Innovating the Healthcare Industry with Telehealth Technologies

We sat down in an interview with Jennifer Gamm Ruschman, Assistant Vice President, Digital Health, Cincinnati Children's, where she talks about her extensive experience, the new tools transforming the domain, and the capabilities they hold.

1. Can you give us a brief background on your roles in the organizations you’ve worked for? How does the experience augment your role and responsibility at your current organization?

I am proud to say that I have worked at Cincinnati Children’s Hospital Medical Center my entire professional life.

While a bit unusual, the organization has enabled me to explore many different roles. I obtained my master’s degree in genetic counseling from Johns Hopkins University and first worked as a clinical genetic counselor. I think I moved into a leadership role as a clinical manager. I was offered the opportunity to work on new test development in our genetics lab, and from there, I worked on relationship and service development as part of the business development team here. From there, I was able to work with leadership to create the Center for Telehealth in 2013, and as digital care and digital health tools continued to grow in importance to healthcare delivery, finally took an expanded role that I have now as AVP, Digital Health, Information Services. All those experiences are so important as I have a great understanding of not only the technology we utilize and implement, but the clinical and workforce implications of that technology as well. I’ve been lucky enough to work with several teams on developing new offerings and services, and from there have learned so many skills that directly impact my role today. I also am a lifelong learner and love the opportunity to continue to learn in a fast-paced role.

2. Telehealth has become an integral part of healthcare delivery. How do you view the evolution and innovation of telehealth solutions in the industry so far?

Telehealth became an integral part of healthcare delivery during the COVID-19 pandemic. For those of us who have worked in this area, it was the adoption we had always hoped for with this promising tool for healthcare delivery. However, as the pandemic continued and we reached a steady state, many saw telehealth adoption decline at high rates. The innovation in the industry to allow for ease of use and integration across systems was key for that adoption. However, we also know that hybrid care, or a mix of in-person and remote care, is desired most by patients and providers. What is the ideal mix is the key question. I believe further innovation in the digital care space is needed to drive even higher adoption. We cannot just deliver the same care we do in person via video technology and expect continued growth. We need to utilize digital tools to combine with in-person care to deliver a new and improved experience and better health outcomes. The video visit cannot be the end of telehealth and digital care. It needs to be our starting place for further innovation.

3. Advances in asynchronous care technology offer hope that this care modality could provide a solution to many of the difficulties that today’s health systems are facing. Can you give your opinion on how asynchronous telehealth solutions are transforming patient care?

Asynchronous care technologies are one way we can drive innovation and ideal hybrid care experiences for patients and families. The ability to connect with our providers to obtain medical advice, care recommendations, and alterations to treatment plans asynchronously will be key in a hybrid care environment. Asynchronous solutions offer an improved experience by allowing interaction and communication with providers from a location and at a convenient time for families. They could also enable us to address provider shortages and efficiencies if implemented carefully so they are not an additional burden but in replacement of other in-person care delivery. Further, remote patient monitoring allows providers and teams to function at the top of licensure and identify patients most in need of intervention from the provider type best enabled to deliver that care.

4. What are the key asynchronous telehealth technologies that are influencing healthcare providers in improving patient access to quality care?

The key technologies with significant adoption and likely near-term impact are symptom checkers, remote patient monitoring, eVisits, and asynchronous mental health care. Some are being implemented and delivered by my organization, and some are just being explored. With the growth of AI and large language model development, we expect to see asynchronous technology availability and quality continue to improve. This new technology also creates questions about operations and safety that must be considered.

5. As an ending note, what is your advice for other senior leaders working in the industry?

My advice for other leaders in digital health is to continue to learn, to have an open mind to new solutions and opportunities, and most importantly, surround yourself with a team with various strengths and backgrounds. That diverse experience will serve you well in the telehealth and digital care space.

There are needs for not only technical expertise, but operational experience, change management, and clinical workflow analysis. Creating that team and a team culture where all voices are amplified, including those of patients and families, is necessary to create the best telehealth experiences for patients and families.