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Virtual Health is Transforming the Future of Healthcare

Remote care models are reshaping how patients receive treatment while reducing unnecessary procedures and costs

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By Healthcare · Brian UrbanFinthriveHealthHealthcare
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Remote care models are reshaping how patients receive treatment while reducing unnecessary procedures and costs

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Healthcare is often synonymous with invasive procedures and impersonal treatment, but virtual care and its varying models are increasingly changing that. For this reason, this constantly changing landscape needs transformative leaders like Dr. Ryan Grant, Co-founder and CEO of Vori Health. His own transition from a surgical focus to tackling broader challenges in the healthcare sector highlights a commitment to advancing medical practices. His journey to becoming a spine surgeon reflects a deep desire to revolutionize patient care. In prioritizing non-operative treatments and tailoring care plans to individual life goals, Vori Health under Dr. Grant's leadership is redefining what it means to treat patients with dignity and empathy.

In prioritizing non-operative treatments and tailoring care plans to individual life goals, Vori Health under Dr. Grant's leadership is redefining what it means to treat patients with dignity and empathy.

For a segment of FinThrive's "Healthcare Rethink" podcast, host Brian Urban goes deeper into Dr. Grant's story and the impact of Vori Health, patient-centered care, traditional and virtual modalities for comprehensive patient care.

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More Healthcare Insights

FDA QMSR ties supplier contracts to inspection prep

FDA QMSR ties supplier contracts to inspection prep

FDA’s Quality Management System Regulation (QMSR) took effect Feb. 2, 2026, incorporating ISO 13485:2016 into 21 CFR Part 820 and shifting inspections to a process-based model under Compliance Program 7382.850, according to MD+DI. That change is starting to show up outside the quality department: medical device OEMs are being pushed to spell out documentation, audit support, and change-control responsibilities in contract manufacturing agreements, as Medical Design and Outsourcing described. Two recent partnership moves, Ratio Therapeutics expanding radiopharmaceutical manufacturing with PharmaLogic in Idaho Falls and Menicon shifting U.S. Rose K manufacturing access to three partners after concluding a prior arrangement, illustrate how multi-party supply chains now need contract terms that map directly to integrated QMS evidence. The operational consequence is simple: under CP 7382.850, a complaint, supplier nonconformance, or process change can pull investigators across CAPA, risk management, purchasing, and design records in one thread, so contracts and quality records have to be built to travel together.

  • 01Under FDA CP 7382.850, inspection risk increasingly sits in the “handoffs” between complaint handling, CAPA, supplier controls, and the Risk Management File, so quality evidence has to be assembled end-to-end, not by department.
  • 02For OEMs outsourcing manufacturing, the most useful contract test in 2026 is whether each clause produces inspectable artifacts, who owns them, where they live, and how fast they can be produced during an audit.
  • 03Multi-partner manufacturing models, like Menicon’s three-partner Rose K availability and Ratio’s capacity expansion with PharmaLogic, raise the bar on configuration control, supplier risk classification, and change notification across sites.

Sep 2, 2026

Interchangeable biosimilars cut drug spend only when pharmacies can actually switch them

Interchangeable biosimilars cut drug spend only when pharmacies can actually switch them

The FDA’s interchangeable biosimilar pathway is moving from a one-off insulin milestone to a repeatable playbook for pharmacy-level substitution, with Wezlana (ustekinumab-auub) approved as interchangeable to Stelara in late 2023 and a first interchangeable biosimilar to golimumab reported in September 2026. Evidence from a JAMA Health Forum economic evaluation cited by Podiatry Today found that insulin glargine interchangeability in November 2021 was followed by an immediate jump of more than 47,000 prescriptions for Semglee and insulin glargine-yfgn, suggesting the designation itself can change dispensing behavior. For hospitals, health systems, and payers, the operational consequence shows up less in the FDA letter and more in formulary design, NDC-level claims logic, pharmacy notification requirements that vary by state, and the inventory and education workflows that make substitution predictable instead of chaotic.

  • 01Interchangeability is a workflow change, not a clinical debate. The systems that decide spend are NDC mapping, e-prescribe defaults, and pharmacy switch rules governed by state law.
  • 02The pipeline is widening beyond diabetes. Wezlana’s interchangeability to Stelara (Healthcare Purchasing News) and a newly reported interchangeable golimumab biosimilar (Journal of Healthcare Management/AJN via Ovid) signal more specialty and infusion-adjacent categories will face pharmacy-level substitution decisions.

Sep 2, 2026

More nurses did not lift safety culture scores in a 205-hospital analysis

More nurses did not lift safety culture scores in a 205-hospital analysis

A 2026 analysis in the Journal of Hospital Management and Health Policy combined 2021–2022 HSOPC results with AHA, HCRIS, and AHRF data across 205 hospitals and reported that small increases in nurse and physician staffing lined up with slightly lower “percent positive” patient safety culture scores in several dimensions. According to the Journal of Healthcare Management abstract hosted on Ovid, the study described a 2% decrease in positive staffing perceptions with β=−0.02 per additional nurse FTE and a −0.01 change in perceived reporting of patient safety events per additional nurse, while additional physician staffing was associated with −0.01 changes in perceptions of communication openness and organizational learning, and joint ventures were associated with a −0.03 change in perceptions of management support for safety (all p<0.05). The operational read is that adding headcount by itself does not ensure stronger safety-culture signals; hospitals also need the workflows that turn observations into closed-loop fixes, from “just culture” reporting expectations to facilities work-order follow-through, as described by Sentara Health leaders in Chief Healthcare Executive and by Health Facilities Management’s environment-of-care guidance. For health system operators, the near-term consequence shows up in how HSOPC survey targets connect to leader scorecards, rounding programs, digital reporting tools, and joint-venture governance, especially where staffing growth is driven by complexity and handoffs.

  • 01If HSOPC “percent positive” scores are a board KPI, staffing increases can move in the opposite direction unless reporting and learning loops scale too. The study’s negative coefficients are small, but they signal a measurement risk during growth.
  • 02Facilities and clinical safety cultures converge in the same pipeline: observation, reporting, triage, work order, verification. HFM Magazine’s door-lock example is the same system problem as event reporting, it is throughput and closure, not awareness.
  • 03Joint ventures can add operational complexity that dilutes perceived management support for safety. That belongs in JV governance charters and integration playbooks, not only in finance models.

Sep 1, 2026

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