St. Mary’s Healthcare launched Suki’s AI tool through the MEDITECH EHR earlier this year. Officials say the technology is ‘life-changing.’
Small health systems and hospitals face the same problems as their larger counterparts, yet they often don’t have the same resources to address them. That’s why an ambient AI tool can be a literal lifeline to sustainability.
At St. Mary’s Healthcare in upstate New York, physicians began using Suki Assistant earlier this year to capture the doctor-patient encounter. The results so far, according to Julie Demaree, executive director of clinical innovation and transformation, have been “life-changing.”
“The big thing I can see is when the doctor says, ‘I can go to the gym after work,’” she says. “I can see that they’re relaxed. They can go in and just focus on the patient. They say, ‘I can just talk to the patient.’”
“We’re accountable to so many stakeholders,” Demaree continues. “We’re trying to document medical decision-making. We’re trying to document to communicate with the patient who’s going to go home and read it in the portal. We’re trying to document with our colleagues. We’re trying to document in case we ever get sued. We’ve just got all this stuff we’re trying to fit into a note. And especially in this rural area, we are their everything. We’re their cardiologist and pulmonologist and their dermatologist. So that visit – it’s complex. We’re covering the gamut. … It is life-changing for them.”
Ambient AI is by far the most popular new tool being embraced by healthcare organizations these days, a statement supported not only by the number of health systems and hospitals using the technology but also the number of vendors coming out with new products. It promises to not only reduce the time spent by clinicians in taking notes and transcribing the relevant data to the medical record, but also improving the accuracy of that interaction and its revenue cycle value by applying the right codes.
Demaree says she demonstrated the AI tool, accessible through the health system’s MEDITECH EHR platform, last fall, at which time she pretended to be an obnoxious parent with a sick child. Roughly 75 physicians were present.
A sometimes overlooked benefit of this tool is that it can be configured to recognize particular words or phrases (and identify the appropriate CPT codes for billing), enabling health systems and hospitals to program the technology for certain departments, like OB/GYN, ENT or the ED, as well as for specialties like oncology. Physicians can also adjust the platform to their specific needs.
“Physicians really have a lot of pride in what they put in their notes and how it looks,” Demaree says. “Everybody has their own style.”
“All they really want is the history and the plan, because that’s what takes them forever to do,” she adds. “Because the EMR has a kind of pre-configured physical [checklist] that they can just load and change what’s abnormal, that’s not really something that they need Suki for. But the story, that patient story, this long, rambling thing, and the plan, where they’ve already told the patient the instructions, but now they have to go back to their office and write, ‘Here was your diagnosis, and here’s what I’m ordering, here’s the plan, here’s what I want you to do. That’s now all captured, and they can just review it and put it in the note.”
Just as important, she says, the technology captures everything in one instance.
“You’ve already signed your note and now someone tells us you forgot [something], or you have already finished everything and you go to put the diagnosis in and it says that’s not specific enough and now you have [to go back and check your notes].”
And that’s what reduces stress and saves time, reducing the time spent in front of a computer and enabling clinicians to spend more of it in front of the patient.
Demaree says the ROI was almost immediate. Time to document completion dropped by 50%, which reduces the time patients spend waiting for referrals and payers spend waiting for the claim. The percentage of open notes also dropped, while E&M codes and RVUs have gone up—good for the bottom line, though annoying for patients.
That’s also where generative—and, eventually, predictive—AI could make a significant impact. Imagine a tool that not only captures the doctor-patient encounter and applies the correct billing codes, but one that also helps the doctor to diagnose and treat the patient’s medical needs. It would also outline preventive care and wellness options, alternatives to expensive treatments and drugs and links to other resources.
“It can all happen in one big bundle,” says Demaree. “That would be my dream.”
For now, the tool is a critical factor in St. Mary’s efforts to retain and attract physicians.
“I see this as step one in a huge change for us,” she says. “It’s hard for us to recruit physicians to a small town. It’s also really expensive when we lose physicians. So we’re trying to grow our way to profitability, and to do that you need doctors. And this community needs us.”
“I feel like we’ve done nothing but add things to doctors for years, and now we can we we’re giving something back,” Demaree adds. “I really think this is where things are going to get better.”
CNOs and other healthcare executives are strategizing to address recruitment and retention, workplace violence, and virtual nursing challenges, say these nurse leaders.
Nurse leaders have had many challenges to face this year as the nursing shortage continues.
CNOs and other healthcare executives have been brainstorming ideas for addressing this shortage as well as disruptors such as AI and virtual care.
From Nov. 6 to Nov. 8, the members of the HealthLeaders Workforce Decision Makers Exchange will meet in Washington D.C. to discuss critical workforce issues in nursing, and innovative solutions to address recruitment and retention, technology, and workplace violence challenges.
According to Putnam, one of the biggest hurdles for recruitment and retention is keeping the workload burden off of the direct patient care nurse.
"[They're] the largest part of the nursing workforce," Putnam said, "so how do we as individual health systems, hospitals, [and] clinics…listen to our first line nurses?"
Putnam uses the term "first line" rather than "front line" for a very specific reason.
"I think frontline sounds like a war zone," Putnam said, "and I don't want my nurses to think they're in a war zone every day, even though it's very difficult."
Another hurdle is generational differences. Gen Z nurses who are just now coming into the workforce have different expectations of the job than previous generations have had, and according to Putnam, recruiting Gen Z starts with technology.
"Gen Z-ers are our first truly digitally native generation," Putnam said. "The technology is important, and I think we have to figure out ways to utilize that in such a way that helps them and utilizes their skill sets."
Social media, diversity, flexible scheduling, and work-life balance are also top priorities for Gen Z, according to Putnam.
"The Gen Z-ers love work, but they also have other priorities in life," Putnam said. "Work needs to have purpose, and what better purpose is there than being a nurse?"
Workplace violence
Nurses face a lot on the job, and unfortunately workplace violence continues to be a large issue for nursing workforces in health systems everywhere. According to Szkolnicki, workplace violence impacts the workforce in a fundamental, traumatic way.
"Nurses [face] the emotional toll, the vicarious trauma, because they are feeling what their patient is feeling," Szkolnicki said. "The fact that our patients and their family members sometimes attack us, maybe even physically…it's horrible."
Szkolnicki emphasized the need for laws to catch up when it comes to harming a healthcare worker.
"Gratefully, in a lot of states, they are passing acts to make sure that it's a felony when you physically attack a nurse," Szkolnicki said.
For Szkolnicki, it comes down to having the basic need of feeling safe at work.
"We all have a basic need to feel safe where we are," Szkolnicki said. "It's something that is very serious and requires a very disciplined and deliberate approach."
Virtual nursing
The surge in new technology has been a large disruptor in nursing, particularly in the case of virtual nursing. According to Boston-Leary, virtual nursing has been growing exponentially in the past year or two.
"Some organizations have jumped in it fully with both feet, some are treading water and probably just letting come up to the waist," Boston-Leary said, "and some are still on the fence because they want to see the outcomes [of] implementing this technology."
Virtual nursing can be implemented in many different ways, which is why the ANA is establishing principles around virtual nursing, according to Boston-Leary.
"A nurse leader, a colleague of mine, said that it feels like the wild, wild west," Boston-Leary said. "So how do we tame this beast?"
Boston-Leary emphasized the concern about rural hospitals and health systems that cannot afford the technology. Part of the ANA's goal is to understand the various options and applications of virtual nursing, and how smaller systems can use and receive resources for virtual nursing programs.
"There's a Cadillac version that probably would not be affordable by most," Boston-Leary said, "but what's the American-made car version of this that's more available, accessible, and affordable to organizations that don't have a lot of the resources that large institutions do."
Looking ahead
Boston-Leary listed several immediate concerns facing CNOs, including the supply chain.
"The hottest issue is supply chain, with climate change and how that impacted our supply [of] IV solutions because our major manufacturing plants in the U.S were disrupted by Hurricane Helene," Boston-Leary said. "It's impacting care delivery [and] surgeries are being cancelled at this point."
Another concern is racism and discrimination in nursing, specifically because of legislative impacts on diversity, equity, and inclusion, Boston-Leary explained.
"There's data that show that because of the major shift after the murder of George Floyd that caused this [issue] to become front and center, a number of people of color, leaders, were hired into these roles," Boston-Leary said, "and a lot of these department roles have gone away."
Boston-Leary also described the growing divide in nursing between staff and leadership, and the general unease surrounding AI in healthcare.
"You have this divide that's growing between nurses and nursing leadership about [what's] important, and margin versus mission," Boston-Leary said, "and then you have AI where people are not sure what to do with it, whether they should be scared of it, or embrace it, or both."
All of these issues and more will be discussed at the Workforce Decision Makers Exchange, so stay tuned for more coverage.
The HealthLeaders Exchange is an exclusive, executive community for sharing ideas, solutions, and insights.
The decision from the AMA’s CPT panel will help health systems and hospitals scale and sustain smaller and more inclusive RPM programs.
(Editor's note: This article was corrected to note that the change will go into effect in 2026, not 2025)
A key deterrent to the development of remote patient monitoring programs is being removed, giving healthcare organizations a better opportunity to scale and sustain those services.
The American Medical Association’s CPT Editorial Panel has removed a requirement that RPM providers collect data on at least 16 of 30 days to qualify for Medicare reimbursement, opening the door to short-term and less frequent programs and coverage for a wider range of patients. The change is slated to go into effect at the beginning of 2026.
The panel’s decision, made during its September meeting, is a pleasant surprise for telehealth and RPM advocates, who had supported a proposal in May to create new “supply of device” codes that would have allowed providers to be reimbursed for less than 16 days in a 30-day period.
“Since separate payments for [RPM] services were established, industry stakeholders have advocated against this 16-day requirement arguing that it is clinically arbitrary and ignores conditions where a reduced number of days would be more clinically appropriate,” Thomas Ferrante and Rachel Goodman, partners in Foley & Lardner’s Telemedicine & Digital Health Industry Team, said in a 2023 blog.
The panel declined to support the proposal at its May meeting, leading to concerns that it wouldn’t be brought up again until next year. How or why the panel changed its mind at the September meeting isn’t clear, though it should be noted the change won't take place until the beginning of 2026.
RPM was initially recognized in 2019 by the Centers for Medicare and Medicaid Services (CMS) through a small set of codes for remote physiologic monitoring services, enabling clinicians to seek reimbursement for gathering data from patients through certain medical devices outside the hospital setting. CMS has slowly amended and expanded those codes since then, adding codes for remote therapeutic monitoring.
Advocates have long argued that the codes are too restrictive on everything from what devices can be used to what conditions are covered to what data can be gathered. In all, providers can only expect to receive about $170 in Medicare reimbursements per patient per month.
Here are some ways nurses can take care of themselves, says this nurse educator.
Nurses have a stressful job, between caring for patients, communicating with families, and being on their feet for several hours at a time.
According to Maryn Moreni, associate professor of nursing faculty at the Arizona College of Nursing, prioritizing self-care is crucial for maintaining well-being and can help reduce compassion fatigue and lower stress levels, allowing nurses to approach each shift with renewed energy and focus. Self-care can enhance mental and physical health, ultimately leading to improved patient care.
It's also important that CNOs encourage self-care in their workforces to promote wellness and a healthy work environment.
Here are 10 self care tips for nurses, according to Moreni.
Click here to view the accompanying contributed article.
New research on the value of digital health in hypertension care finds that these devices work best when they connect the patient to a care provider or team who can provide medication management.
A new analysis of digital health tools for hypertension tracking says they are truly effective if they include medication management features, such as a virtual care link.
The report, from the Peterson Health Technology Institute (PHTI), finds that devices that only transmit data to a care provider or focus on behavior change “are less effective and do not provide clinically meaningful improvements,” whereas devices that enable patients to connect with a care team to manage prescribing and dosing “deliver rapid and clinically meaningful improvements in blood pressure that outperforms usual care.”
The research highlights a crucial aspect of remote patient monitoring that has long plagued health systems and hospitals. RPM devices might be great at gathering data in between healthcare visits, but unless that data is used in a meaningful way, it’s wasted.
The key here is that RPM programs need to combine tools with access to care providers who can help patients act on the data being gathered. That may be through an app or other virtual care link, and it could be synchronous or asynchronous.
The results hold true for any chronic condition. In this case it’s hypertension, which affects roughly 120 million Americans, of half of the country, and only about 27 million, or one-quarter, are managing their blood pressure. The rest are at high risk of a variety of health emergencies, like heart attack and stroke.
“Too many people are living with uncontrolled hypertension, but there are effective digital solutions to help patients improve their cardiovascular health, save lives, and lower spending over the long run,” Caroline Pearson, the PHTI’s executive director, said in a press release accompanying the study. “Digital medication management solutions support healthcare providers with virtual teams to monitor blood pressure and adjust medications to help bring patients into control within months rather than years.”
PHTI evaluated 11 digital health tools: Blood pressure monitoring devices from AMC Health, HRS and VitalSight; medication management tools from Cadence, Ochsner Digital Medicine and Story Health; and behavior change tools from Dario, Hello Heart, Lark, Omada and Teladoc (Livongo). The three categories were evaluated for clinical effectiveness and economic impact.
All three categories were found to increase net health spending initially, though the medication management tools had the best potential to offset those costs with improved clinical outcomes over the long term.
In terms of clinical effectiveness, the blood pressure monitoring devices were found to be slightly better than usual care in reducing blood pressure but not enough to be clinically meaningful, while the behavior change tools saw limited incremental declines in blood pressure.
Health systems should partner with their local and international communities to build their workforce, says this CNO.
On this episode of HL Shorts, we hear from Dr. Rachel Miles chief nursing officer of AdventHealth, Rocky Mountain Region, about strategies for recruiting nurses both locally and internationally. Tune in to hear her insights.
Executives in HealthLeaders' Mastermind program on AI in RCM and finance operations say the technology will help them integrate with other departments in the health system and even work with patients to pay their bills.
Imagine an AI tool that can calculate a patient’s bill factoring in insurance coverage, a health plan’s tendency to deny a certain claim, and social determinants of health that may factor into the patient’s ability to pay. Then imagine that tool helping a hospital to work with the patient on a payment plan, compare its pricing structure with competitors and track social media mentions.
AI is seen as a tool to reduce administrative work and help clinicians get in front of their patients, but in the revenue cycle management and finance space, sometimes it’s hard to see beyond the dollars and cents and measure AI’s true impact.
Participants in HealthLeaders’ Mastermind program on the use of AI in RCM and financial operations connected those dots during a recent roundtable in Chicago, where they discussed the evolution of a technology already well-entrenched in their departments. One aspect of that conversation was to use AI to bridge the financial and clinical sides of the hospital.
AI has been put to work in the RCM and finance space over the past few years to address administrative tasks and do the number-crunching and data retrieval that would normally occupy staff time. Now the focus has shifted to generative AI, in which RCM and financial data is used to give staff pathways to better results; and on the horizon is predictive AI, which will give staff better ideas about where those pathways end.
Not only will the technology evolve, but how health systems and hospitals use it will change as well.
Beyond the applications in coding and denials management, executives see an opportunity for AI to learn how payers deny claims and help RCM staff proactively address, even avoid, those denials, or to tackle the complexities of the prior authorization process to reduce friction. As these tools evolve, Jane Lombardo, director of revenue cycle optimization at Stanford Health Care, said RCM staff will become “stewards” of the technology, overseeing how it’s applied and monitoring its effectiveness.
Steven Kos, MSHCA, CHCIO, senior director of revenue cycle applications at Florida’s Baptist Health, said the development of AI tools will also compel healthcare organizations to rethink RCM and finance skillsets, perhaps adding staff who are skilled at revenue cycle informatics, revenue integrity and patient advocacy or engagement.
Shannan Bolton, Stanford Health Care’s vice president of optimization and performance improvement, sees AI becoming a powerful tool for education and financial counseling, helping patients to both understand their financial responsibilities and the options available to them for paying their bills.
“That’s where we fall short with patients,” she said.
And Christina Slemp, MHA, MSHI, vice president of revenue cycle for Tennessee-based Community Health Systems, added that AI can help reduce the stress for patients by giving them the information they need quickly, rather than waiting around for explanations.
In fact, RCM are in the unique position to integrate clinical and financial data, helping both patients and their care teams. Some health systems are already experimenting with ambient AI to capture the doctor-patient encounter and code that encounter at the same time.
That strategy can also apply to patient scheduling, Bolton says, identifying a key element of the revenue cycle and a hotspot. Patient scheduling drives revenues when handled in an efficient manner, but it can also cause headaches when patients struggle to schedule their appointments or miss them. Ai tools that enable patients to self-schedule and help providers coordinate their workflows.
Beyond helping patients to schedule their appointments, RCM and financial executives say AI will become critical in reducing the complexity around billing and collections. That includes working with payers to fine-tune coverage and reduce denials and working with patients to make sure they understand and can pay their bills.
And that’s where the technology may make the biggest impact in the future.
Kos and Clark Casarella, PhD, senior data scientist at Sanford Health, said Ai will be used to improve the way hospitals and health systems work with patients on their financial responsibilities, creating a patient scorecard of sorts that researches in real time their ability to pay a bill. And Bolton pointed out that the technology can help organizations better understand why a patient has financial insecurity, thereby addressing the underlying social determinants of health that affect the revenue cycle process.
At the end of the day, patient financial responsibility is just one small part of a healthcare organization’s RCM and financial operations, but it’s an important and often-overlooked part. And it’s one that will become more important as the healthcare landscape shifts closer to patient-centered and value-based care. AI has the potential to help, giving both patients and providers the data and tools they need to work together.
The HealthLeaders Mastermind program is an exclusive series of calls and events with healthcare executives. This AI in Finance Mastermind series features ideas, solutions, and insights on excelling your AI programs.
To inquire about participating in an upcoming Mastermind series or attending a HealthLeaders Exchange event, email us at exchange@healthleadersmedia.com
Prioritizing self-care is crucial for maintaining well-being and can help reduce compassion fatigue and lower stress levels, says this nurse educator.
Editor's note:Maryn Moreni MSN-FNP, RN, CNE, is the associate professor of nursing faculty at the Arizona College of Nursing.
As a nurse educator, I teach students about wellness, health promotion, and disease prevention for their patients. But what many nurses fail to do is take care of themselves.
Nurses are entrusted with making critical decisions that can profoundly impact our patients' lives. Many of these decisions need to be made quickly, demanding not only clinical skills but also mental sharpness and clarity. Moreover, the physical demands of the role—often requiring 12+ hour shifts— can lead to burnout.
Prioritizing self-care is crucial for maintaining well-being and can help reduce compassion fatigue and lower stress levels, allowing nurses to approach each shift with renewed energy and focus. Self-care can enhance mental and physical health, ultimately leading to improved patient care. It's important that CNOs encourage self-care in their workforces to promote wellness and a healthy work environment.
Self-care is not limited to nursing or healthcare workers. We can all benefit from self-care to improve our mental, physical, and emotional health. Let’s explore simple yet powerful ways to implement self-care amidst the demands of our daily lives.
1. Sensory Meditation: Sometimes, the practice of meditation can seem intimidating. Engage in sensory meditation by focusing on one sense at a time. For example, spend a few minutes appreciating the aroma of your favorite coffee, candle, or essential oil, listening to calming nature sounds, or savoring the taste and texture of a piece of dark chocolate.
2. DIY Spa Day: Create your own spa day at home with DIY treatments such as homemade face masks, luxurious baths with Epsom salts and essential oils, and soothing hand and foot massages. Engage your partner or family members in the experience to foster personal connection.
3. Journaling with Prompts: Reflection and debriefing are important for nursing students and nurses but can also be effective for anyone. Use journaling prompts specifically tailored to you to reflect on your experiences, emotions, and accomplishments. Explore prompts related to gratitude, resilience, and self-compassion to foster personal growth and well-being. An example prompt could be, “What am I proud of myself for today?”
4. Artistic Expression: Explore different forms of artistic expression such as, painting, sketching, or photography, as a creative outlet for processing emotions and promoting self-expression. Need help figuring out where to start or what to try? There are some excellent adult coloring book options out there!
5. Dance Therapy: Incorporate dance therapy into your self-care routine by engaging in spontaneous dancing to your favorite music. Allow yourself to let go of stress and tension as you move freely and express yourself through dance.
6. Mindful Eating: Practice mindful eating by savoring each bite of your meals, paying attention to the flavors, textures, and sensations. Take time to eat without distractions, focusing on nourishing your body and enjoying the culinary experience. You could create a simple rule such as not eating in your car…or not eating from the work vending machines!
7. Laugh Therapy: Dedicate time to watch or listen to comedic content that makes you laugh wholeheartedly. Laughter releases endorphins and reduces stress, offering a natural and enjoyable way to boost your mood and well-being.
8. Nature Immersion: Immerse yourself in nature by spending time outdoors engaging in activities such as hiking, gardening, or birdwatching. Connecting with the natural world can help reduce stress, improve mood, and promote overall well-being.
9. Intuitive Movement: Practice intuitive movement by tuning into your body’s signals and engaging in activities that feel good and energizing. Whether it’s yoga, tai chi, or simply stretching, allow your body to guide you in movement that promotes relaxation and vitality.
10. Community Service: My favorite self-care practice has nothing to do with self! Volunteer your time and skills to support community service initiatives or organizations that align with your values and interests. Giving back to others can foster a sense of purpose, connection, and fulfillment, enriching your own well-being in the process.
These are a few practices I incorporate into my life and share with my nursing students. Any act of self-care can provide meaningful benefits. Remember, self-care is highly personal, so explore and experiment with different practices to find what resonates most with you.
Editor's note: Care to share your view? HealthLeaders accepts original thought leadership articles from healthcare industry leaders in active executive roles at payer and provider organizations. These may include case studies, research, and guest editorials. We neither accept payment nor offer compensation for contributed content.
Maryn Moreni, MSN, RN, CNE, has dedicated the last five years to nurturing the next generation of nurses, with the most recent two years at Arizona College of Nursing. With a rich background as a registered nurse, certified family nurse practitioner, and a certified nurse educator, Maryn brings a wealth of practical knowledge and academic excellence to her teaching. She is deeply passionate about ensuring her students not only excel academically but also embrace the profession of nursing with empathy, resilience, and a strong desire to make a positive impact on their patients' lives.
The Parkland Center for Clinical Innovation has developed a new tool that enables providers to better understand the challenges that a specific neighborhood faces in accessing healthcare services.
The Dallas-based innovation center, which was spun out of Parkland Health in 2012, recently debuted the Community Vulnerability Compass (CVC), a data tool that pulls in ZIP codes, census information, and neighborhood-level information to better understand the health, resiliency and economic vibrancy of a particular neighborhood.
The goal, says Steve Miff, PCCI’s president and CEO, is to dig down deep into the many barriers that effect healthcare access and help health systems and hospitals design care pathways to boost clinical outcomes in underserved populations.
“Our health does not really become, doesn't start and doesn't end in our clinics [or] in our hospitals,” Miff said during a recent HealthLeaders podcast. “It really starts and continues in where we live, where we work, where we play, [and] where we pray. [This helps in] understanding and knowing [how to] be able to address those elements that oftentimes are barriers to access the health of communities.”
The CVC analyzes 26 different factors, including food insecurity, paycheck predictability, insurance coverage, education, internet availability, mobility, transportation, sidewalks, affordable housing, green space, clean air and crime statistics, to give providers a picture of a neighborhood’s healthcare options. And that, in turn, gives providers a roadmap to improving care for a specific patient.
“Now we have much richer information about that individual [that is put] into those databases that these organizations use,” he said. “It’s being used for planning, it's being used for patient outreach, it’s being used for placement of resources, and it’s being used to be able to coordinate activities and resources specific to that community on how individuals can be helped in their journey.”
Miff said the tool will not only help providers improve care management, but enable them to collaborate with various public and community health organizations on projects that can improve entire neighborhoods, even towns and cities. That might include public housing developments with better access to healthcare, food programs in areas where access to healthy food is limited, or mobile health programs in areas with a high percentage of cancer or chronic diseases.
“To understand vulnerability, we need to be able to collaborate and create those connected communities, and we need to use [this data] at scale,” he said.
To listen to the HealthLeaders podcast with Steve Miff, click here.
Nurse leaders should run with their strengths, according to this CNO.
As a passionate advocate for nurses, Dr. Rachel Miles is committed to ensuring caregivers and patients have a positive experience. Miles earned a Doctor of Nursing Practice degree from Regis University in Denver and her Master’s and Bachelor’s degrees in Nursing from the University of Central Florida. She recently served in executive roles within the Centura Health system, including Chief Nursing Officer for the Denver Metro Group and Vice President of Nursing Operations.
Miles was recently named chief nursing officer at AdventHealth Colorado and AdventHealth Porter in Denver. Miles has a track record of improving nurse engagement and retention while achieving strategic growth, and her leadership philosophy includes keeping frontline caregivers in mind when making decisions.
On our latest installment of The Exec, HealthLeaders sat down with Miles to discuss her journey into nursing, and her thoughts on trends in the nursing industry. Tune in to hear her insights.
