Growing One to One Health
When I joined One to One Health, patients valued the care and clinicians enjoyed delivering it. But each new client asked more of a team already relying on manual processes, spreadsheets, and knowledge held by a few people.
We could staff for a new client and still wait for that client’s patients to begin using the care. Eligibility and onboarding delays stood between the capacity we had paid for and the people it was meant to serve. Adding clinicians could not, by itself, resolve that delay.
Eligibility and onboarding belonged in our product plan alongside clinical care. I set that direction for the full product suite and hired the founding engineers. We also needed to give clinical and operations staff something useful before that wider plan could deliver.
I chose clinical documentation as a place to start. I designed and developed the initial AI infrastructure to prepare clinical notes for provider review. Charting time fell from 22 to 17.5 minutes across all encounters, an average of 4.5 minutes back per encounter, while clinician and patient satisfaction were maintained or improved.
As a founder, I make room for a larger ambition while meeting immediate needs. An early improvement has to help customers or staff and bring that ambition closer. That is how I choose where to begin an engagement.