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Q&A with Christopher Young, Chief Growth Officer

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Christopher Young has spent 30 years at the intersection of healthcare and transformation, leading technology strategy inside one of the nation’s largest health systems, advising health systems and investors at BCG, and now joining Aidoc as Chief Growth Officer to help shape what enterprise AI looks like at global scale. We sat down with Chris to learn what drives him, what excites him about this moment in healthcare, and what he’s bringing to Aidoc.

Q1: Is there a hobby or personal passion that’s made you a better leader, something people might not expect?

My family is my greatest personal passion and every day is a brand new learning experience.   I have really learned to be truly present with them and try to always meet them where they are at.  I believe this is a core leadership skill that allows for better connection and communication.

Q2: You’ve been on the buy side, the advisory side, and now the company side of healthcare AI. What does each of those seats teach you that the others can’t?

I have been very fortunate to have worked with great organizations.  From the buy side, healthcare delivery, it is critical to understand and align with the mission. There are so many things that make this a difficult operating environment that those wishing to partner must understand and align their offerings.  From the advisory lens, it is essential to be rigorous and intellectually honest when approaching problems.  Then there is the company or service provider side which has so much potential given the technological inflection point we are seeing now.  In this space there is a redefining of what is possible and we have to be flexible and adaptive to unlock the possible future opportunities that are within our grasp.

Q3: What made you say yes to Aidoc? What was the moment you knew this was the right move?

It was a combination of things.  First, the people I met were all brilliant, and then, when I started pressure testing how the product would evolve… I knew.

Q4: You were a Regional CIO at Ascension, one of the biggest health systems in the country. What did you see health systems get consistently wrong when it came to deploying new technology?

I would often see new technology treated like pet projects or tests without definition of what success looks like. This often resulted in things like underfunding any capability to scale.  Also, it is important to bring impacted stakeholders along with governance structures that not only give full illumination of what is going on, but also really educate those in governance in a meaningful way.   Lastly, baselining where the organization is at before deployment and then actively monitoring metrics post deployment is critical.

Q5: Aidoc is already in over 2,000 hospitals. What does “global growth” actually mean at that scale,  is it more hospitals, deeper deployment, or something else entirely?

It is  a combination of all of the above. Sure you want to continue growth in your clinical footprint, but it is essential to see further evolution of the product and its capability set. Getting this right will lead to other opportunities and new frontiers.  Aidoc has unlimited potential.

Q6: Tell us something about your career that would genuinely surprise people, a moment, a decision, or a detour that shaped how you lead today.

I never intended to be in technology and in fact I definitely did not plan to be a CIO.  A great CEO I worked for sort of said “I need you to do this job” in a single minute I agreed and it shaped my entire career.

Q7: If you could hand every health system CEO one piece of paper with your honest advice about AI strategy right now, what would it say?

It would be to not forget the basics like, governance, data integrity, appropriate funding for the future, and definately to measure and track value like any other business element.  I would  also make a point of the necessity of avoiding the one-off’s and focus on deployment of enterprise grade solutions that really scale and have been appropriately validated. Lastly, I would tell them to articulate a multi-horizon plan that allows for change in the out years, but clearly has a stated vision of what they are trying to accomplish.

Q8: What does success look like for you personally in this role, not the KPIs, but the thing that would make you feel like you got it right?

When people I have known for years in the industry call me up and thank me for making them aware of Aidoc.  I am certain that will happen.

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