Becker's ASC Review

25 THOUGHT LEADERSHIP Kerry Willis, MD. Family Practice Physician (Beaufort, N.C.): Medicine has become too complicated by design to allow corporate raids on the federal treasury that provide little value to the healthcare system or patients by design. I look for 2023 to be the year of the rebellion starting as the public and practicing physicians leave the insurance system and make the crisis in access that is already problematic. e primary care system has to be decoupled and simplified to allow universal access at a reasonable price for all Americans. I see no will or ability for the government to accomplish that task, but employers will tire of their money going to corporate bonus programs for medical millionaires' salaries and benefits and lead the change with direct primary care like models and changes. Lance Wobus, MD. Psychiatry Resident at Richmond University Medical Center (New York City): First, as a psychiatrist, I fully support telemedicine. If post-COVID-19 policies reinstate regulations on restricting telemedicine, this would have a detrimental effect on patients seeking mental healthcare. Second, I am an activist in opposing the expansion of independent practice for nurse practitioners and physician assistants. e NPs and PAs I work with (and have seen as a patient) have been very capable, but it is just not the case that aer four years of med school, including two in clinical work, and four years as a practicing (but supervised) psychiatrist, the clinical care I provide is equivalent to that of an NP/ PA. I think this trend will also be detrimental to healthcare. n How ASC financial strategy is shifting By Patsy Newitt F rom investment strategy to supply chain strategizing, two ASC leaders joined Becker's to discuss how their financial strategy has shifted in the last year. Editor's note: These responses were edited lightly for brevity and clarity. Question: How has your financial strategy shifted in the last year? Leslie Jebson. Regional Administrator at Prisma Health (Greenville, S.C.): A continuous commitment to supply chain and implant standardization. Aggressive pricing constructs. Capital equipment belt tightening. Jason Sadler. CFO of UAB Callahan Eye Hospital (Birmingham, Ala.): As we continue to gain distance from the COVID-19 pandemic, we are shifting back to our pre-COVID operational growth and capital investment strategies. Additionally, due to the rising costs of inflation, we are working to maximize efficiencies and reduce expenses by reexamining staffing models, purchased services and supply chain purchases. n choose M O T I O N . C H O O S E activL ® . a e s c u l a p i m p l a n t s y s t e m s . c o m / d i s c d a t a When you choose the activL ® Artificial Disc for lumbar total disc replacement, you choose motion – and more. Compared to prodisc ® L, activL ® has a significantly better range of motion in rotational flexion-extension, statistically superior freedom from serious adverse events 1 and the largest range of sizes and anatomic combinations to t even your smallest patients. 2 1 Radcliff, Kris, et al., "Final Long-Term Reporting from a Randomized Controlled IDE Trial for Lumbar Artificial Discs in Single-Level Degenerative Disc Disease: 7-Year Results." International Journal of Spine Surgery, vol. 15, no. 4, August 2021, pp. 612-632; DOI: https://doi.org/10.14444/8083 2 Data on File

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