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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 Real Problem: Speed, Workforce, and Alignment

The channel argues healthcare's core crises are not technological but structural: slow decision-making, workforce shortages, and misalignment between clinicians and administrators. Episodes ground this in real medical operations, policy, and leadership voices.

I Don't Care diagnoses healthcare's binding constraint as structural, not technical: slow decisions drain capacity, fragmented physician-administrator alignment wastes energy, and workforce shortages are outpacing all supply-side fixes. The channel repeatedly proves this by amplifying voices from inside systems (urologists, emergency doctors, CMOs, CEOs) who describe concrete operational friction, then shows what happens when leaders actually move fast or rebuild trust.

Drawn from How Targeted Patient Education Improves Outcom… and 3 more →

“Decision pace is capacity. Thoughtful decisions made without letting deliberation itself become the obstacle.”

Mark Van Sumeren, healthcare strategist, Episode 2

By the numbers

86,000

projected U.S. physician shortage by 2036

1,100

open urology positions versus 400 new specialists trained annually

$100M+

typical hospital spending on single EMR implementation

>50%

share of U.S. drug spending from high-cost specialty therapies

What the channel argues

DataU.S. healthcare could face 86,000 physician shortage by 2036, driven by aging population and retirements.→
DataUrology alone has 1,100 open positions but only 400 new specialists trained annually, a structural mismatch.→
InsightHealthcare organizations move slowly due to consensus-driven governance, unclear decision authority, and misaligned incentives.→
DataU.S. hospitals spend tens to hundreds of millions, sometimes exceeding $100 million, on EMR implementations.→
InsightPreventable readmissions stem from patient misunderstanding of medications, poor symptom recognition, and unclear follow-up instructions.→
DataHigh-cost specialty therapies now make up more than half of total U.S. drug spending despite small prescription share.→

What you'll learn

•Workforce shortages are structural, not cyclical: healthcare faces both an absolute supply deficit and a distribution problem where specialists cluster in urban markets while rural areas lack access.
•Alignment between physicians and administrators fails not from poor communication but from lack of genuine partnership and misaligned incentives that leave clinicians skeptical.
•AI and technology adoption in healthcare succeeds only when it solves a real clinical or financial problem, integrates seamlessly into existing workflows, and avoids adding burden to patients or clinicians.
•Decision velocity is a strategic lever: organizations that move faster on resource allocation, staffing, and care model innovation create capacity that slow-moving peers cannot.
•Alternative delivery models, from virtual primary care to physician house calls to specialty care networks, can address access gaps but require alignment on economics and clinician autonomy.

What to do about it

→Map your organization's decision velocity by workflow: identify which decisions take longest, who holds authority, and where misaligned incentives create deliberation overhead, then establish clear decision rights and timelines.
→Audit your workforce pipeline from hiring through retention: model where attrition is highest, whether pre-clinical talent can fill technical roles earlier than traditional pathways, and what childcare, scheduling, or autonomy changes reduce burnout.
→Test AI and digital tools on one defined clinical or financial problem with clear before-after metrics: ensure implementation integrates into existing clinician workflows, protects data security, and demonstrates measurable results before scaling.

Who and what shows up

Mark Van Sumeren

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

Articulated the core insight that decision pace is capacity and healthcare must move with deliberate speed without letting deliberation become the obstacle.

Dr. Yevhen Pavelko

Founder, Inviah Health

Proposes modernized physician house calls supported by mobile technology to reconnect clinicians with patients and reduce wait times and burnout.

Dr. Joe Pazona

Board-certified urologist, Founder and CEO, VirtuCare

Dr. Geoffrey Rutledge

Stanford-trained physician, medical informatics background, Cofounder HealthTap

Spent decades building technology-supported primary care infrastructure; positions virtual care and AI as clinical reference tools, not replacements for physician judgment.

Dr. Jeremy Levin

Chairperson, Ovid Therapeutics

Critiques biotech industry for losing its covenant with the patient on drug pricing; argues industry must restore trust through transparency and clarity on value.

Questions this channel answers

Q

How can healthcare address physician and specialist shortages?

Through alternative models: VirtuCare expanded specialty access via 16 partnerships across eight states using physician networks; virtual primary care like HealthTap removes geographic barriers; and building pre-clinical talent pipelines earlier reduces reliance on traditional specialist training.

Why Childcare is a CEO Problem - Nicole Riehl, EPIC →
Q

Why do healthcare organizations move slowly on decisions?

Consensus-driven governance, unclear decision authority, misaligned incentives, and reluctance to accept failure create deliberation overhead that becomes the obstacle itself, draining capacity that could go to patient care.

How Targeted Patient Education Improves Outcomes - Steph… →
Q

How should healthcare leaders evaluate AI and digital tools?

Prioritize solutions that solve a meaningful clinical or financial problem, integrate naturally into care workflows without adding burden, protect data security, and demonstrate measurable clinical or financial results before adoption.

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

What drives physician burnout and attrition?

Loss of autonomy as independent physicians move into consolidated systems, administrative burden from EMRs and governance, misalignment with institutional goals, and lack of flexibility on scheduling or patient volume control.

From Institutional Excellence to Population-Level Access… →
Q

How can healthcare improve patient outcomes without more clinicians?

Targeted patient education delivered at the right moment (AI-supported), specialty pharmacy aligning patients and payers, virtual care for access, and food-as-medicine approaches to prevention can reduce preventable readmissions and improve outcomes before clinical encounters occur.

Who's Really Running Healthcare? (When Physicians No Lon… →
Topics:Physician workforce and specialty care gapsAI in clinical operations and patient educationHealthcare leadership alignment and decision-makingVirtual care and alternative delivery modelsEMR strategy and digital transformation
Themes:Structural constraints matter more than technologyAlignment is prerequisite for transformationSpeed and workforce shortages are linked

Industry context

Healthcare systems face a widening gap between rising patient complexity, workforce shortages, and available resources. Industry leaders increasingly frame workforce stability and organizational alignment as prerequisites for technology adoption and operational sustainability, particularly in rural communities.

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