1. In your experience, what does ‘connected and compassionate care’ truly mean in day-to-day clinical practice?
It means truly hearing what patients say (and don’t say) without rushing or interrupting, then responding to patients with understanding and sensitivity. To me, it means recognizing each patient as an individual, not just a case. Compassionate care to me means respecting patients’ cultural, spiritual, and personal values in their care. And finally, helping patients understand their options and make informed choices.
2. What are some of the most common gaps you observe in patient experience today—and how can healthcare leaders address them?
There are several persistent gaps in the patient experience journey that show up across various healthcare settings, even in high-performing systems. Communication is perhaps the biggest culprit. Patients often feel confused about their condition, care plan, or next steps. Medical jargon, inconsistent messaging, or lack of follow-up creates uncertainty. This takes training, training, & training with front-line staff. Secondly, the lack of emotional support for patients can be a gaping hole. Many patients feel emotionally unsupported, especially during vulnerable moments like diagnosis, surgery, or end-of-life care. More training can help here too. And consider adding a mental health professional to care teams. Create time and space for human connection—even brief moments of empathy can change a patient’s experience. Third, long waits for appointments, delays in test results, and slow discharges cause frustration and erode trust. This takes focused and intentional streamlining to improve. And finally, and perhaps the biggest gams is that we need to take better care of our employees. As managers, if we take care of our employees, they will cheerfully take care of our patients and their families.
3. Can you share a story or case that demonstrates how improved patient experience led to better clinical or organizational outcomes?
Absolutely, at one organization that I led, we had 80 outpatient walk-in clinics in America. When we started the turn-around in 2012, we had declining patient volumes, revenue, and no way to measure patient satisfaction or NPS. We immediately implemented a digital patient satisfaction process for 100% of patients, and began listening and responding. Then we implemented an EMR which allowed us to measure throughput time. We focused on progress, not perfection. The organization doubled top line revenue from $80million USD to $160million USD in 5 years…. all through improving the patient journey. Improving service excellence drives revenue and profitability.
4. How do you see technology and digital tools playing a role in strengthening—not replacing—the human side of care?
Great question. As indicated above this is just one example where technology can supplement (not supplant) the human side of caring. Clearly robotics will grow in healthcare over the next 10 years and medical settings will emplace robotics… not so much in the OT, pharmacy, or lab which has been occurring for over a decade, but in patient reception areas and with nurse assist functions.
5. What is one simple yet powerful action clinicians or administrators can take today to make patients feel more seen and supported?
Listen. Sincerely listen. It takes time and eye contact.
6. What message or key idea are you most excited to share with fellow attendees at the Congress in Jakarta?
Measure, measure, measure
Listen, listen, listen
Focus on progress, not perfection
Take care of our employees and they will take care of our patients and families
Several other take-aways based on my 47 years of work in healthcare management.