Jan 2, 2023Liked by Arpan Parikh, MD MBA FAPA, Amit Parikh, MD
This is a wonderful piece of writing for the new year. It has one deeply regrettable error, which is, of course, not, including myself as one of the visionaries right next to my Nikhil. I also feel like Rik Renard could, and should feel similarly slighted.  I imagine we will both thoroughly shit post the two of you for this oversight. More seriously though, more clinical leader ship in digital health is mandatory. And that means more nurses also I will add.
Favoring growth over clinical rigor is my biggest concern for health startups. Yes there's a lot that could be streamlined in the world of medicine but there's somethings you just can't cut corners around without sacrificing patient safety and there needs to be a strong voice at the table to hold that line when hard decisions are being made. I recently spoke with recruiters at a not to be named mental health start who's main business is dispensing stimulant medications. When I asked them about whether they have a standard practice of having patients check vital signs they could not provide a clear response...which i took to mean the answer is no they don't have any standard practice. This tells me that their leadership either never thought about this or figured that they can tolerate the risk. Neither of those scenarios speaks well to their protection of patient safety.
Jan 4, 2023Liked by Arpan Parikh, MD MBA FAPA, Amit Parikh, MD
Thank you for this! 💯 agree with your insightful commentary about ethical responsibilities for managing good patient care from the start, with hopes that quality comes through to both patients, providers and investors. The " "right fit" clinician can be difficult to find but a company also has to have a knowledge base to know what they are looking for when bringing on new team members.
Jan 3, 2023Liked by Arpan Parikh, MD MBA FAPA, Amit Parikh, MD
one obvious misalignment that exists between funds and clinicians is the time horizon of returns. in primary care, we invest in patients across a lifetime, whereas LPs need to cash out in 5-7 years. part of the battle is aligning incentives.
Jan 2, 2023Liked by Arpan Parikh, MD MBA FAPA, Amit Parikh, MD
Love this post! One question about the early clinical leaders -- you flag two important characteristics to look for, but what should builders avoid when evaluating these potential hires?
This is great — thank you. Question and it might be a dumb one, but who does the CMO or clinical lead usually report to? and do all of the clinicians report directly up to the CMO or is it a COO or operations lead?
I'd be curious to see what a org chart might look like in terms of the clinical side and how it integrates with operations, etc.
Great piece, Drs. Parikh! I definitely agree getting the right clinician leadership is important from the start. The clinical voices in the room will help bridge the gap between present and future. Innovation is obviously a major component of digital health, but clinical leaders will help companies adapt the good things from the past while help setting the vision for the future and make sure that care is delivered responsibly.
This is a wonderful piece of writing for the new year. It has one deeply regrettable error, which is, of course, not, including myself as one of the visionaries right next to my Nikhil. I also feel like Rik Renard could, and should feel similarly slighted.  I imagine we will both thoroughly shit post the two of you for this oversight. More seriously though, more clinical leader ship in digital health is mandatory. And that means more nurses also I will add.
Favoring growth over clinical rigor is my biggest concern for health startups. Yes there's a lot that could be streamlined in the world of medicine but there's somethings you just can't cut corners around without sacrificing patient safety and there needs to be a strong voice at the table to hold that line when hard decisions are being made. I recently spoke with recruiters at a not to be named mental health start who's main business is dispensing stimulant medications. When I asked them about whether they have a standard practice of having patients check vital signs they could not provide a clear response...which i took to mean the answer is no they don't have any standard practice. This tells me that their leadership either never thought about this or figured that they can tolerate the risk. Neither of those scenarios speaks well to their protection of patient safety.
Thank you for this! 💯 agree with your insightful commentary about ethical responsibilities for managing good patient care from the start, with hopes that quality comes through to both patients, providers and investors. The " "right fit" clinician can be difficult to find but a company also has to have a knowledge base to know what they are looking for when bringing on new team members.
one obvious misalignment that exists between funds and clinicians is the time horizon of returns. in primary care, we invest in patients across a lifetime, whereas LPs need to cash out in 5-7 years. part of the battle is aligning incentives.
Love this post! One question about the early clinical leaders -- you flag two important characteristics to look for, but what should builders avoid when evaluating these potential hires?
This is great — thank you. Question and it might be a dumb one, but who does the CMO or clinical lead usually report to? and do all of the clinicians report directly up to the CMO or is it a COO or operations lead?
I'd be curious to see what a org chart might look like in terms of the clinical side and how it integrates with operations, etc.
Great piece, Drs. Parikh! I definitely agree getting the right clinician leadership is important from the start. The clinical voices in the room will help bridge the gap between present and future. Innovation is obviously a major component of digital health, but clinical leaders will help companies adapt the good things from the past while help setting the vision for the future and make sure that care is delivered responsibly.