hospital administrator type barriers that can also have meaningful business perspective.
Dr. Reena Pande: Yeah, for sure. That experience is invaluable to bring to bear. And I think we have to be free in sharing the prior experiences from our time in those settings. We've lived it. So the more we bring that experience to bear, the better.
Key Advice for Aspiring Physician Innovators and a Look to the Future
Dr. Tim Showalter: Well, I'd like to shift a bit to the advice and forecasting section of the discussion. There are a lot of early career folks who listen in and certainly a lot of physicians also who may be at any point in their career who are interested in something different from clinical practice where they can make an impact. And I'm curious, maybe speaking specifically to physicians who feel drawn to health technology, what mindset or steps or general advice would you encourage them to explore?
Dr. Reena Pande: I love this. It's so fun to be a senior person now. I don't feel very old, but I feel seasoned enough that I get to be the one to dole out advice now, which is so fun. I think the first bit of advice would be to know thyself. To do the self-work, to understand what you're good at, what you're less good at, what drives you, what brings you energy. Are you a person that loves being in a backroom crunching numbers or loves hiring and training clinicians under you or loves being a preacher? I love being behind a podium. You put me on stage with a thousand people in a room, my heart rate will go down. That should become clear to me. I got to tap into that.
The first step is to really ask the hard questions. What are you really good at? What really brings you energy? And the related one is, in your current environment, are you putting those skills to best use? If the answer is yes and it all matches up, well, that's great. Don't feel bad about that at all. Put your head back down and go at it. But if your answer is, I'm not sure, you owe it to yourself to pick your head up.
The second piece of advice is just be curious. Ask, meet with people, don't be shy about networking and asking for advice. People love talking about themselves. Here I am, happily telling you about my journey. People typically love sharing their stories and are willing to help. So seek out that advice from others. Those are the first two that come to mind. I've got a hundred more, I'm sure.
Dr. Trevor Royce: We'll have to bring you back for round two for the next launch. On the forecasting side, as we think about where digital health is today and health technology, what are some of the key things that you're excited about when you're looking at opportunities for physicians you're matching and these companies that are up and coming?
Dr. Reena Pande: How do I not answer the question with AI? That feels like the answer of the hour. But AI, I guess it's probably the honest answer is where my head is. We're doing a search right now for a clinical AI company that's embedding AI tools and hospital systems from radiology and imaging reading to clinical decision workflow management. I mean, everywhere. So that feels like the answer.
But stepping one notch back from that, I actually am really interested to see where the world goes on how not just how we incorporate AI, but how do we train our clinician workforce differently to grow up in this new environment? As you pointed out, Tim, it's only 18 months old that we had chat GPT and we had these embedded AI tools and such. We're going to have to train our docs differently and our nurses and our other clinicians on how to incorporate them in and to understand the value that these technologies bring and to not lose sight of the humanity and the empathy that people bring, but marry that to the efficiency and insights that data and technology can bring.
And so I'm actually really curious about what the next generation of clinician leaders, clinicians who are taking care of patients and clinician leaders at the business level will be? How do we train people differently to be caregivers and innovators in this modern era?
Dr. Tim Showalter: It's going to be amazing to see that. And I will also say that I look forward to, in the future, hearing your thoughts on how that all takes shape. And I think maybe our listeners may be interested to know that you also have some work that you do in terms of writing and sharing information on podcasts. So maybe before we wrap up, could you just share a little bit of information about the work that you're doing to get a lot of your learnings out there into the broader community?
Dr. Reena Pande: Day to day, I get to do it through every client I get and clinician executive I get to interact with in my role at Oxeon. So it's fun to play trusted advisor to our clients as they're thinking about what it even means to have a clinician leader or CMO or a chief clinical officer or what have you. So that's fun.
And as you mentioned, I love to write. Part of my learning journey is to share those learnings with others. And if it sparks some shift in thinking or idea in a reader or listener, I feel like that is success. So I write on a substack called Open Mic. You can just Google my name and substack and it'll come up. And then I started a podcast too, like you guys. It's called Leadership Rounds, and it's intended to highlight phenomenal clinician leaders and their leadership journeys and their insights and advice for others. So not dissimilar to some of the commentary we've had here together. So hope people can listen in there too to hear some of those other stories.
Dr. Trevor Royce: Amazing. Well, thanks so much for sharing your journey. And I hope our listeners check out your podcast. Sounds like there's some great synergy there. It's been a great discussion. Thanks for joining us.
Dr. Reena Pande: I appreciate you guys having me. It's so fun to share stories. And if a couple of people change the way they think about their own careers because of the conversation we got to have today, that'll be a win. So appreciate it.
Dr. Tim Showalter: Great. Thanks so much.
Dr. Trevor Royce: Well, that's it for this episode of Health Tech Remedy. Be sure to subscribe and follow us on your favorite podcast platform. And if you know a physician innovator who we should feature, give us a shout. We'd love to hear their story.
