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I Don't Care

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Candid healthcare leadership conversations with Kevin Stevenson

I Don't Care with Dr. Kevin Stevenson, FACHE, is a healthcare leadership podcast that addresses the most pressing trends, challenges, and debates in the healthcare industry. Dr. Stevenson brings a candid, executive-level perspective to topics ranging from revenue cycle management to nursing workforce issues, speaking with practitioners and leaders across the sector. The show is produced by MarketScale and serves healthcare professionals seeking unfiltered industry insight.

199 episodes
Channel Brief·I Don't Care · 199 episodes
Updated Oct 20, 2026

Healthcare Leaders Must Act Fast or Lose Control

The I Don't Care channel argues that healthcare's biggest costs come from slow decisions, misaligned incentives, and leaders who avoid hard choices. The proof is in names, numbers, and candid admissions from physicians and executives inside the system.

I Don't Care argues that healthcare's core problems are not technical or informational, but behavioral and structural: leaders move slowly, physicians lack voice, and organizations default to consensus rather than deliberate speed. The channel proves this through interviews with practicing clinicians, health system executives, and entrepreneurs who describe the cost of inaction in real operational terms, from readmission rates to physician burnout to million-dollar EMR implementations that fail on adoption.

Drawn from How Targeted Patient Education Improves Outcom… and 2 more →

“Have you ever met any company CIO or CEO who says their data is 100% clean?”

Deepak Mittal, founder and CEO of NextGen Invent

By the numbers

86,000

projected U.S. physician shortage by 2036

$100M+

typical U.S. hospital spend on single EMR implementation

1,100 vs 400

urology positions open versus new specialists trained annually

<1%

Pakistan public health spending as share of GDP

What the channel argues

InsightPhysicians increasingly lack meaningful participation in organizational decisions despite being closest to patients.→
DataIn urology alone, there are roughly 1,100 open positions but only about 400 new specialists trained each year.→
DataU.S. hospitals spend tens to hundreds of millions, sometimes exceeding $100 million, on EMR implementations.→
InsightHealthcare organizations often delay decisions due to consensus-driven governance, unclear authority, and reluctance to accept failure.→
InsightPrimary care is managed with productivity expectations designed for procedural specialties, pushing work home and some physicians toward breaking point.→
DataAssociation of American Medical Colleges estimates the U.S. could be short of as many as 86,000 physicians by 2036.→

What you'll learn

•Why responding to a licensing board complaint without legal counsel creates new legal problems rather than solving the original one.
•How healthcare organizations delay transformation by waiting for perfect data conditions instead of starting AI pilots with scoped problems and early governance.
•Why physician engagement gaps trace to structural decision-making problems, not communication gaps, and require genuine partnership between clinicians and administrators.
•How specialty care shortages (like urology's 1,100 open positions versus 400 annual trainees) are reshaping care delivery models and forcing entrepreneurs to rethink how specialists work.
•What leaders can learn from industries with greater financial discipline about making deliberate speed a competitive advantage rather than a liability.

What to do about it

→Audit your decision-making process: identify which decisions require consensus versus which need clear authority and speed; reduce deliberation cycles without sacrificing clinical safety.
→Start an AI pilot with a defined problem, suitable data subset, and governance framework (using NIST's voluntary AI Risk Management Framework) rather than waiting for enterprise-wide data cleanup.
→Engage physicians as partners in organizational decisions, not as stakeholders to consult; build trust through listening and following through on commitments, starting with primary care workflow redesign.

Who and what shows up

Kenda Dalrymple

Healthcare attorney, managing partner of Dalrymple

Argues that defending a professional license requires attorney expertise in process and documentation; the first moves count most and premature responses can make situations worse.

Deepak Mittal

Founder and CEO of NextGen Invent

Advocates starting healthcare AI pilots with defined problems and suitable data subsets rather than waiting for perfect organization-wide data cleanup.

Mark Van Sumeren

Healthcare strategist with 45-year career in health systems, consulting, supply chain, and private equity

Identifies 'decision pace is capacity' as the core problem; healthcare organizations move slowly due to consensus governance and unclear authority, unlike other industries.

Dr. Krishna Vedala

Practicing internist, obesity medicine specialist

Argues that physicians lack meaningful voice in organizational decisions and that primary care is managed with procedural-specialty productivity expectations, driving burnout.

Dr. Joe Pazona

Board-certified urologist, founder and CEO of VirtuCare

Demonstrates how specialty care shortages (1,100 urology openings, 400 new trainees annually) are reshaping delivery; VirtuCare has grown to 16 partnerships across eight states.

Questions this channel answers

Q

Why do healthcare organizations move slower than peers in other industries?

Healthcare defaults to consensus-driven governance, unclear decision authority, misaligned incentives, and reluctance to accept failure. Van Sumeren calls this 'decision pace is capacity,' meaning slow decisions directly drain operational capacity.

How Targeted Patient Education Improves Outcomes - Steph… →
Q

What is the real barrier to healthcare AI adoption?

Waiting for perfectly clean, organization-wide data before starting pilots. Mittal argues this delays projects indefinitely; instead, start with a defined problem, suitable data subset, and early governance structures like NIST's framework.

BedConnect’s Lindsey Joseph on matching post-acute care … →
Q

Why are physicians disengaged from healthcare organizations?

Physicians lack meaningful participation in organizational decisions despite being closest to patients. The alignment problem stems from structural decision-making issues, not communication failures; it requires genuine partnership and trust-building through listening and follow-through.

Julia Rehman on who owns healthcare AI decisions →
Q

How should you respond to a licensing board complaint?

Never respond alone before an attorney reviews it. The first 24 hours matter most. Licensing boards evaluate complaints on documentation and evidence, not emotional rebuttals; unguided answers create new legal problems without solving the original complaint.

Healthcare staff judge leadership values by decisions, n… →
Q

What is driving the specialty care shortage?

Demand far exceeds supply: urology alone has roughly 1,100 open positions but only about 400 new specialists trained annually. Traditional care delivery models are being pushed to their limits as physician burnout rises and clinicians seek autonomy and flexibility.

The Art of Recovery: Where Music and Medicine Meet in Pa… →
Topics:Physician burnout and autonomyAI governance and pilotsHealthcare decision-making speedSpecialty care workforce gapsEMR strategy and adoption
Themes:Behavioral and structural costs matter more than technologyDeliberate speed is a competitive advantage healthcare refuses to practicePhysician autonomy and alignment directly determine organizational outcomes

Industry context

Healthcare organizations face competing pressures: patients demand speed and accessibility, yet industry leaders report AI adoption is advancing fastest through operational and diagnostic improvements rather than clinical autonomy expansion.

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