How To Shape the Future of Medicine Through Physician-Led Investing with Dr. Gary Goldman

🎙️ Welcome back to another insightful episode of the Physicians and Properties Podcast with your host, Dr. Alex Schloe!

💡 What if physicians were the ones deciding which healthcare technologies got funded? What if you could combine clinical insight, innovation, and investment to shape the future of medicine—without leaving your career behind?

In this episode, Dr. Gary Goldman—an anesthesiologist, dentist, MBA, and serial health tech founder—takes us on a journey from the OR to the startup boardroom. Dr. Goldman has launched multiple companies, raised millions in funding, and now serves as the founding managing partner of the Global Health Impact Network & Fund—a clinician-led venture capital group focused on the digital health revolution.

🏥 From early internet-based CME platforms in the ’90s to AI-driven diagnostics and global clinician communities, Dr. Goldman shares the behind-the-scenes story of how he’s stayed on the cutting edge of innovation without sacrificing family, faith, or clinical excellence.

💡 What You’ll Learn in This Episode:

✔️ How Dr. Goldman went from DDS to MD to MBA—and built 3 companies along the way
 ✔️ What sparked the creation of a venture fund exclusively for health professionals
 ✔️ Why machine learning will transform medicine—and how doctors can shape it
 ✔️ The myth of needing all the answers before starting something new
 ✔️ How to join a clinician community that’s building the future of healthcare
 ✔️ Why balance, not burnout, is the foundation for long-term success
 ✔️ How “assisted intelligence” (not AI) will elevate good clinicians across the bell curve

🔥 Key Takeaways:

✔️ Physicians don’t have to choose between practicing and innovating—you can do both
 ✔️ The most important tech decisions in healthcare shouldn’t be made without clinicians at the table
 ✔️ A curious mind and a willingness to take action are more valuable than credentials alone
 ✔️ Innovation isn’t just about tools—it’s about people, values, and impact
 ✔️ Real success means building a career and a family life you’re proud of

From the birth of digital health to the power of physician-led investing, this episode is packed with wisdom, perspective, and actionable steps for any clinician who’s ever thought, “There has to be more than just seeing patients.” If you’re ready to step into your role as a builder, advisor, or investor—this is your blueprint.

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Transcript

Dr. Gary Goldman: So look, not everybody's gonna be, you know, incredible at what they do, and they're gonna be good plumbers and bad plumbers, as I said. But we have the luxury that a lot of what we do outside of the proceduralist kind of things is cerebral, right? And some people have better memories than others, but at the end of the day, we all got through med school and were capable of using and doing that critical thinking, especially when we have resources.

Dr. Alex Schloe:  Welcome to the Physicians and Properties Podcast, the show where we teach you how investing in real estate can give you the freedom to practice medicine and live life how you want. Doctor, doctor, doctor, doctor, doctor. Now here's your host, Dr. Alex Schloe.

 Hello everyone. Dr. Alex Schloe here with another episode of the Physicians and Properties Podcast. As always, I'm so glad you're here taking the time to listen to another episode, so thank you so much.  This episode today was really exciting, really fun, a little bit different than our typical, real estate centric episodes.

This was focused a lot more on innovation. On entrepreneurship, on some venture capital things as we talk about kind of the digital healthcare revolution. This was a really fun episode with Dr. Gary Goldman. He is a dentist, a MD physician, anesthesiologist. He also has his MBA and has an incredible journey, where he is found multiple different companies.

And right now he's the founding managing partner and CEO for Global Health Impact Network and funds. That is a health professional founded and managed strategic healthcare venture capital group that's focused on the evolving digital health revolution. And Gary has been involved with innovation in medicine on the digital side all the way back in the 1990s and really has seen things grow and change and be molded over time.

And we talk about what the future may look like in five to 10 years. So this was a really fun episode with Dr. Gary Goldman. We'll go ahead and get started.

  

Dr. Gary Goldman, welcome to the Physicians and Properties Podcast. I am so grateful to have you on the podcast tonight. How are things going and sunny California?

Things are great. You know, weather's nice. It's a little bit windy and not too hot, unlike many other places in this country right now, so I can't complain.

Yeah, absolutely. We just got back from a camping trip. We were in Glacier National Park and it was 94 degrees which was wild, and we were not prepared for it. But now it's beautiful out here in Colorado, as you can see behind me, the, the sun setting. So  it's, it was a beautiful day.  Well, looking forward to having you on the podcast.

I will say you are the most qualified person we've had with DDS, the MD and the MBA.

 And so  really excited to learn more about your journey.  For folks who don't know you, do you mind just telling yourself a little bit about telling us a little bit about yourself?

 Well, it's never a short story, but Absolutely. You know, it's been 

It's okay. 

it's been a career of evolution and, and  I don't call 'em pivots, but certainly blending from one,  you know, one, one driven milestone to another.  So, you know, I, I'm I, I, I've been a clinician for about 35 years, practicing  for about 33.

 I my training just, you know, I'll try to be as brief as possible, but I'll kind of.  Zoom through it.  You know, I started out, I went to SUNY Stony Brook in New York, and there I was a biochem major and got very interested in tech because there, they had  Wang from Wang computers, probably a name, not Mo most people know it preceded IBM.

 Well, he gave a huge grant to Stony Brook and they had a very, very big computer sciences division and  building. This was back in 74 when programming was taking a huge box of cards in, in like a shoebox and bringing it to a computer center and then  putting your program in and see if it works on paper.

 So that, but that's really where the,  that night is.  Came for me about technology and always being interested. And you know, I always say a little bit jokingly, there's, you know, there's two, two two groups that I subscribe to. One is whoever dies with the most letters after their name wins.  And, and the second one is whoever dies with the most toys when they die wind in terms of electronics.

So it's always been a little bit of a joke of, of, of mine. So fast forward, I wound up I, I, I, believe it or not, I, and this is not made up, I had a dentist when I was like  in middle school and high school, who was an innovator, you know, shockingly, he was ahead of his time. He had a black and white mini TV mounted to his dental chair in 1968.

Talk about like advance, you know, there were barely TVs then,  so and he always used to show me everything that he was working on in his lab, and it really kind of made an impression on me because I, you know, I grew up from a poor family and I was, you know, one of the first, certainly in my family to go to college.

So so, so, so for me, seeing somebody so educated and so wanting to give back and doing all this research, really, I, you know, unknowingly at the time made an impression for me.  So it's one of the reasons that I chose to go to, to dental school. So I applied to dental school and got in, went to NYUI was in the last three year program that they had, and I was liking it, but it, it, you know, I, I figured out fairly quickly that.

I didn't have a lot of artistic ability. I was never an artist. I was more always an athlete, you know, and a little bit of a nerd. And and what to be a good dentist is like trying to be a good plastic surgeon if you don't have artistic ability. So I had the hand, you know, the, the hand to eye coordination and, and the knowledge base, but I knew I would never be great at like the cosmetic part of it.

So in my last year, I, with though you know, I'm, again, was in New York City right across the street from a very, very famous hospital, Bellevue, which a lot of people have heard before, but you know, a lot for trauma, a lot for psychiatry, a lot of crazy things always happened there over my whole life in the papers.

And there was a sign up in the, in my clinic where I had my little office in the third year, and it said, any dental student who wants to do a month of anesthesiology at Bellevue, right across the way, sign here. And I remember looking at it and there were no names on the on, on the list at all. And I, I looked at it and I said, you know, I said.

I have no idea how this would benefit me in any way, shape, or form. 'cause remember this is back in the, you know, early eighties, you know, there weren't even outpatient dental anesthesia centers. Meanwhile, anything else? So as a dentist, how would I use that? You know, we didn't do sedation in the office in those days.

So I said to myself, but a chance to be in the operating room at Bellevue for a whole month, I'm there.  So, you know, again, well, joking aside, I was so nervous about being a dentist in a medical school environment. And I didn't know at the time, and I can say this comfortably as an anesthesiologist, that most anes medical students, the anesthesia rotation isn't real high on their list about, you know, how they really wanna do well.

It's just a small percentage of students in a class that wanna be anesthesiologists. So I bought the book that the residents read in the first six months, and it's kind of a story for another time. But the lead author in that was actually became. A friend of mine through a, another doctor that I was working at.

So it's funny how things just tied together. So I bought this book and I was so nervous. I, it was, you know, 180 pages. I bought it and I memorized it. I showed up. So I showed up as the Dookie Hauser of anesthesia and I was a dentist on top of it. So the month was very fun, very educational, and I, you know, there's a lot of pharmacology, especially when you are on the anesthesia side of things.

A lot of anatomy on the surgery side. So I really just had a great learning experience there. And I was such a doogie hazard at, by the end of the month, they literally let me put a bunch of patients to sleep with the resident and the attending with me. And so I had this amazing experience and I said, oh my God, I love this, I love this.

And it turned out when I got back to school, I did a little research and with a couple of my attendings, and it turned out that there were two places in the country trained dentist. To do a year of anesthesia along with the physicians as residents.  And then with the idea of taking it back into the ambulatory environment and being dentists at work comfortable with taking care of patients who had complicated medical histories.

Some even to the point where some were doing a little bit of sedation in the outpatient setting. You know, you I, I would always joke about that. It's like, you know, well what's the definition of somebody who needs anesthesia? I said, well, anyone who is really anxious in the dental chair. I said, that's every single patient they go to s So except for me, because I got to watch TV when I was a kid. Right on in the dental chair. Yeah, exactly. So so basically I wound up doing a year of anesthesia as a residency after I graduated, and it was a spectacular year and literally you got the chance to do everything I was doing. Neuro cases and cardiac cases, of course with the you know, with the attendings and all that.

 But we learned so much and I fell in love with anesthesia.  Well, it turned out that one of the guy, only one of the guys on the staff at that particular, or, or where we were being trained, which was all physicians was a DDS anesthesiologist. He had done a year, years and years and years ago he was, he like almost twice my age.

And he had been doing this his whole career and he opened up three offices, and this is in Philadelphia, where he would give a little bit sedation, but he would also let other dentists bring complicated patients to his chair so that if god forbid anything happened medically, he was there to intervene as a, as a dentist, trained as an anesthesiologist.

So it was brilliant. Well, I, you know, most of the people who took this went into this program were more going into like oral surgery, you know, the people who really would have used it in their practice or in the setting where they were.  So I was a rare, you know, rare breed to be just a general dentist with barely any clinical experience, close to none that wanted to do it.

Well. This gentleman offered me a job. I. So I wound up taking, you know, once I finished the year of anesthesia, I moved into a practice that had three offices where we had three basic outpatient dental, dental, anesthesia centers.  So it was a really solid education. It made me as an individual, no matter whether I was A-D-D-D-S or an md,  I was very comfortable in that anesthesia and anesthesia provision environment.

 So, you know, and it turned out to be a real benefit.  So so I practiced for about three years. Loved what I did. And one day my, this is a true story. My partner comes up to me, he goes, what are you doing here?  I said, what do you mean, what am I doing here? 'cause I was very young. I, you know, I skipped a year in like between seventh and eight sixth to eighth, which you could do in a New York school system.

 And then I gained a year with the three year dental program instead of the four year program. So I was really young.  And bas basically, you know, he said to me,  you're at the beginning of your career. He says,  which one do you like better? The anesthesia, the dentistry? And I said, do you have to really ask me that question?

'cause he was the same as me. And he said to me, well, you're, I'm, you're half my age. He said, you should go back to medical school and be a full fledged anesthesiologist. And I said I don't know. I said, I'd love to do it, but I think my dad would probably shoot me if I ever told him I, I was gonna go back to medical school.

I was making more money in a month than he made in his whole career. You know, mean they were pretty poor.  So he said, I'll talk to your dad. And he was, he was this wonderful gentleman. Unfortunately, you know, he's not with us anymore, but he, he helped me a bit financially you know, to get to there.

And made the money accessible for the two years of medical school and, and convinced my parents to do it. So I did. I applied and I did, got very high score on that MSKP test where, you know, you go from an international medical school kind of to an American me medical school. Well this was like from dentistry to that.

So I only, I do the last two clinical years and I. I showed up in dental school,  how many dentals  medical school, how many medical students  have intubated, put in a lines, put in central lines,  done complex cardiac cases, of course, all with supervision. But again, you know,  I mean, it's not, it's, it's, it's almost, you know  like working in an environment and that's how  you, you learn by doing as opposed to just reading a lot about it.

So so I was very, had a very good medical school experience over the two clinical years. 'cause I was really very capable and very comfortable in that environment, even though I was a bit young still anyway. And so that was a great experience. And I look the different, the day that I went to medical school, I was a hundred percent in my mind going into anesthesia.

And I'm to the point where it was almost uncomfortable for a lot of my, my, my teachers and my attendings and, and educators where I went to med school because I was such an anesthesiologist. Evangelist, like I was like a mole in the class. And it turned out that in my class of like 200 people, about 25% went into anesthesia and they all blame and the school blamed it on me, which, which was kind of funny.

But so yeah, it just started my career there. So that's really where my, my clinical career started. I did my residency in, at Brigham and Women's in Boston. I did a fellowship there and then I did another six month fellowship in Neuroanesthesia. So I did obstetrical anesthesia and neuroanesthesia.

And while I was there, the other great thing that happened was is I met my wife at the Brigham and my wife is she's a Harvard grad and she went to UCSF Med school and she started out in internal medicine, but decided she really wanted OB and did an unusual thing, you know, so she had a. A year internship at internal medicine then flipped into the OB department at the Brigham, and they had a medicine student that wanted to do the complete opposite.

So that was kind of interesting. So it was almost like they were flipped, like baseball cards. And she, and she started her career and then she did a perinatology fellowship. So she's a high risk ob. And the reason that that's kind of relevant is that when we met in Boston during our residency, the way I got out to California was and I always joke a little bit about this, is that, you know, we were introduced.

I was, I'm also like a triathlete, so I was doing some iron, I, I mean some training for a marathon with one of her residents and her resident kind of introduced. The two of us together. And we were on our first date, we were taking a walk in on Beacon Street in Boston, and she, you know, started to tell me a little bit about her background.

I said, oh, I know Elizabeth told me all, all, all about that.  She goes, yeah, but there's one very important part. I don't know. She said, I don't know if she mentioned where I went to med school, because, you know, I'm, I've been in Boston most of my life and before that, the Bronx and Boston and New York.  So I said, well, watch.

He said, I went to med school at UCSF. And I said, oh, wow. I said, you went all the way to San Francisco. I said, you were a Harvard undergrad and then you could have gone to Harvard. Did you get into Harvard Med? She goes, yeah, I turned him down. I wanted to move to the West coast. And I, so I had a good reason to understand who I was really with.

Somebody was way smarter than I was. So so basically she looked at me and she said, look, I just want you to know that I am moving outta this frozen tundra the day that I finish here. And that if you don't wanna move to California, don't even ask me for a second date.  So but here we go, 36 years later, you know, four children, everything that we're gonna talk about.

So so basically that's how I got to California. And when I got to California, took a job with Sutter Healthcare up in the,  the, the Bay area. Was practicing predominantly obstetric anesthesia and a little bit of everything else. And, you know, and, and I was with Sutter Health, which is a 27 hospital system.

 So, you know, I started out almost very early as a medical director because I was one of the few people who had that training.  The Brigham had a great program and a fellowship for obstetric anesthesia.  And I had really a great background in OB and  this was a group that happened to do a lot of obstetric anesthesia, but they didn't really love it.

 They preferred more to be back down in the or. So when they, when I came, they were like, okay, you're in charge, you know, you're the medical director, you're gonna put this, you know, division together. 'cause we have a huge need for it. And really very few people that were interested in it. So  I was thrown into a, a, a position of administrative, you know, experience right away because of that, which was great.

And, you know, I worked closely with the obstetric department and closely with the anesthesia department and then critical care department. So it really gave me some great administrative experience. And then at the same time, when we had moved out to the Bay Area, I I always had some ideas about how I would like to u use some of my technology experience from my earlier days.

And this was in 1991 when the internet bubble was building in Silicon Valley. And, you know, there was all, I had done some programming earlier and during my residency with Mac a, a little bit and a little bit of windows. And so when I got out to the, to the Bay Area, I had been kind of tracking the internet conceptually, which was in its very early stages.

And I had some ideas about how we could use it in healthcare. And one of them was around medical education, continuing medical education required credits that we all have to deal with and pay for and do it in different ways, right? So basically I said to myself, why couldn't we do this on the internet?

On a computer and answer a bunch of questions. You know, read a couple of articles and get CME. And so I started to conceptualize this. And, you know, sometimes divine intervention steps in, but one of my anesthesia fellow partners, his cousin was the president of Max Tour. Max Tour is the one who makes the big hard drives from the old desktops, right?

They were famous, they were in Silicon Valley. Well, he was the, the CE the, no, the president at the time of Max Store. And I was having lunch with him, with one, with my anesthesia partner one afternoon. We all lived in the same area. And I started pitching him my ideas, you know, just making conversations.

So he goes, Gary, there's a couple of good ideas. He says, why don't, why don't we pick one and do it? And I looked at him and I said, do it. What does do it mean? You know? He says, well, we could start a company. So I said, I have no idea how to do that. I said, I have no experience. I don't come from a family that was, you know, educated in the business space.

I said my most experience with is running a dental practice. So basically he said, no, we're gonna do this. He goes, this is a really good idea. And the one we picked was building one of the first learning management system platforms for the delivery of continuing medical education on the internet. I.

And you know, he made it easy for me. He taught me how to write a business plan and then, you know, we put together a team of potential technology you know, tech builders. And I went out and I did what Gary's good at is evangelizing. So I started evangelizing this idea to everybody in the OR and the ICU and the doctor's lounge.

And here we, we were in Silicon Valley at the time. And you know, in those days if you put dot i in front of anything, you could raise money for it. Well, I raised like close to $3 million in six months and started that company. So I was, and one of the nice, you know, one of the nice things about being an anesthesiologist is that, you know, it's not like being primary care and having all these, you know, other aspects of your work that you need to accomplish.

'cause you have a population of patients. It's more of a love mele  them specialty, right? You know, you take care of a patient. You, you, you know, you see them a little bit once post-op and that's it. So you have a lot of freedom with your time and how it's more malleable. So I was able to do all these other things that I, you know, that we're talking about, we'll talk about.

Which is just interesting because be, it's the main reason. If I had been like an intensivist and I had been a general surgeon building a practice or an internist, there's not a chance I would've had. The time I would've had the desire probably, but not the time to do it. So I feel blessed that I went into, you know, made that transition into the right specialty to allow me the, to do the other things that, you know, the inside of Gary really wanted to do.

So so that was the f you know, that was the first company, that company did really well. Once we added up and running we were giving it away, you know, to, to, to the, the, the, the doctors to an extent. But we were able to monetize it in, in other ways in terms of creating the content, making it available.

And then we got acquired in like a year and a half by one of the largest offline continuing medical education companies who bought us to go online. So that was kind of like my real MBA, it was that first experience right outta practice here. I was like a year and a half into practice. So you see all these transitions and it's just, I.

It's been very exciting for me because I, you know, my, and my personality is always, okay, I accomplished that. Now what can I do next? So and yeah, so I, I kind of started that first company and then, you know, fast forward, we don't have to go through each one, but over the last 24, 5 years. I've had three companies total.

I had another company during the nursing shortage which is, which is really interesting 'cause I just talked to a young man who just finished medical school who was doing it. My, what we did over again now with this nursing shortage, with all the technology, I was so fascinated by it. But what we did was one of the investors from my first company said, you know, now that we got this training platform, he says, you know, what we could do is we could use it to train during the nursing shortage in the kind of like mid to late nineties.

We could use it to train nurses internationally to pass the license, NCLEX licensing exam, maybe giving them a little bit of cultural education and bring them over to the US on a registry. I'm going, God, that's great. You know, that would be now something I could do that would be more international business.

So so we took the platform from the first company and we went everywhere from Dehi down to Cochin in India. I. And then to Shanghai with another group, and we started training all these nurses. The, you you've heard of Stanley Kaplan, the, you know, Kaplan training centers. Well, growing up in Brooklyn, New York, I'm, I'm not very good at standardized tests and so I always use the Kaplan solutions, you know, I remember using it with cassette tapes and, you know, sitting in, in King's Highway in Brooklyn, in the offices there where he had his first place.

So I'm that kind of more auditory learner than I am a visual learner. So, and I'm glad I figured that out early. So what we did was we basically created a couple of nursing come to the United States as the nurse Kaplan centers all over  India and, and in Shanghai. And we moved 163 nurses in a two and a half year period.

 And again, for what I said the whole time I was doing that, yeah, I would go away for a couple of weeks, come back, but I always practiced anesthesia nights, weekends, whatever. One of the other nice things about obstetric anesthesia was, you know it, for me it was great 'cause it fit into my personality and my circadian rhythm.

But you know, half the work you do is between 10 o'clock and, you know, 7:00 PM and 7:00 AM and most of my anesthesia partners were not very interested in staying up all night just to do OB anesthesia. And I was like, I would pay you to do it. You don't understand. So so for me, it gave me all that flexibility to do shifts while I was staying, staying clinically in touch, administratively in touch while I was doing these other things in the tech space.

 So that was company two. And then what happened was, is Sutter was putting an epic. Electronic healthcare record. And with all the experience that I had, they came to me and said, look, we'd love you to be a consultant and help us build out for anesthesia and perioperative services for all 27 hospitals, the epic build for our system.

 So then, you know, I became a new thing, but I had never heard it. I didn't even know what it was. They said, you'll be an informaticist. I said, yeah, great. I'm a physician informaticist now. So you know, that was more like, you know, do and learn. I actually spent quite a bit of time on and off in Verona, Wisconsin, where is where Epic is b is was developed.

Judy Faulkner was the founder of that. So so that was kind of a cool experience and that became a 13 year kind of experience that just ended about four months ago. I just. Decided to stop doing it, but I had been the, the physician lead for anesthesia and perioperative services for Sutter Health for 13 years.

You know, I had a group of six other anesthesiologists analysts and we would tweak the electronic healthcare records with all the different modifications and keep it up to date. Per the desires of the clinicians. Okay. And this is gonna be a very relevant statement. I want everybody to focus in on that per the needs and desires of the clinicians, the most important part, other than the patients.

So so I did that and while I was doing that, I met a couple of other informaticists in the Sentara healthcare system, which is in the southeast. And one was a general surgeon, but he was very much like me in terms of the informatics experience. He had actually started a company where he was building armies of nurses and doctors who were the informaticists for their systems, and they could be hired out to go to go lives.

In different locations where it would be the doctors and nurses training you, not who knew your workflow as opposed to the analysts. And it was a very successful model and that was a pretty impressive, I will say, of all the things that I've done business-wise, what he did was the most impressive. He still maintained his general surgery practice with his anesthesiologist partner who did the same, and they ran this entire business out of a laptop.

That's

amazing. 

now that's ingenuity. So he came to me and they were helping us with a, a go live in San Francisco and, and the Suter Healthcare System at CPMC is the name of the hospital. It's a really good hospital and, we didn't have enough clinicians, so we hired them to help us, and they supplemented us with some other nurses and doctors to do it, you know, as effectively as some other places that we had.

So I did that and he, he says, I've got this great idea for a company. And I'm like, oh no, not another company. I think my wife will shoot me. But yeah, he said, what? You know, you've done all the components of it. First you did education, then you did staffing. He said, what about credentialing? And I said, oh, they don't even get me started on that.

That is the most nightmarish workflow in the most ar, archaic way you could possibly do it. I said, I have almost shot my mailman when he delivered me that 75 page credentialing application because it was so cumbersome to fi fill it out. And I said, and if I gave it to them last year or two years ago, why do I have to do it again?

Why can't it be in a computer system? And he went, you got it. And that's what they did, was they took the entire workflow of credentialing and put it on, on the cloud. Okay. And then they partnered and built APIs to the DEA state licensing everywhere where you had to report from to whoever you were credentialing.

And they built it in a platform that basically in the background, almost like machine learning now, it updated it for you. So all you had to do was just populate it the first time. It maintained your credentials. And then when you had to credential it with an agency or a hospital. Hospital or whatever it was, you just basically give them the information and they would send the entire report to that institution.

So there were two, you know hurdles for that kind of business model. One is, you know, gotta get it to the doc, the clinicians, not just the doctors, but mostly the doctors for what we would doing. And what we did was we gave it away for free because first of all, who were the, probably the ones that would benefit the most from it were the clinicians.

Because I knew, we knew what a nightmare it was to go through it. So we started giving away to the clinicians, and then when we would reach kind of a critical 30% of a healthcare system, we would go to them and say we, you probably would like to subscribe to our platform that we built at the enterprise level because 40, 30, 40% of your clinicians are already using it for free.

And we, we, we basically, that business really exploded once the platform was, finished and it wound up doing very well. But to get to that part of the story, so I was still doing the set of work and, and then I was, I got a chance to consult quite a few places to help other anesthesia departments build out their build for anesthesia, for Epic ' cause of all the experience that I had and everywhere that I went, all our colleagues.

So this is like about 8, 7, 8 years ago. Everybody's disenfranchised. They hated epic. They felt like it added several hours to their documentation day, especially the hospital based docs. And they felt like there wasn't a lot of clinician input when Epic was originally built to represent the clinician's workflow, kinda like I talked about earlier in the development, because it would've made it a much better product.

You know, it was originally developed as a revenue cycle product and then they added clinical documentation to it, you know, and I mean, we know the whole story of how EH ours got here and, so, so basically it was I was getting all this feedback from all these clinicians that, you know, they didn't understand the technology stuff that was coming out.

They didn't understand that why the healthcare technology solutions that were coming out didn't have enough representation by the clinicians, which I knew the answer to. But, you know I would listen to them and bas basically, you know, they felt like the real innovators of the ideas should be, or could be the clinicians themselves as in, you know, entrepreneurs, innovators, all of that.

But again, we all spend 90% of our time getting to be this accomplished clinician. And you're there and you wanna be a good doctor. So you spend all your time trying to be a good clinician especially with this expanding knowledge base. And it's, it, it consumes your time. And that's why we have all this clinician burnout, you know, again, post.

Pandemic of course didn't help it either. But just clinicians work. You know, physicians work very, very hard at what they do and there are a lot of kind of unhappy about it. So that's when the light bulb went off in my head and I said, you know what, instead of starting number four and the company number four, I said, what we need to do is we need to build.

An ecosystem, a place on. And now the internet has of course, you know, come along quite a bit from my first company at this point. So now we've got all our toys and our iPhones and all that. There's gotta be a way to create this ecosystem, which lets clinicians who are all, look, we know they're capable.

We know they have the IQ and the ability. And we know now that a lot of them would like to, at their leisure or their ability learn about some other things like business, like in innovation like technology. But it's very difficult for them. And, you know, and who's gonna go out and get an MBA while you're an MD with the idea, what are you gonna do with it?

You're gonna go work for McKinsey for you know, $50,000 when you're, when you're an orthopedic surgeon? No. So when you get the, you know, to make the transition from clinician to. Business or to the C-suite is not easy because it's a, it's a big transition. C-suites probably not the greatest example, but certainly a business situation.

So so it makes it very difficult. So I said, but we could create a place that would allow those kind of individuals and even the motivated, you know, just clinicians to educate themselves about technology. And somewhat about business if they wanted to. But then let them actively participate. And I said, look, you know, after three companies and you know, every one of my companies was was ba basically capitalized by clinicians.

I never went to a venture capital ever. So all the investors who did well with them, with these companies, they were all investors that I knew from the hospital and from all my connections. So, so for me, I didn't really understand the whole venture capital concept, but here in this situation, I said to myself, I.

Well, maybe, you know, if we're the co one of the, the venture capital entities, which is all clinician investors, starts spending more time clinically looking at the companies, not just how technologically Ben beneficial they are, then we'll have more input as to what gets funded and what gets released into into, you know, into our workflow.

So I said, so the, you need money to build an ecosystem. I said, so let's start a venture fund. Let's first offer up to clinicians an opportunity to invest. An opportunity to participate in who the companies are that we cho, that we were interested in investing in. And we would do, I could bring that business due diligence, but we could bring in targeted specialists to, you know, to kind of like talk to the companies, you know, figure out what they're doing right or wrong, what they need to be a better company from a clinical perspective.

So we started to put it all together and the nidus of the network was being created by the individuals who were investing in the fund, because it was all clinicians anyway. And we would, and so we kind of built this business model, or I should say a workflow model that represented, you know, when the clinicians came in, some would come in because they didn't have to be investors.

But if they came in and they wanted to take part in this ecosystem, contribute to it, actively participate, engage, and learn, and then the benefit being they could get opportunities as advisors, clinical advisors to these companies. Mentors learn how to be an entrepreneur, an innovator. And there were some organizations doing that already.

And we started working with them collaboratively, you know, other clinician organizations. And we started building this, and that was seven years ago. And then when we needed to create this platform to, to promote collaborative communication in a safe environment, not like, you know, being on LinkedIn and Facebook and all that, I didn't know how we were gonna do that.

And we were getting, you know, we, we, Now having money available to build a platform and Divine Intervention steps foot again. And I go to a Society for Physician Entrepreneurs started by AR Arlan Meyers. Well you know, I know Arlan pretty well. And then they had a chapter in Silicon Valley and Uli chatter Poll who runs Innovator md.

Former Kaiser doc is the, he was the president of the local chapter. They invited me to come to this meeting because they had heard about the network, that and fund that I had created. And I go to this meeting, which is just, you know, on, in the south. Part of San Francisco. I lived in the east part and, and so pretty close by and I get there and I'm meeting everybody and it was really very well run you know, educational session about physician entrepreneurism and innovation and some of the local companies that were there.

And these three guys are there who, you know, they were very quiet. And I walked up to them and I was talking to them and they asked me what I did and I gave them the very short version of this story. And, and, and they said basically oh my God, you know, we work for Tata Industries and because of my second, my fir my second company with the staffing, I had spent a lot of time in India.

I knew who taught the industries were, they're a multi-billion dollar business organization that works across multiple verticals. And they had hired these three guys to build a. A secure collaborative communication platform that had, again, the functionality of like LinkedIn, slack, Dropbox, zoom, all of that.

And I thought that Uli and the team were like playing a joke on me because they, I had, they knew my story and I'm thinking, oh, they're just like having this guy tell me everything that I wanna hear. And I said, are you. Guy's joking around with me and they said, no, we're serious, Dr. Goldman. And they showed me this platform that they had built, which was a hundred percent of what I needed to accomplish, getting the network up and running.

So we, you know, very quickly took advantage of that because they had the software, which was from Tata. They were given the internet intellectual property to kind of work with it, to make it functional in healthcare in that vertical. And they were going after the federated, non-for-profit healthcare environment.

You know, March of Dimes, cystic fibrosis, all the associations. They're all very siloed. They're very, all disjointed. You know, the, the state society doesn't talk to the regional society who doesn't, you know, I mean, it's just. It's, it was a, it, we felt that it was a real collaborative nightmare. So what they wanted to do is they needed some funding to take the software and start kind of customizing it for that.

And I said, okay, well, I'll tell you what my net, my fund will invest in you if you use our fund, in our network as your MVP. You know  the model that you build this platform on? And they said, absolutely. If you get us the, you know, the investment money. So we put a reasonable amount of money into them.

 Nothing crazy, but enough to get them off the, the the ground. They didn't even have a name for the company. It's now called like Link LinkedIn, hands in. And it was more of a solution for organizations to use intra-organizational to foster collaboration, communication, be like a CRM workflow engine.

And but with that said, it also was at the top of the hierarchy, a network of those networks. So all those networks collaborate on the same platform. So it really facilitated, you know active participation by individuals in multiple organizations. 'cause it was easier that way. So, yeah, so, you know, so basically, so now fast forward six years, we've got two and a half thousand clinicians globally who are focused on either being, you know, to be a mentor or an advisor to collaborate around all the different types of innovation.

And it's broken down all the way to profession, specialty, and subspecialties. So it's not just physicians, it's, you know, I say health professionals now after all that experience. And that means that it's not just clinicians and researchers, but it's also everything else that is necessary to make. Debt functional from a business unit.

So if there are lawyers that wanna make healthcare better, if there are health, you know, C-suite executives, they're welcome to join our network. So those, it's all health professionals running the network and investing in the fund and getting opportunities and sharing and working together. So, you know, it's really, this has been the culmination of everything that I've done where we are now, and we're expanding it internationally.

We're going into the Middle East, we're going into Africa, we're going into India. We're going in a limited way right now into Asia, a bit and Latin America and of course Europe. So it's huge. You know, it's grow and it's growing organically. We really don't market it very much. I try to stay under the radar as best as possible most of the time.

And and, and it's really just, you know, it's growing into this global organization of clinicians that's focused on innovation, which is just, you know. Kind of makes me, gives me the chills a little bit, so.

That, that's amazing. What, what a cool story. And I love the Divine intervention throughout. And you know, I, we talk a lot about innovation, but I also wanna point out, it seems like you were never afraid of just taking action and, and, and hopping in, you know, with both feet and, and really getting after whatever you were doing all throughout the process, which is really hard to do, especially as physicians.

Sometimes we want to have all the answers for everything before we do it. And  you know, just looking at, at, at the letters after your name shows that you're like, Hey, I want to be the best at all these different things and I'm getting after it. And so it's really cool to see how that taking action piece really led to a culmination of all these events in your life that then led to the Global Health Impact Network, which is so cool.

Yeah. No, I appreciate that. And, and, and it's, it is a, it's a valuable lesson that's, you know, definitely, you know, the lessons that I take back to my younger colleagues now looking at it is, it's not necessarily the step by step, but it's, it's the open-mindedness and not to be afraid to venture into, you know, parts of the, the, the galaxy that are unknown as they used to, as they said in, in Star Trek.

so basically I. Don't be afraid to, you know, and again, it's always an extension. It doesn't mean you have to stop doing what you were doing is, and you know, and we're lucky. Look, I mean, our, the colleagues who we're talking to and and with right now are you know, we're the lucky ones in, in many ways.

You know, we got through, you know, college and medical school and residency and in internship and residency and the building a practice. And, you know, that's not, and that, that's a huge, huge accomplishment, you know, just in life in general. And it also does it, you know, some of it is genomic as you point out.

You know, you are who you are, you know, you know, it's like, for, for me, it, it, it's in every aspect. Aspect of my, of, of my being, you know, to be the way that you kind of described. And so when you, you look at, at, at it for sports, like, do what do you think? So you think I'm a golfer or an ice hockey player with, with my approach to life, right?

So, so, so, so for me, I did, I played varsity college hockey and then, you know, I've always been very much focused on the athletic part of it. So I've done, you know, like, I don't know, over the last 20 years, 50 triathlons and I've done, you know, three Ironmans and, you know, but it's all, the other part of it, it's just the drive.

It's part of your personality and who you are, but how you direct those energies, of course. And it, it just recently very much showed it's, it's, it's ugly headed in a way. We were, we were talking the other day and I was sitting there with a bunch of golfers and I had to tell 'em this story that When IF when I, I, I hurt myself enough when I was in my forties playing hockey that my, my wife said, you're done. So I, that's when I started to triathlons and basically oh God, I just kind of lost my train of thought. So what was I gonna say? Oh my God, I'm having a little bit of a senior moment here, I think.



Okay. We 

oh yeah. Well we can just, you know, kind of move on. What was I, I I I was just, what was I

you're with the golfers?

yeah. With the golfers. Thank you. Thank you. So, so, so basically I, I I never really played golf 'cause it was just too slow for me. It was just not something that I had the patience for it to be able to sit there and just.

Through that, I was more of a constantly running, constantly biking kind of person. So basically because of that I never took up golf. And then these guys, you know, who I was very friendly with practice, of mine actually at the hospital and say, Gary, you gotta come play golf with us. You'd be great.

You're a golfer, you know, I mean a hockey player and all that. You got the right swing. I'm like, guys, I don't know. I just, I just can't do it. And they surprised me with a two week golf package. To, you know, to, for, for, to learn golf basically. And I did it and I really enjoyed it. It was very educational, but it was, I was like, I was just going outta my mind basically.

I was like, you know, everybody would like finish the day and I go for a 10 mile run and come back, you know? But, but at the end it culminated in a, an a round of 18 holes at the end. And I had been doing fairly well during the week. But what I did, I didn't realize, and I never read anything about this before that is that.

Hockey players are, they tend to be very good golfers because if you think about how you, you shoot with a hockey puck and how you take a, a golf swing, they're very, very similar. So I didn't know that because of all those years of, you know, of hockey, like my, you know, neurologically, my brain was kind of like programmed to have that motion in the right, you know, with all the right components of it.

So I did very well during the week and then at the, at, when it came to doing the 18 holes, I was, it was literally, you know, it almost like a caddy shack moment, you know, where he is playing golf and he's got the hole in one at the 18th hole. I, I was shooting, I swear I was shooting under 90. 

Wow 

And, all the, and, and, and if anyone who's a golfer, I mean not a golfer, that, that's really crazy good for somebody who's never played golf in their life.

So so basically I said to them, I said, they kept saying, are you sure you've never played before? They thought I was like a ringer. And I said, no, no, no, no. And then they said, well, tell us about it. And I told 'em about the hockey, and they said, oh, that's why, you know, and they said, because hockey plays tend to be pretty good even initially with you know, with golf.

So I did all that and then I finished the program and I've only played golf one time after that.

Hey, you went out on

But I just couldn't do it. I'm sorry, I, I, I just could never play golf. That, that, that, so that's again, part of that personality. You gotta know who you are, how to really focus it in, on on, on what you're trying to accomplish. But then on the other side of it, and we didn't talk about it at all, but you know, I did this all through, you know, 36 years of marriage and four children you know, at our peak, you know, I'm proud to say from as being an only child, that at our peak we had four kids and four dogs at the same time.

So Club, club Goldman was always an experience. And yeah, it's, it's, it is also balance of lifestyle and I think, you know, it's, you know, I think we're seeing it right. There's so much burnout and, you know, then people come home from a long day and they're exhausted and, and, and having that balance.

And, you know, Alex, you and I talked a little bit about it. You're at the early end of it. I mean, getting through all that doesn't happen randomly. It happens to, you have to be able to balance. It's just like, you know, your body, you know, and how, you know, how we handle longevity, right? It's all moderation and doing the right things, but really paying attention and.

Tying it all together, you know? So I think it's a very important story to, especially when I talk to my younger colleagues again about these kind of things, is that you really have to balance it all. You can't, you know, work can't be a hundred percent and play can't be a hundred percent, and family then comes in and complicates it and, you know, and then of course what, you know, what's the line?

And then, you know, man make plan and then God looks down and just laughs. 

Yeah, exactly right. 

and basically not a religious comment, but just, you never know, you know, it just is what, what's what's happening? So you gotta leave some room for, for, for a change, so to speak a little bit as well. So that's my lessons from life, certainly.

I, I love it. Yeah, those are great lessons. And just to add one more thing to that, I think that's important is a lot of times too, we say, Hey, we're doing this for our family. We're, we're, we're building businesses for our family. We're investing in real estate for our family. And sometimes we forget to ask our family, is that what they even want?

Right? Like does my wife want me spending the time doing

this podcast? Luckily she does. But, but you know, if you don't have those conversations with your spouse, that can lead to a really difficult road ahead and, and, you know, there's no point in building this really successful business if you lose your wife and kids in the process. And so I think that that's really important to keep in mind you know, as, as you're going throughout your career. And so, really cool to hear about Club Goldman and four Dogs and four kids. Sounds like a wild

You know, I don't know if you remember, you may may not be old enough to remember that song. It's a family affair.

Oh.

Okay. Well that's, you know, that's how I've always joked about that, you know, at, at, at the house is like, 'cause first of all, I do most of, other than my anesthesia work, I did, everybody, my office was at the house, right?

So I was always there, you know, with the kids doing stuff and, and, and all my athletic stuff. So it was always primarily around the house and it's the, the family has to be part of it. If, and, and if it isn't, it's a setup for a lot of stress and, you know, kind of a little bit of disaster because it'll ultimately, it's, you know, if you're lucky it doesn't, but it'll ultimately implode.

You really just have to be able to, and you can't do it alone. You can't, you know, you have to have people to talk to and you know, it's never perfect. I mean, as an only child, I'll tell you, if I had a dollar for every time I turned to my wife, when all the kids were running around, I was like crazy people.

And I'd say, is this normal? And then she'd say, daddy's going in his office for a little quiet time.

 That's

awesome. Yeah all, all parents need that quiet time. I know. I do.  But yeah, you're, you're exactly right. I mean, with, with the supportive spouse, like, I, I think that is the the biggest key to success in life is having incredibly supportive spouse who's there for you. I mean,

in, in our our partners, our spouses.  Yeah. Well, they go through so much too. If you think about everything that they've gone through, especially if they're with you throughout med school and residency and fellowship and being an attending and, you know, all the craziness that happens. I mean, it, it, that is a tough job in itself to be a spouse for a clinician for physician.

And so it's just difficult.  Yeah. Well Gary, I wanted to ask you a couple

questions that I think will, will help the audience in, in your experience, what are some of the biggest barriers that physicians or clinicians face when they're trying to step into more of like a advisory, innovation or investment role?

 Well, you know, clearly there's a, a number of variables that go into that. You know, there's you know, personality is, is part of it, but that's not something you have any control over. You know, how, how you approach making transitions like that. But I think the, the, the part that makes it the most difficult is it's a huge transition from what we do and how we're trained even from, you know, you know, from the OR to the C-suite.

Right. And, the other part of it is, which makes it interesting, especially if it's like in a business environment or whatever. I mean, I think many of us get a little bit of a, a complex so to speak is like, you know, again, we, it's not on the, on the name here, but you'd mentioned I have an MBA and right, and, and I didn't get the MBA 'cause I really needed the education for it.

But it turns out that when a clinician enters the business environment. All that the other side tends to see is, is the doctor, or, you know, it's a clinician and they spent, you know, x number of years of their life doing that. Now they, you know, they're doing this.  They don't think, oh, this is the CEO of X company, whatever.

It, and it's, I'm not saying that even psychologically that makes any sense, but they, that's what's the attitude that's out there and it's even worse, you know, and again, you know, I hope nobody. You know gets upset about this, but the problem is, is that, you know, to make that transition as a clinician into the C-suite, unless you do it in a gradual fashion where you're educating yourself, you know, if you co come to a new place and you're, you're in, in this business position you're going to be, it's gonna be a little bit of a demeaning experience from the many times that I've seen it happen, because the expectations that.

Are there are maybe unreasonable in, in many cases where if you're well prepared for it or you did it gradually. So I would say that's a much safer way to do it. But, you know, there are those of us that also do cold Turkey things and do fine with it. But if, if you're gonna take that approach, then of course it's the preparation, you know, be, you know, take a Stanley Kaplan for going from the, you know, from clinical medicine into, into the administrative or bus business environment.

But I think very few of us, you know, even get that opportunity. I think nowadays what's, frankly more probably an easier transition, but more interesting is medical school to C-suite. Without very much, not even really an internship or if you're lucky there is an internship in there. To get that real clinical being in the trenches experience that is, you know, it's in, you know, it's invaluable.

It's a year of your life. You paid for it, you know, even if you just did an internship. But it puts your perspective in the way you look at workflows and, and and certainly solutions within healthcare that, you know, it gives you a an approach to things which maybe is you know, it, it includes more than just the business aspect of it.

And I think that's really important.  Yeah. I hope, I kinda, I went, went off on a tangent a little bit there, but I hope that answers the question.

 yeah. Absolutely. That's, that is really helpful. What, what trends have you seen recently, maybe in the digital health space or innovation space or VC space, that you think that physicians should pay closer

attention to? I. 

 Well again, you know, technology is changing at the speed of light. And I, I frequently speak on this subject. And you know, the bottom line is that if you even look at it from a clinical research perspective, the medical knowledge base is doubling every 78 days.

Okay? So, gotta handle all that data, but it also shows the importance of using the right devices to manage the data. But let's take a step back and I'll, and I think the data part is huge. I think that I. Right now, having been involved in the digital revolution since 1991, and probably even a little before that, you know, I've seen the changes and I've seen the increase, you know, the slope of the curve, so to speak, of change, but it was gradual.

And then when it came to digital health, it, the adoption for digital health, you know, historically has been very, very slow because, and again, for appropriate reasons, clinicians are not f. Fast adopters. We have to see that something is safe and has good outcomes and it's not, you know, right. It can't be an N of one and it can't be a two day study.

You know, it has to be true clinical research that beats all the criteria. And that takes time and it takes effort. So so. Because of that. Most clinicians, and I think, you know, it's probably a negative in the business world sometimes. 'cause sometimes you gotta take some chance. And clinicians tend to be pretty conservative about things.

But it's also the risk averse part of it too, which, you know, it's, look, in our profession when we train, when we make mistakes, unfortunately some terrible things can happen. And look, I mean, as I've said to many a friend, you know, you know, there are good plumbers and there are bad plumbers. And do you think that, that we're not a different race here.

You know, we're all humans on, on earth and we're fallible also, you know, not saying it's it's bad or good or whatever. It just is what it is. And I think sometimes you, we, the expectations we put on ourselves can be very difficult also. So, so, so for me that, you know, the big changes are what's coming right now, because now the slope of the curve curve is very, very steep because of, I don't use the artificial word.

If you ever wanna clear a room out of physicians, say artificial intelligence I use the machine learning, which is the appropriate term, or the term that I'll use in especially to in a clinical setting, is assisted intelligence. Its purpose is to, you know, think of like any profession, we're all a bell curve, okay?

And the middle, the middle 60% of the bell curve is all of us who are practicing relatively good medicine, following standards, following protocols, and having good outcomes also within the reasons of expectation. Okay? But there's always the other side of the bell curves right now on the right side of the bell curve.

They don't need our help. They're either all academians who are chairman of the department, or they're incredibly successful in business or whatever it is, but they're the bell curve. No, but from a knowledge perspective, you know, they're, they're the percent that doesn't, they're, they far exceed most of us.

But then on the left side of the bell curve. Are those clinicians, you know, look, they got through med school. What was the, the old joke that my, my, my uncle used to tell me, he says, what do you call the guy with the lowest passing score on the medical boards? And I said, what? He goes, doctor, so there you go.

Right. So look, not everybody's gonna be, you know, incredible at what they do, and they're gonna be good plumbers and bad plumbers, as I said. But we have the luxury that a lot of what we do outside of the proceduralist kind of things is cerebral, right? And some people have better memories than others, but at the end of the day, we all got through med school and were capable of using and doing that critical thinking, especially when we have resources.

At our disposal to make it easier for those of us that don't have photographic memories or whatever type of learning or, or benefit that you might have because of your genomic you know, a person's genomic profile. There are some that really can get to that point with some assistance, and it's not solutions that are making diagnoses and they're not treating patients.

What they're doing is they're providing the clinicians who already critically think already with more information and more ability to digest much larger amounts of information to what's relevant based on your thinking as a clinician, and then assisting you in making a decision in a particular way. I mean, you know, some of the technology that I see, you know, I'll see seven or at least get introduced to five to seven new companies every day.

Okay. Through our network and our fund. And basically you know, when you, when you have that, that, when you see a lot of that, it's pretty incredible. And some of them, you know, you say, well, how are we gonna accomplish that? And does that make sense because of X, Y, z clinically? But there are certain things where you just, you can't believe how much information can be digested and then presented in a way where, look, if you can rule out.

Normal, which is, let's say 60%. There was a great article that came out just recently I think it came outta Scotland where they were looking at mammograms and they were using assisted, you know, machine learning intelligence to help. And it turned out that in that system they had to have two C two radiologists come up with a reading and if they couldn't agree, they'd bring a third in.

And so it was a very cumbersome system that was included a lot of clinicians, and they had in the middle of a nerve of clinician shortage and they needed to create a piece of software that could look at the radiographs. Okay. And I mean the, the, you know, look at the mammogram. Yeah. And, and read it, looking for only pathology, you know, based on the pixels.

Right. And. If it could just eliminate pathology, normal versus abnormal. And you know, computers are very good at identifying abnormal, but then getting into what it is, another kind of human component of it. So so they, they said, absolutely, let's, let's do this. And it turned out statistically that's 60% of the mammograms were normal.

And in those studies, of course, they were also approved by the clinicians as well. So now they only needed clinicians to do 40% of the work that they were doing before. And when you start using technology like that, I mean, it's gonna revolutionize the way we practice, you know, medicine. And now, and I, the prediction I will make is, you know, the one thing that I tell everybody is the future of healthcare is data.

Okay? Not what we collect it with, but it's what we do with it and how we utilize it in the machine learning way to benefit us. You know, for, for the things that we have to do. And we're there, you know, we're, we're basically there now. And I'll, I, you know, my, my prediction is that within the, the next five years, we are gonna have so much technology at our fingertips that's gonna help us provide better clinical care, which includes genomic databases and pheno databases, and, you know.

I mean, you know, climate ecological databases all tied together in a very precision way to take care of people individually based on all of those criteria. And no human could do that. I mean, it's just not gonna happen. Whereas, whereas these machines now are capable of doing these kind of things and you see it, and you see how quickly it's happening, that is to me how it's gonna change.

It's not gonna put us out of business, but we certainly won't need as many of us to, to practice outside of the proceduralist start of, you know, side of it.  So yeah.

It's a tool. It's, it's an amazing tool. I, for me, when I really realized like, wow, this is unbelievable, was my buddy was deployed to Africa, he's also in the Air Force and he was deployed in Africa and he sent me a picture and kind of a, a quick, you know, summary statement of what was going on with this individual was deployed with, and he is like, Hey man, what do you think this is? And I had just got back from a wilderness medicine conference and I was like, that looks like cutaneous love migraines. And but I was like, let me just see, you know, let me put in this information in chat GPT and put up the, put in the picture

and see what it says. So I put in all the information, put in the picture, and it comes back and was like, that looks like cutaneous love of migraines.

And that's when I was like, oh wow. Like this is amazing that I was able to put in that information, put in that picture, and it was able to figure this out. And, and it was, and so it was, it was wild. That's when I was like, wow, this is it. Such an incredible tool that if. We don't adapt this as physicians or if we're like stubborn and in our old way of you know, this is how it's always been mentality.

Like we're missing out on, on so many great tools that can completely revolutionize how we take care of patients, how we treat

patients, and provide way better care for them. So it is really cool, and I'm sure you've seen way more amazing stuff, but you know that, and you know, I, I'm a huge fan of using the machine learning scribe that listens in and helps dictate your notes.

That saved me a ton of time in the office and those sorts of things that it's like, Hey, this is just getting it to where I can have more relationship when I'm taking care of patients. I can look them in the eye and talk to them about what's going on and, and trust that, hey, this is being captured, this is being documented. Of course it needs to be tweaked and all those

sorts of things, but it's still really, really helpful and I can't believe how far we've come in the last year and a half. I

cannot imagine what it's gonna look like in five to 10 years.

yeah. It's, I mean, it's, it's, it's, it's, it's, it's hard to even understand how far we will come in the next five years, you know? And that's the, that's the science fiction part of it a little bit, I guess.

 Yeah. Yeah, I do always say thank you. So hopefully it remembers me

when I'm when it comes to takeover, but absolutely. Well, Dr. Goldman, I want to be respectful of your time. I wanted to ask you what's one actionable step that a physician who's listening to us today can take if they want to get involved in this digital health revolution?

 Well, yeah, I, I would say that, you know, and again, you know, no matter what stage you are in your career you can take advantage of this basically, you know by joining our Global Health Impact Network. Okay. And it's free, you know as a member, we have several thousand clinicians now, many of which are more of the low hanging fruit from when the time that we first started the platform across multiple specialties and professions who are collaborating about innovation.

Basically from an educational perspective. We have education available and we connect up with lots of other web based organizations that produce a lot of content on YouTube and all of that. We promote all of that in our network agnostically. And we provide a place for the c clinicians and their, you know, on their time you know, when available on the internet to be able to collaborate with other clinicians in their.

Field that around different topics. And it can be specialty specific, it could be technology specific. We have communities on blockchain and AI and vr and then sub sub communities that go like AR and cardiology, AI and radiology, AI, and you know, I mean, and, and chiropractic. So we have the ability to create all of these collaborative communities amongst the physicians.

And we, and, and we basically use that and, and, and leverage it on the business side as these groups of individuals. Tend to collaborate and come up with ideas, and that starts the innovation part of it. And then we sometimes identify one or two people say, God, I would love to be, you know, explore the business side of this.

And that's the one who ends up being the founder slash CEO. So it, you know, it's a progressive experience on our, our network and you can do as much or as little as you want, but it's very rewarding because again, it's a safe place. That's only clinicians, you know, and, and, and the community communities are very, very private.

So we can monitor who's in what community based on the different communities and threads they have. It supports video content. We have educational content on there. So it's, it's Global Health Impact Network. And the website would be just the same, www.globalhealthimpactnetwork.net. And it's probably the best way to reach us.

And then I can also be found, you know, as you see on the screen in LinkedIn as well.  I have a 

Yeah, I found you on LinkedIn. That's how I found you. Yeah. Which was awesome. And we'll be sure to put the the website for Global Health Impact Network in the show

 Oh, that'd be great.

well for folks.  Yeah. Yeah. Dr. Goldman, this has been great. It's been so fun getting to chat with

you, learn about your experience, learn about your journey, and look into the future of what's to come.

So I'm excited. We'll have to redo this podcast in five years and see what it looks like in the in the intersection of clinical care

and innovation and, and what it looks like at that point in time. So really looking forward to that and appreciate your time tonight.

 Thank you. You know, I, I, you know, one of the other things that we should definitely do is I love what you are doing and, and the whole, you know, range of topics that you have on, on this, on this podcast, and, you know, we can make it available on our network to all the members as well, and, you know, kind of help you you know, market it, so to speak and present it out there.

So I, it just kind of made me think about that. So we should be doing that as well. So, you know, we'll have to stay in touch.

 absolutely. That sounds amazing. Yeah, folks, come find me on the Global Health Impact Network.  Dr. Goldman, thank you so

much. It's been a pleasure and we'll with that, we'll go ahead and wrap things up. It's been Dr. Gary Goldman and Dr. Alex Schloe with another episode of the Physic Physicians and Properties Podcast, signing off.

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