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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 Jul 17, 2026

Healthcare's real crisis: leadership, workforce, and system design

I Don't Care surfaces the operational, talent, and strategic failures beneath healthcare's surface through conversations with clinicians, founders, and executives who live them daily.

The channel's core argument is that healthcare's visible crises—cost, access, burnout—are symptoms of deeper failures in workforce strategy, organizational design, and honest assessment of what technology can and cannot fix. Nearly every episode traces a concrete operational or human challenge back to misalignment between what the system promises, how it's funded, and what clinicians and patients actually experience.

Drawn from From Chaos to Control: Dr. Mo Canellas on AI, … and 5 more →

“Many companies claiming to focus on AI in healthcare do not genuinely implement such technology.”

Dr. Maureen 'Mo' Canellas, UMass Memorial Medical Center

By the numbers

86,000

physician shortage projected by 2036 in the U.S.

1,100 vs. 400

urology open positions vs. new specialists trained annually

$22.3B

global digital health funding in 2025

1 in 5

U.S. adults living with a mental health condition

What the channel argues

DataU.S. faces shortage of 86,000 physicians by 2036, driven by aging population and retirements.→
DataSpecialty care gap: urology has 1,100 open positions but only 400 new specialists trained annually.→
DataRoughly one in five patients with chronic conditions like COPD or CHF are readmitted within 30 days.→
DataMcKinsey data: half of U.S. healthcare leaders have already deployed generative AI into practice.→
DataPakistan's healthcare system serves 250 million people on public spending below 1% of GDP.→
DataHospitals often spend tens to hundreds of millions on EMR implementations, sometimes exceeding $100 million.→

What you'll learn

•Many healthcare AI claims are marketing: real ML implementation in operations is rare and requires deep clinical understanding.
•Workforce pipelines must start before medical school: early recruitment and pre-clinical pathway development are structural solutions to shortages.
•EMR success depends more on human adoption than technology; billions spent on systems fail without change management.
•Specialty care delivery is being redesigned around physician autonomy and flexibility, not traditional employment models.
•Post-acute care—especially nonmedical in-home support—directly prevents costly readmissions and reduces caregiver burnout.

What to do about it

→Audit your organization's AI claims against actual clinical implementation: demand evidence of real impact on operations, not press releases.
→Build workforce strategy 10 years out: develop recruitment pipelines from pre-clinical talent and strengthen retention through leadership development and autonomy.
→Redesign your EMR governance around clinician feedback and adoption metrics, not go-live dates; budgeting for change management is as critical as technology spend.

Who and what shows up

Dr. Maureen 'Mo' Canellas

Associate Chief Medical Officer, UMass Memorial Medical Center; Faculty collaborator, MIT

Challenges the AI-in-healthcare narrative, arguing most companies faking implementation without real clinical impact.

Dr. Geoffrey Rutledge

Stanford-trained physician, founder of HealthTap

Traces decades of building technology-enabled care from early WebMD work through virtual primary care, demonstrating patience required for systemic change.

Patrick Makarewich

Clinical practice manager for ENT and head and neck surgery, UT Southwestern

Head and neck cancer survivor navigating healthcare from both patient and administrator sides, shaping leadership around empathy and lived experience.

Mark Embry

Co-founder, MedSys Group

Built and exited EMR consulting business, offering real-world perspective on what drives adoption and when to leave a market.

Joel Allison

Former CEO, Baylor Scott & White Health; Chairman, Baylor University Board of Regents

Discusses leadership through disruption, workforce burnout, and the role of faith and humility in navigating healthcare's uncertainty.

Questions this channel answers

Q

How do you actually implement AI in healthcare operations without faking it?

Deep clinical understanding, honest assessment of where ML adds measurable value, and long-term collaboration with practicing physicians. Many AI companies in healthcare are marketing without real implementation.

From Chaos to Control: Dr. Mo Canellas on AI, Emergency … →
Q

Why is the U.S. healthcare workforce in crisis and what fixes it?

Structural supply-demand mismatch (86,000 physician shortage by 2036, urology training 400 specialists annually for 1,100 openings) requires early recruitment pipelines, retention through autonomy, and rethinking care delivery models.

The Healthcare Talent Fix: Build Pipelines Early, Use Da… →
Q

What makes an EMR investment succeed or fail?

User adoption and change management, not technology. Hospitals spend $100M+ on systems; success depends on clinician engagement and realistic expectations about workflow disruption.

EMR Strategy, Consulting, and Career Pivots with MedSys … →
Q

How can healthcare systems improve care while managing cost constraints?

Redesign around outcomes and prevention: food-as-medicine, specialty pharmacy aligning patients and payers, in-home post-acute care preventing readmissions, and predictive AI for ED throughput.

Food as Medicine: Can What You Eat Replace the Medicine … →
Q

What does effective healthcare leadership look like in 2026?

Blending decisiveness with humility, operating through uncertainty without all answers, grounding decisions in lived experience and empathy, and prioritizing access and workforce stability over growth.

How Lived Experience Drives One's Clinical Practice Lead… →
Topics:Workforce shortages and talent pipelinesAI and machine learning in healthcare operationsVirtual care and specialty care delivery modelsEMR strategy and clinician burnoutPost-acute and in-home care
Themes:Technology is necessary but not sufficient without aligned incentives and human designWorkforce is the binding constraint; strategy must flow from talent reality, not institutional convenienceOperational excellence in healthcare requires deep clinical credibility and humility about what you don't know

Industry context

Organizations increasingly recognize that implementing AI and technology requires careful design of human-AI boundaries, shared governance structures, and alignment of incentives to avoid unintended displacement of workforce capabilities and ensure ethical oversight.

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