Providence St. Joseph's CFO on the user system, cent

Providence St. Joseph's CFO on the user system, cent


In the past, Providence St. Joseph Health has focused on expanding service projects. Since then, 51 hospitals were in Renton, Wash., He has received a senior executive, Venkat Bhamidipati, from Microsoft. He began his position in July 2017, bringing good years from modern technology to physical health while continuing to develop technology and the needed changes to focus on delivery. In Microsoft, Bhamidati has helped change a change that promotes the growth of the company. He lived with Tara Bannow's health health statement to discuss the evolution of physiotherapists and physiotherapists. These are the edited versions.

MH: What did you do in Microsoft and have the ability to switch to health?

Bhamidati: I've been in Silicon Valley for about 13 years with Microsoft for about 13, 14. So, if you look at my career, age 26, 27, in the conflicts of technology, business and corruption. In Microsoft, what I learned was that it could be transferred to some non-health professionals – it's a productive approach to the customer. We invest in the power of the cloud, which helps us to strengthen our bonds with our customers. As a result, customers have benefited greatly when they have a financial value. It also affects health, where I really feel that if it costs more than we can, so we need to go back and say, "What's the reason?"

Ultimately, health is about providing value to patients. How can we get the best solution at the lowest price?

The second thing I can say is to understand what I call the customer life value. In modern technology, we use license licenses each year, and customers will update them. We understand how they use them, but not your money or our victory. Microsoft running does not depend on them. If you travel to a cloudy sky, customers pay through the service system, and they pay only if they get the value. So we have to change our product to ensure that our policies are structured. We are the highest value the customer can get from use, and we want to make sure that they use this service, and that is important. Technologies have no effort to make sure they have the lowest price. This is what I think we can bring to health. People are debating between pumps and prices for the lowest. Frequency is used to study regularly. Implementation is not only technology, but also a profitable profit to access higher prices.

MH: Your President said last month that you will inform Providence St. Joseph Health revives the process. Could you share information about this?

Bhamidati: I do not have a special statement to do, but if you go back to work, one of the things we have for PSJH is that we have been one of the most vulnerable health systems in the country with more than $ 23 billion in revenues and high levels across seven states. In addition, we have the next position in all the markets we serve, our search and dedication statistics are strong. Seeing investments in the system, Epic, over the years many years ago, we have great data over time to help us understand the patients. When you meet the assets and investments we make in digital circles, appropriate medicine, temporary experience and engineering learning, we think we have a good platform to transform ourselves and meet our citizens' needs.

MH: PSJH is developing a network. What are the benefits of the patient's income from abroad and how much would you like to see this magnitude?

Bhamidati: As for the article, what I mentioned is how the patient and patient will change. Our main objective is to take care of the health of the homes of the sick, and to be able to care for and where they want.

This is the source, we want to be able to access as much as we can to reduce the costs of consumers even. In 2019, we are looking forward to launching new web sites in Express Care, emergency care, surgery and photographic centers. We expect our visit to visit around 5 million to 2022. Our goal is to enhance the network network. 1 in all our businesses, similar to our care measures.

MH: It would look like a transition would include a potentially disadvantaged health care system for the health care system. What can this happen?

Bhamidati: We definitely see our important places of worship as important. We see increasing the care of our specialists and important stakeholders as essential, to provide good care gifts. We also look at all the assets we have collected over the past several years. We accept the deepest and valuable value of all our assets. Some are important to our work; Also, we are looking for less valuable assets, and they say, "Can we put this into a partnership, and we need to be the owners of any property on the certificate?"

MH: What would some of the non-original ones be?

Bhamidati: We own hotels, land, parking, rights and facilities. We have a real estate list over the board, and we are reviewing all of these assets.

MH: Health matters are focusing on the killing. The newsletter has a bad deal and is growing in many settings, for example. Where are you looking at a low cost?

Bhamidati: I think a little different, gives me technical skills. One of the things you can expect in technology is the price of the price. In other words, everything you buy will do everything and prices next year. And obviously it's the highest position of the patient or customer is important. So we do not lessen the patient's patience or experience. This is the real pattern of how I think about it.

When he says that, one of the things we focus on is not enough. I think reducing the amount of money it produces is the important result we are watching, but about the renewal. How do we update our methods? The methods we do not consider are wrong, mining the price of butter. I do not support anyone to take 5%, because when you do so, and keep track of all the misuse in the system.