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28 July 2016

Drs. Drozdow and Sell Honored by Florida Society of Anesthesiologists

The Florida Society of Anesthesiologists selected Sheridan’s Chief Clinical Officer, Gilbert Drozdow, M.D., M.B.A., and Brence Sell, M.D., a Sheridan anesthesiologist who sits on the FSA’s board, to receive awards at the FSA’s 2016 annual meeting at The Breakers in Palm Beach, Florida, that took place June 10–12.

Dr. Drozdow was honored with the Florida Society of Anesthesiologists’ highest award, the Distinguished Service Award. This award is the highest tribute the Society can pay to an FSA member for outstanding clinical, educational or scientific achievement, contribution to the specialty and exemplary service to the Society.

Dr. Drozdow joined Sheridan in 1987 as an associate clinical anesthesiologist and has been a director since 1991. After the company’s major reorganization in 1994, he served as Senior Vice President, President of the Anesthesiology Division and then Executive Vice President for the company. Dr. Drozdow holds a Bachelor of Arts degree in Biology from Brandeis University and received his medical degree from the New York University School of Medicine in 1983. Before completing his residency in anesthesiology and fellowship in cardiovascular anesthesiology at New York University Medical Center/Bellevue Hospital in 1987, he also completed a fellowship in pain management at the University of California Los Angeles Medical Center in 1986. Dr. Drozdow continued his education at the University of Miami School of Business Administration, earning a Master of Business Administration (MBA) degree in 1996. He continues to maintain his Board Certification in Anesthesiology.

Dr. Sell was the first recipient of the society’s new Presidential Engagement Award, created to recognize a physician anesthesiologist who is an “unsung hero,” making a tirelessly commitment to the profession without asking for anything in return.

Dr. Sell, who is also a clinical assistant professor at Florida State University College of Medicine, is the only anesthesiologist in North America who is Board Certified by the American Board of Anesthesiology, the National Board of Echocardiography and the American Board of Neurophysiologic Monitoring. He graduated from the Emory University School of Medicine and completed his residency training in Anesthesiology at Water Reed Army Medical Center. He subsequently completed a fellowship in Neurosurgical Anesthesia at Johns Hopkins Hospital and then served on active duty in the U.S. Army. Following his military service, Dr. Sell has been in private practice as an anesthesiologist in Florida.

Please join us in congratulating Drs. Drozdow and Sell on being chosen by the FSA to receive these prestigious awards!

27 July 2016

The Challenges of Staffing a Rural Hospital Successfully

Population health management is a challenging proposition in any location, but especially so in rural areas, which comprise nearly 20 percent of the U.S. population and more than 95 percent of the country’s land. Health care resources are more limited and the population is more spread out than in urban settings. The patient base at rural and nonurban hospitals also tends to be smaller, older, poorer, and less healthy than that of urban hospitals, which means there is little opportunity to mitigate financial risk. The inability to take advantage of the economies of scale enjoyed by urban healthcare systems affords little opportunity for cost reduction. Add in shrinking Medicare reimbursements, and it becomes hard for a rural hospital to keep its head above water.

Financial constraints often require rural clinicians to provide specialty care outside their primary areas of expertise. Obstetrics, for example, is an expensive and usually money-losing proposition for rural hospitals. According to a study in the Journal of Rural Health, hospitals with fewer than 240 births per year were more likely to have family physicians and general surgeons (rather than obstetricians or midwives) attending deliveries. Having physicians flex like this can result in trade-offs in quality and safety.

Insufficient staffing scenarios that broaden and increase rural physician’s responsibilities make their jobs even more demanding and stressful. Hospitals that don’t give their physicians ongoing appreciation and recognition risk losing these crucial resources.

If these challenges sound familiar, here are some strategies to consider:

  • Provide education on chronic disease prevention and self-management. This can help improve population health and smooth out demand for its limited resources. Consider participating in the National Council on Aging’s Better Choices, Better Health® programs, which are available to participating organizations both as workshops and online.
  • Join forces with other hospitals. Jane Bolin, BSN, JD, PhD, senior editor of Rural Healthy People 2020 and director of the Southwest Rural Health Research Center at Texas A&M University, said in an article in HealthLeaders magazine that “Dire financial straits have prompted many rural and nonurban hospitals to surrender some of their cherished independence in exchange for affiliations that provide economies of scale and access to capital and services.” Many rural hospitals find it more efficient to collaborate with external organizations to provide a broader range of services via referral. The partner hospitals can then distribute Medicare reimbursements to everyone who participates.
  • Use LEAN principles to improve physician alignment and engagement and streamline business processes. The Kaizen business process improvement methodology is a core aspect of Sheridan’s management philosophy. Our partner hospitals have seen dramatic improvements in physician engagement, quality of care, speed and productivity after holding Kaizen events to collaboratively identify and implement successful solutions to challenges such as high cancellation rates for anesthesiology, excessive admittance delays and long IV-tPA cycle times.
  • Engage a performance-driven physician services provider to achieve economies of scale and deliver more effective and cost-efficient care. A professional physician services provider can help you reduce waste and overutilization, improve the quality of care and efficiency of its delivery, and help bring physicians into alignment with your value-based health care strategy. Sheridan provides staffing, performance-driven management and best-practice processes for our partner hospitals' key departments and practices, including Emergency Medicine and Critical Care, Anesthesiology, Radiology, OBGYN, Neonatology, Perinatology and Pain Management.

If you’re interested in finding out how Sheridan can help you overcome the staffing challenges at your hospital, learn more about our cost-effective, industry-leading health care solutions that include physician staffing, LEAN-based process improvement and infrastructure support. 

21 July 2016

Key Considerations for Performing Outpatient Total Joint Replacements at Ambulatory Surgery Centers

According to a recent article in Becker’s ASC Review, orthopedic procedures, especially, total knee and hip replacement surgeries, are among the most popular surgical services performed at ambulatory surgery centers (ASCs). The publication interviewed Sheridan anesthesiologist Cameron Howard, M.D., who described some of the key considerations in doing these types of procedures as outpatient surgeries successfully.

Dr. Howard explained that although it is much more cost-effective to do these procedures on an outpatient basis, it is desirable for some patients – e.g., middle aged, non-obese, with no significant medical problems – but not for all. For example, an inpatient setting may be preferable for patients who are morbidly obese, brittle diabetics and patients with cognitive decline.

The other key consideration is whether the family has a support system in place, “with family or friends to help them with ambulating, transferring and transporting them to outpatient rehab,” Dr. Howard said. Inpatient surgery may also be a better option for patients who don’t have that type of support system.

Dr. Howard also said that a comprehensive program that includes extensive preoperative training is required for successful outpatient total joint surgeries. Patients need understand that they will have some pain, and must be educated about the complication risks related to joint replacements.

He also discussed the role of anesthesia and pain management in outpatient joint replacement.

Read more about Dr. Howard’s views on this topic in the Becker’s ASC Review article, “Outpatient TJR rests on these 2 pillars — Sheridan's Dr. Cameron Howard weighs in.”

19 July 2016

Sheridan Helps NICU Boost Average Daily Census 600%

Penrose-St. Francis Health Services is a full-service, 522-bed acute care facility in Colorado Springs that includes Penrose Hospital and St. Francis Medical Center. Healthgrades has named Penrose-St. Francis one of “America’s 50 Best Hospitals” for nine years in a row (2008 - 2016).

About 10 years ago, Penrose-St. Francis wanted to upgrade the level II NICU at the 522-bed, not-for-profit St. Francis Medical Center facility to a higher-level unit that would provide expanded neonatal services to the Colorado Springs community. They also wanted to build their reputation among sister hospitals in the Centura Health system and also in the local market, which included two other highly respected and established hospitals. Mark Hartman, St. Francis Medical Center’s chief administrative officer, explained, “We were in a much smaller facility at the time and wanting to improve what we were doing from a NICU point of care perspective. We didn’t like seeing transfers out of our system and thought we could do more.”

Sheridan helped Penrose-St. Francis establish a successful NICU strategy based on providing high-quality, high-level neonatology services and a commitment to the local community, including relationship-building initiatives with other prominent area hospitals and local non-profits including Colorado-based Project Newborn Hope, which raises money for funding NICU projects to support at-risk mother and infant programs. Sheridan recruited two dedicated neonatologists, collaborated on program development and helped Penrose-St. Francis upgrade its NICU to Level IIIA care. St. Francis Medical Center adopted our proprietary PremiEHR™ web-based neonatal EHR system that gives physicians real-time information on neonatal patients and allows doctors to record consistent, searchable notes. Sheridan also helped St. Francis add a Maternal-Fetal Medicine (MFM) program for high-risk maternity care as well as 25 private neonatal bays.

By improving the hospital’s level of care, Sheridan expanded Penrose-St. Francis Health Services’ reputation in the community and with neighboring Centura Health facilities, and cultivated strong relationships with other area hospitals. The quality of NICU services attracted sister facilities and retained patients within the Centura Health system of hospitals.

As of mid-July this year, the NICU hadn’t had a central line infection in 486 days. The gestational age of the babies they care for has been pushed from 28 weeks and older to around 23 weeks. And the original average daily census of five babies, which more than doubled in the first four years, is now nearly 30 – six times the original ADC.

Mr. Hartman and Sheridan doctors talk more about how Sheridan Women’s and Children’s Services has worked with Penrose-St. Francis to achieve its goals. 


14 July 2016

Jupiter Medical Center Radiologists Build Patient Trust to Improve the Mammography Experience

For many physicians, radiology is an impersonal specialty. Many radiologists read diagnostic imaging but never interact with patients. Orna Hadar, M.D., a mammography specialist at the Margaret W. Niedland Breast Center at Sheridan partner hospital Jupiter Medical Center in Jupiter, Florida, and Lynda Frye., M.D., Jupiter’s Medical Director of Breast Imaging, take a very different approach. They know the screening process can be terrifying and that for many patients, “having their mammogram is a completely anonymous experience. We want to change that,” said Dr. Hadar. Both doctors find tremendous satisfaction in helping their patients through the experience. “It’s such a scary time for somebody, so to be able to offer some support even just through my guidance and diagnosing … it’s just special for me,” Frye said.

Drs. Frye and Hadar develop meaningful relationships with their patients, and each assures her patients that their well-being is her top priority. These doctors know that it is important to many women that they receive news—whether good or bad—from a physician whom they see regularly, know and trust. They also know that the uncertainty a patient feels while waiting for the results is one of the most stressful aspects of a mammogram visit. So they insist on reading images immediately and bringing in the patient to discuss them. This not only allows patients to associate a trusted face with the diagnosis, it also avoids the need for them to return for another visit if further testing is needed. If additional images or biopsies are needed based on the initial reading, the radiologist will take them during the same appointment.

Not surprisingly, these doctors have a loyal following. In fact, Dr. Hadar, who previously practiced in New York City, has many New York-based patients who routinely travel to South Florida to see her for their annual breast imaging.

By developing trusted doctor-patient relationships, reducing the stress of breast cancer screenings and removing the inconvenience of callbacks for additional images or tests, Drs. Frye and Hadar encourage their patients to have mammograms on a regular basis. They are leading by example, providing a strong model for radiologists to deliver better care, improve efficiency (by eliminating the need for callbacks) and encourage patients to get regular screenings that can identify indicators of cancer early and enable more timely treatment and better outcomes.

11 July 2016

Engaging Physicians Collaboratively to Innovate Emergency Medicine

In today’s value-based care environment, healthcare providers are feeling the urgency of finding better ways to improve their processes and communications.   The problems caused by inefficient processes and poor communication are magnified exponentially in emergency departments (EDs) because of the high patient volume and high proportion of patients needing urgent care.  Sheridan physicians have already implemented innovative ED process and communication improvements that have improved patient care, cleared ED bottlenecks, dramatically lowered “left before being seen” rates and increased patient satisfaction. In 2015, the organization launched an annual Innovate Emergency Medicine (iEM) conference to bring Sheridan physicians together to share best practices throughout its partner hospitals and to engage doctors collaboratively to explore further innovation in emergency medicine. 

At the second annual iEM Conference on April 14, Sheridan physicians from across the U.S. came together to share their individual perspectives on ED practices and the results of process improvements, learn from their colleagues’ experiences, discuss how best to apply or adapt others’ best practices within their own environments, and explore and refine ideas for innovative process improvements.

The conference succeeded in engaging and inspiring participants as they collaborated on new ways to tackle important challenges, including improvements to clinical quality, patient communications and satisfaction, physician satisfaction and throughput. Since every ED is different, the participants focused on developing broad strategies that can be adapted to the context of each ED. The conference also provided an opportunity for a more strategic group discussion of how best to prepare Sheridan’s Emergency Medicine division for the future.

Some of the organizers and participants share their thoughts on the Sheridan iEM conference in the following video.


7 July 2016

Sheridan CRNAs Cherene Saradar and Sherri Snell Travel to Greece to Help Syrian and Afghan Refugees

Sheridan certified registered nurse anesthetists (CRNAs) Cherene Saradar, who works primarily at Mercy Hospital in Miami, Florida and Sherri Snell, who works at Jupiter Medical Center in Jupiter, Florida, both gave up a week of their vacation time recently so they could travel to Greece to help some of the 50,000 Syrian and Afghan refugees there.

Cherene, a Syrian-American whose father is from Syria, still has family living in that war-torn country, where anti-government protests escalated into a full-scale civil war. Over the past five years, the armed violence there has caused the loss of more than 250,000 Syrian lives and forced more than 4.5 million Syrians to flee the country, according to the BBC News. Cherene had spent years writing to Congress and donating money in an effort to help the refugees, but she felt frustrated, saddened and angry at what she called an “inadequate” response to the refugees’ dire plight and was looking for more effective ways to help. Her friend Rebecca Johnson, the medical volunteer coordinator for humanitarian aid organization Off Track Health, recruited both her and Sherri for a recent medical mission to Greece. Sherri and Cherene had worked together at the Ryder Trauma Center in Miami and they were looking forward to joining forces with “to provide compassion and care to our fellow humans that are in desperate need of medical care, food, shelter, hope, kindness and understanding,” as Sherri put it. Cherene also recruited her father, Dr. Riad Saradar, a recently retired doctor who speaks Arabic as well as English, to join them on this humanitarian mission. worked together at the Ryder Trauma Center in Miami

When they arrived in Greece, Sherri, Cherene and Dr. Saradar divided their time between the brand-new Oinofyta refugee camp and the three-week-old Ritsona refugee camp about 10 minutes away. The trio packed a lot into their one-week stay! They organized a bus-based mobile medical clinic that previously had been used at another refugee camp to ready it for use at the new Oinofyta camp. The clinic bus was in disarray, piled high with boxes of supplies that had been donated by other NGOs (non-governmental organizations) and medications from all over Europe that were labeled in a variety of languages, and it took a day and a half for Cherene, Sherri and Dr. Saradar to finish organizing all the supplies and identifying and categorizing all the medications. The Ritsona camp already was the long-term temporary home to more than 900 mostly Syrian but also some Iraqi and Afghan refugees.  Cherene, Sherri and Dr. Saradar discovered that their medical skills weren’t as much in need as they had anticipated, because the refugees needed to go to the local clinic or hospital to get things like an x-ray or to have surgery. Since transportation to the medical facilities hadn’t been arranged, the three volunteers took care of transporting anyone needing medical help beyond what they could provide at the camp.

Both Cherene and Sherri raised a considerable amount of money to bring on their trip to purchase items for the refugees, thanks in large part to generous donations by Sheridan colleagues. The two women and Dr. Saradar spent quite a bit of time talking with both the other NGO volunteers and the refugees themselves to ascertain what would improve the residents’ day-to-day lives at the camps. Residents who used to do construction work asked for basic tools and building materials. A few men asked for musical instruments. Some women who were trying to set up an afternoon tea service asked for Styrofoam cups and sugar. The residents craved any kind of fruit, which was not part of the basic food delivery service provided by the military, who run the camps and also provide the tents, electricity and chemical toilets. The children had no toys. There were no decks of cards to relieve the tedium, and the residents were short on sunscreen to protect their skin. Sherri and Cherene made daily shopping trips to Chalkida, the very small city nearby, to procure as many of the items as they could. Once the first refugees arrived at the Oinofyta camp, the Saradars and Sherri also organized donations from the locals, set up a soccer field, printed Farsi to English dictionaries, distributed toys and played with the children.

Despite the terrible circumstances and the horrors the refugees had been through, they were incredibly kind and hospitable to Sherri, Cherene and Dr. Saradar, who spent much of their time listening to the residents’ heartbreaking stories. They were especially grateful to be able to talk with someone who spoke Arabic (Dr. Saradar), and to be able to tell their stories to people who obviously cared so deeply about their plight.

Listening to the refugees’ tragic stories and seeing their living conditions was terribly upsetting to the Saradars and Sherri, who were frustrated that they couldn’t do much, much more for these people who had lost everything, including family members. But there were bright spots as well, such as playing with the children and teaching them to play the games they had purchased, including Connect Four and Jenga, and showing the teenagers how to use the Rubik’s Cube puzzles.

The mission was an unforgettable experience for all three of them. To learn more about it, and about the plight of the Syrian and Afghan refugees and what you can do to help, read Cherene’s detailed account of the trip on her blog. She also wrote about her trip in the Huffington Post.

Sheridan is honored to have such generous and caring CRNAs who have opened their hearts and given so much of themselves to help those in desperate need.

Photos by Cherene Saradar. Used with permission. 

Cherene, Dr. Saradar and Sherri organizing the mobile clinic bus at the Oinofyta camp

The Ritsona refugee camp

An Iraqi refugee named Adnan, who once helped American special forces, playing the musical instrument that Cherene and Sherri bought for him

Refugee children vying for the toys that Sherri and Cherene brought

Sherri and Cherene organizing gifts and supplies for each tent

6 July 2016

Physician Spotlight: Jody Crane, MD, MBA

Dr. Jody Crane is the chief clinical operations officer for Sheridan’s Emergency Medicine Division. A respected expert in emergency department (ED) operations, Dr. Crane wears many hats. In addition to his responsibilities at Sheridan, he’s the co-author of “The Definitive Guide to Emergency Department Operational Improvement: Employing Lean Principles with Current ED Best Practices to Create the ‘No Wait’ Department.” He’s also a very active educator who is helping to drive healthcare process and clinical improvements around the world.

Dr. Crane’s work in these varied roles focuses on ED and hospital-wide operations, the application of lean principles within the healthcare environment, and innovations in ED design. Over the past decade, he has worked with hundreds of emergency departments and other organizations globally to adopt innovations in the delivery of emergency and hospital care.

Dr. Crane received his MBA from the University of Tennessee, and is a faculty member in the university’s Physician Executive MBA (PEMBA) program, teaching doctors from all specialties about operational improvement, change management and leadership. He also serves as an ED faculty member for the Institute for Healthcare Improvement (IHI), recently teaching a patient safety program for the Australasian College of Emergency Medicine in Melbourne, Australia and leading a 2-year patient safety initiative in Denmark focusing on ED and inpatient patient flow of the country’s 12 largest EDs. He is also a faculty member of the American College of Emergency Physicians’ ED Directors Academy (EDDA), a four-phase program that helps current and future ED directors develop leadership skills that will advance their careers, their local emergency departments and the specialty of emergency medicine.

Before joining Sheridan in 2014, Dr. Crane was an ED physician for at Mary Washington Hospital for more than 14 years. He also served as the Senior Medical Director for Stafford Hospital and was on the Mary Washington Healthcare Board of Trustees from 2011-2013. He was the Associate Regional Medical Director for the Mid-Atlantic Permanente Medical Group, with oversight of acute care services, telemedicine, innovation and Medicare/Medicaid for Virginia, Washington D.C., and Maryland.

Leading teams in settings as diverse as Sao Paulo, Brazil and Riyadh, Saudi Arabia; teaching with academic institutions from Harvard to Cambridge, and holding leadership positions in progressive organizations such as Kaiser Permanente has given Dr. Crane a robust set of experiences to frame his work with Sheridan. This will help to guide our organization through the rapidly changing world of healthcare reform in the United States through insights into managed care, population medicine, global payments and alternative care delivery models.

Sheridan is proud to have Dr. Crane as part of its innovative, expert leadership team.

29 June 2016

Dr. Richard Berlin Continues to Improve Lives Through Operation Smile

Sheridan pediatric anesthetist Richard Berlin, M.D. is the associate chief medical officer for Operation Smile, a humanitarian organization that delivers free surgical care to patients in more than 60 countries. Dr. Berlin’s most recent Operation Smile medical mission involved a trip to Managua, Nicaragua, where he and a team of physicians and nurses from around the world performed 93 surgeries to repair cleft lips and cleft palates in less than five days.

Cleft lips or palates are birth defects, gaps in the lips or the roof of the mouth that did not close during the mother’s pregnancy. Unless they are corrected, a cleft in the mouth can create serious health issues. Babies can experience feeding difficulties, which can lead to malnutrition or starvation. Ear infections can occur that can lead to hearing loss. Dental development can be affected, as can speech and language development. Additionally, those afflicted with cleft lips and palates often are bullied and suffer from social isolation and low self-esteem. The patients and other local children were delighted with the 200 teddy bears that Dr. Berlin brought for them. 

Dr. Berlin has participated in more than 25 missions with Operation Smile so far. Last year he led Operation Smile’s inaugural obstetric fistula repair mission along with another Sheridan anesthesiologist, Dr. Jean Miles, and a Sheridan obstetrician, Dr. Julie Kang. And in March, Drs. Berlin and Miles led a trip to the Democratic Republic of Congo to perform obstetrical fistula repair surgeries on women.

Below are several photos from the recent successful mission to Managua


22 June 2016

IBM Selects Sheridan Healthcare for Global Watson Health Medical Imaging Collaborative

Sheridan is proud to announce that it has been selected by IBM as one of the foundational partners in the new Watson Health medical imaging collaborative, a global initiative comprising 16 leading health systems, academic medical centers, ambulatory radiology providers and imaging technology companies. The collaborative aims to bring cognitive imaging into daily medical practice to help doctors address breast, lung and other cancers; diabetes; eye health; brain disease; and heart disease and related conditions, such as stroke. IBM Watson is the first commercially available cognitive computing capability and is delivered through the cloud. Watson analyzes extremely large volumes of unstructured data, understands complex, natural-language questions and proposes evidence-based answers. IBM launched Watson Health and the Watson Health Cloud platform in April 2015 to accelerate healthcare innovation by empowering doctors, researchers and insurers to uncover insights from the massive amounts of personal health data that are created and shared daily.

Members of the collaborative plan to put Watson to work to extract insights from previously “invisible” unstructured imaging data and combine them with a broad variety of structured and unstructured data from other sources, such as data from electronic health records, radiology and pathology reports, lab results, doctors’ progress notes, medical journals, clinical care guidelines and published outcomes studies. The intent is to help physicians make personalized care decisions relevant to specific patients while building a body of knowledge to benefit broader patient populations. Watson continuously learns from previous interactions, increasing its knowledge and value over time. As the work of the collaborate evolves, Watson’s understanding and insights will also evolve, informed by the latest combined wisdom of the partner organizations.

Sheridan will serve as a leading clinical partner in the IBM medical imaging collaborative, teaming with other members of the collaborative and Watson Health cognitive computing experts to train Watson on cardiovascular disease, eye health and other conditions using data provided by the collaborative members or from population-based disease registries that house millions of de-identified cases from around the world. The partners in the collaborative will have the ability to integrate Watson into their workflow systems or image management software to help create new Watson-powered solutions.

Sheridan was chosen for its deep clinical expertise and its commitment to providing high-performance, standards-based imaging innovations. “As the nation’s largest hospital-based radiology services provider and a leading provider of teleradiology services, Sheridan has the depth and breadth of experience to provide the best clinical and operational guidance and expertise,“ said Raleigh Heard Jr., vice president of radiology services at Sheridan Healthcare. “We’re honored to have been selected and we look forward to working with IBM to develop a new generation of data-driven healthcare applications and solutions specific to radiology.”

“Sheridan is committed to constantly driving quality improvement,” said Maria M. Rodriguez, M.D., MBA, Sheridan’s senior vice president of radiology services. “Adding IBM Watson’s cognitive computing capabilities to our own radiology quality initiatives is really moving the needle on further improving patient care in this arena.”

“At a time when powerful insights come at the intersection of diverse data sets, medical images remain largely disconnected from mainstream health information,” said Anne Le Grand, vice president of Imaging for IBM Watson Health. “Working together in new ways across the healthcare ecosystem, the IBM Watson Health medical imaging collaborative aims to address this and other challenges that stand in the way of realizing the true value of imaging in health care. We’re honored that Sheridan Healthcare is participating in this endeavor with so many other esteemed organizations worldwide.”

With more than 120 programs and 300 providers, Sheridan Healthcare has the nation’s largest hospital-based radiology services group. Its 10 years’ experience in radiology has allowed Sheridan Healthcare to develop industry-leading infrastructure, resources and clinical experience designed to support its clinical providers, patients and hospital partners. 

Learn what IBM has to say about how the work of this new cognitive imaging collaborative could transform healthcare.