Issue link: https://beckershealthcare.uberflip.com/i/1539853
20 THOUGHT LEADERSHIP Smart investments vs. market hype in ASCs: 7 leaders weigh in By Sophie Eydis T he ASC industry faces a constant stream of emerging technologies and strategies marketed as essential to growth — but not every innovation offers measurable value. It's up to administrators to decide which investments truly strengthen operations, patient care and financial performance. Becker's spoke with seven ASC leaders about how they winnow genuine investment opportunities that hold long-term promise amid all the market noise. What do you see as a smart investment for ASCs today — and what's just hype? Editor's note: Responses have been edited for clarity and length. Shakeel Ahmed, MD. CEO, Atlas Surgical Group (St. Louis): e smartest investment is in surgeons. Physician ownership drives long-term sustainability, while private equity risks eroding control and value. Recruiting and supporting strong surgical talent delivers consistent revenue. On the other hand, "shiny" technologies such as expensive robots oen fail to generate return, draining profits for years. Elisa Auguste. Administrator at Precision Care Surgery Center (East Setauket, N.Y.): Technology and AI can be powerful investments when they streamline workflows, such as patient tracking tools or platforms that centralize credentialing and reporting. But not every tool is worth adopting. If a system doesn't reduce redundancies, improve efficiency or enhance quality, it's not an investment — it's hype. Dan Chen, MD. Assistant Professor of Orthopedic Surgery at Geisinger Commonwealth School of Medicine (Scranton, Pa.): Cost- effective advancements in spinal navigation, imaging and robotics are smart bets as spinal fusions shi to outpatient. Compact, affordable options can improve precision and safety while differentiating ASCs in competitive markets. By contrast, large, expensive platforms that inflate overhead without proportional benefits risk becoming hype. Jonathan Godin, MD. Orthopedic Surgeon at e Steadman Clinic (Vail, Colo.): e best investment is in people. Recruiting and retaining nurses, anesthesiologists and other staff delivers returns in patient care and efficiency. Meanwhile, AI startups promising quick gains should be approached with caution — time will tell whether they provide real value or simply hype. Mandy Hawkins, BSN, RN, CASC. ASCA Board Member and CEO of ree Hawks Advisors (Mt. Pleasant, S.C.): Smart investments are defined by alignment with organizational goals and cost-effectiveness. Health IT platforms for EHR, revenue cycle and compliance can be valuable if they deliver measurable savings aer factoring in upfront time and cost. Tools branded with "AI" that don't address existing pain points, or disrupt workflows without clear return, fall into the hype category. Shane Stanford, MSN. Senior Consultant, Accountable Physician Advisors (Westerville, Ohio): Wise ASC investments include advanced minimally invasive tools, strong EHR integration and specialty centers in high-demand areas such as orthopedics. Overhyped areas include underutilized robotics, trendy wellness add- ons and premature AI applications. True value comes from boosting patient care, efficiency and profitability, not chasing trends. Ed Tolentino. Administrator of Outpatient Surgery Center of Central Florida (Wildwood): Technology that directly improves efficiency and patient outcomes — such as advanced imaging, surgical equipment and data analytics platforms — is worth the investment. But "all-in-one" solutions or flashy service expansions that don't add measurable value can increase complexity without benefit, turning innovation into hype. n 'Disciplined growth' key to smart ASC scaling By Carly Behm A strategic approach to adding staff and facility growth is crucial to thriving in the ASC setting, Michael Meneghini, MD, said. Dr. Meneghini, founder and CEO of Indiana Orthopedic Institute in Noblesville, shared his advice with Becker's. Note: This response was lightly edited. Question: Many ASC surgeons are also entrepreneurs. What have you learned about scaling your ASC model — and what mistakes would you caution others to avoid when expanding to multiple sites? Dr. Michael Meneghini, MD: When scaling an ASC model, I've learned that you must focus on disciplined growth. Just like with any successful business, you must start small to avoid the temptation to overbuild or overstaff at the outset. If your long-term plan calls for four operating rooms, start with two and design your ASC with the flexibility to expand as your volume grows. The same principle applies to staffing. I would recommend adding team members only when caseloads financially support it. I've learned there are a lot of costly "nice-to-haves" that don't move the needle, so invest in technology that adds value, tools that improve productivity, reduce waste, enhance efficiency, or lower costs. Avoid cutting corners on operating room size or sterile processing capacity; in orthopedics, large operating rooms capable of handling joint replacements and spine procedures are essential, and sterile processing is often the rate-limiting factor for throughput. Above all, have a solid business plan with committed surgeons and patients in place before opening, and begin contracting with payers as early as possible to ensure a smooth launch and sustainable growth. n