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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.

68 episodes
Channel Brief·I Don't Care · 68 episodes
Updated Sep 8, 2026

Healthcare's Workforce Crisis Demands Structural Redesign, Not Incremental Fixes

The I Don't Care channel argues that healthcare's mounting burnout, access gaps, and staffing shortages reflect broken governance and workflow design, not inevitable scarcity. Proof comes from physician leaders, entrepreneurs, and operators diagnosing root causes and testing alternatives.

I Don't Care's core argument is that healthcare's crisis is structural, not cyclical. Physicians are disengaged not because they lack effort but because they lack voice in organizational decisions, primary care is managed with metrics designed for procedural work, and administrative burden crowds out patient time. The channel tests this claim through interviews with practicing physicians, health system leaders, and entrepreneurs building alternative care models.

Drawn from Who's Really Running Healthcare? (When Physici… and 3 more →

“Decision pace is capacity. Deliberate speed, not consensus, moves healthcare forward.”

Mark Van Sumeren, healthcare strategist

By the numbers

86,000

projected U.S. physician shortage by 2036

250 million

population served by Pakistan's healthcare system

~1%

public health spending as percentage of Pakistan GDP

2 million

projected new cancer diagnoses in U.S. in 2026

What the channel argues

InsightPhysicians lack meaningful voice in organizational decisions despite owning clinical outcomes.→
DataUrology faces roughly 1,100 open positions annually but trains only 400 new specialists yearly.→
InsightPrimary care mismanagement pushes complex work home when designed with procedural productivity metrics.→
DataU.S. hospitals spend tens to hundreds of millions, sometimes exceeding 100 million dollars, on single EMR implementations.→
InsightAI's highest value is reducing administrative burden and documentation, not replacing clinical judgment.→
InsightVirtual primary care solves access barriers beyond rural areas by meeting patients where existing models fail.→

What you'll learn

•Why physician burnout masks a deeper problem: lack of meaningful participation in organizational decisions and care design.
•How specialty care workforce gaps like urology's 1,100 open positions versus 400 annual trainees demand structural alternatives, not recruitment.
•Why EMR implementations fail: successful adoption depends on user buy-in and workflow integration, not just technology investment.
•How AI and virtual care reduce administrative friction and extend access only when designed around clinician workflow and patient needs, not as replacements.
•Why decision velocity matters more than consensus in healthcare: slow deliberation itself becomes an operational cost draining capacity.

What to do about it

→Audit physician participation in clinical and operational decisions; establish governance structures that give clinicians real authority over work design, not just consultation.
→Redesign primary care management by decoupling procedural metrics from complexity-based work; measure outcomes and time-per-patient rather than visit volume.
→Map specialty care gaps by geography and demand; pilot alternative delivery models (telemedicine, distributed partnerships, physician entrepreneurship) rather than relying on pipeline training alone.

Who and what shows up

Dr. Krishna Vedala

Practicing internist and obesity medicine specialist

Diagnoses why physicians lack meaningful voice in organizations and how AI should reduce administrative burden, not replace clinical judgment.

Dr. Joe Pazona

Board-certified urologist, founder and CEO of VirtuCare

Demonstrates physician entrepreneurship as a response to specialty care shortages; VirtuCare has grown to 16 partnerships across 8 states.

Mark Van Sumeren

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

Articulates how decision pace is capacity and advocates for deliberate speed over consensus-driven governance.

Dr. Geoffrey Rutledge

Stanford-trained physician, cofounder of HealthTap virtual primary care platform

Traces how virtual care solves access barriers beyond rural areas and positions AI as a clinical reference tool, not replacement.

Dr. Yevhen Pavelko

Founder of Inviah Health

Proposes modernized house-call model using mobile technology to reduce wait times and reconnect physicians with patients.

Questions this channel answers

Q

Why do physicians feel disengaged even when they work in large organizations?

Physicians increasingly lack meaningful voice in organizational decisions despite being closest to patients and responsible for care delivery. Burnout is a symptom of a deeper loss of autonomy and participation in decision-making.

Who's Really Running Healthcare? (When Physicians No Lon… →
Q

How should healthcare organizations approach AI implementation?

AI's highest value is reducing administrative burden and documentation so physicians have more time with patients, not replacing clinical judgment or human relationships. Solutions must integrate into workflows and solve measurable clinical or financial problems without adding burden to patients or clinicians.

Who's Really Running Healthcare? (When Physicians No Lon… →
Q

Can virtual care and house calls scale to address access gaps?

Virtual primary care solves access barriers beyond rural areas by meeting patients where traditional models fail. House-call models supported by mobile technology can reconnect physicians with patients and reduce wait times while strengthening care relationships.

Rebuilding Medicine Around Presence: The Future of Physi… →
Q

Why do healthcare organizations move slower than other industries?

Healthcare moves slowly due to consensus-driven governance, unclear decision authority, misaligned incentives, and reluctance to accept failure. Deliberate speed, not endless deliberation, increases decision pace and recovers operational capacity.

The Cost of Waiting: Why Healthcare Can't Afford Slow De… →
Q

What drives specialty care workforce shortages?

Specialist pipeline does not keep pace with demand: in urology, roughly 1,100 open positions exist annually but only 400 new specialists are trained yearly. Physician burnout and lack of autonomy push clinicians away from traditional employment models, requiring alternative delivery and entrepreneurial approaches.

A Physician Entrepreneur's Journey in Specialty Care Exp… →
Topics:Physician burnout and autonomyPrimary care redesignSpecialty care access gapsAI in clinical workflowHealthcare workforce strategyVirtual and house-call modelsEMR implementation and adoptionPatient education and adherence
Themes:Structural misalignment between governance and clinical realityDecision velocity as operational capacityAlternative care models as workforce strategy

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