This episode features an interview with Unmesh Srivastava, Chief Technology Officer for P3 Health Partners. P3 Health Partners are a patient-centric, physician-led company dedicated to improving the way care is provided. We talk with Unmesh about how data can be used to predict medical issues, remote patient monitoring, value-based care, and his personal reason for going into medical tech.
This episode features an interview with Unmesh Srivastava, Chief Technology Officer for P3 Health Partners. P3 Health Partners are a patient-centric, physician-led company dedicated to improving the way care is provided. We talk with Unmesh about how data can be used to predict medical issues, remote patient monitoring, value-based care, and his personal reason for going into medical tech.
3 Takeaways:
Key Quotes:
Bio:
Unmesh Srivastava is currently serving as a CTO (Chief Technology Officer) at P3 Health Partners. Unmesh fosters the company with innovative data-driven automation and technological solutions.
He has a bachelor’s degree in engineering from the University of Rajasthan in India and a Master of Science degree from California State University at Northridge. His distinct list of accreditations also includes executive certifications through The Wharton School’s Emerging Leader Program, Artificial Intelligence Program from Massachusetts Institute of Technology, and Entrepreneurship program from Harvard Business School.
Previously, Unmesh has had the fortune of working as an Associate Vice President at Optum Care, besides working for other conglomerates like UnitedHealth Group, Toyota Financial Services, and Kaiser Permanente in Southern California.
Thanks to our friends
Truth Be Known is brought to you by Talend, a leader in data integration and data integrity, enabling every company to find clarity amidst the chaos. Talend Data Fabric brings together in a single platform all the necessary capabilities that ensure enterprise data is complete, clean, compliant, and readily available to everyone who needs it throughout the organization. Learn more at Talend.com.
Lauren Vaccarello: Welcome to another episode of Truth Be Known. I am so excited to have a special guest today. Unmesh from P3 Health Partners. I've known Unmesh for about a year. He is one of the most interesting, innovative , CTOs of pretty much that I've ever met and very much in the healthcare space. So thank you so much for coming in for joining the call. And , I'd love for you to tell everyone a little bit about yourself.
Unmesh Srivastava: Yeah, absolutely. And thanks for the kind introductions there, Lauren. So as you said, my name is Unmesh Srivastava and , I'm the Chief Technology Officer for P3 Health Partners. And. My job is to pretty much manage everything tech and digital at P3 where we are building the next generation care delivery organization and population health management. We serve , four markets at this time around 85,000 patients are lives that we impact through our clinicians and , through our data enabled and tech enable the care delivery ecosystem. Looking forward to talking to you today.
Lauren Vaccarello: Awesome. There are so many things I want to talk to you about , before I, I get into all of the great things you've done at P3 Health Partners. How did you get started in health tech?
Unmesh Srivastava: No, it's a very interesting story. I got started in health tech before I actually knew it was health tech. My mother is a doctor and I was in India doing my undergrad in the city called Jaipur. And the college, my engineering school, was in this remote area where I saw a lot of unprivileged people and, folks, we didn't have a healthcare sort of primary care in that area. And what me and some of the other friends decided was to, do a couple of health camps and have my mom free up her time on a Saturday afternoon where we could do a Google hangout call and just set up like a camp in one of the neighboring sort of small town villages and to just do some, clinical advice if someone needs that. And , that's how it started. And to me, it was a social. Giving back, but I realized that, just having this face to face, the ability to talk remotely, this was in 2006, 2007. It's so powerful and , That's what led to sort of me getting into health tech. And then I came to U S for higher studies and, started working in a lot of these cutting edge healthcare delivery organizations where just, it just, flew off. I didn't plan to go into medicine, but half of my family's are doctors. So I was like, I'm going to avoid this, but your destiny takes you to places. So here I am on the other side of the fence in tech.
Lauren Vaccarello: I love that it's the, I rebelled against my parents by not becoming a doctor, but what I'm really doing is helping deliver patient better, like better patient care for everybody. So it's the slight rebellion.
Unmesh Srivastava: Right. Slight rebellion. Only that far I could go as on the tech side of healthcare, but still stayed in healthcare.
Lauren Vaccarello: Yeah, that's awesome. And then from the things I know about P3 it just sounds so similar to the things that you talked about. And it's the, tell me if I get this right about P3, but it's this mission to change the way healthcare is delivered. I remember reading that p3 believes that together as physicians, we can heal the heal, the system, restore purpose and infuse care and health into health care. And so much of that sounds like what you're talking about, that it is this really patient centric approach and changing the way patient care is delivered.
Unmesh Srivastava: Exactly no you're spot on there. Lauren cause P3 was started by two physicians , Dr. Amir Baucus and Dr. Sharif Abdu. And , the mission was really to, bring very. Physician centric care in healthcare because a lot of healthcare is driven by administrators and not clinicians and physicians. And a lot of times administrators will not really understand what patients need unless you touch and feel, and you understand what the need at a human level is. You can't run a healthcare entity and that's why P3 was born and all of us in P3 whether it be our operations, our clinical, our tech teams are all working towards that mission of empowering our clinicians to provide the best patient facing care.
Lauren Vaccarello: That's awesome. So tell me what you, what have you been working on recently at P3?
Unmesh Srivastava: Oh , there's a lot, there's so much going on. But I can probably touch on some of the high points. We've been in business like three and a half years since we started getting into care delivery. And , our first couple of years was really about building sort of the backend bedrock layer or the infrastructure to innovate upon. And now we are in that phase where we are a fast-growing organization and we are doing a lot of innovation to really transform care. So some of the big initiatives in the product innovation world that we are leading to right now is we are implementing expanding upon our variables, technology, and IOT , an IoMT space. And we are. Broadening our reach to congestive heart failure patients, to chronic kidney disease patients, COPD , diabetes. And we are growing that area where we , where we are connected to all these patients who are in remote settings. And we are continuously capturing the data from these wearable devices and feeding it into our centralized sort of nurse hub to drive a lot of clinical interventions driven by the data. As in vendor required. So we are taking a strong, bold step moving towards a remote patient monitoring. We are also close to getting started with a similar exercise in social determinants of health space. So people who are lonely , or do not have a support system around that are around them. We are looking to implement, remote , Tools in order to support them. And then also , enable them with social workers and just people who can talk to them when they need someone to talk to. So that's one big. Area. We are also moving forward very quickly in AI and machine learning there. Now we are building machine learning models and we are moving from business intelligence to artificial intelligence when it comes to, identifying patients who are. Rising risk and may turn into a higher risk in next couple of months or years, unless they are, we provide the right clinical care and engage them in their care. We are doing a lot of work in the machine learning space where, you know, a lot of our clinicians are doing suspect generation where they are helping our doctors to just give them a 360 view of patients. So we are embedding a lot of, personalized patient centric data points in there, which we are moving into machine learning. So it's getting into more predictive modeling as compared to more human humanly done by clinicians. I think , that's some of the initiatives, we have quite a bit of stuff going on in healthcare, learning with patients, providers, so lots going on, but these are some of the high points.
Lauren Vaccarello: That's so cool. Between wearables. And it sounds like proactive outrage. I would love to hold. There's so many things I want to learn about with you , with what you're doing with understanding people that are medium risk to getting to higher risk pulling in some of that data. How are your, how are you using that? To be able to keep people from becoming high-risk and really improve quality of life?
Unmesh Srivastava: Sure. No, that's a great question, Lauren. And it starts with data, so we are pulling data from all these places from hospitals, health plans, PCP offices, specialists, pharmacies, labs, and we are bringing centralizing that. And then we are running dynamic risk stratification algorithms that tell us who is a rising risk, who is a high-risk. And then our care management model is built for these different risks stratums that we've calculated in our risks. Algorithm. So a ha a rising risk is someone depending on, if they're a diabetic who might turn into a CKD, if they don't control their HBA, one C is then we enroll them into care management program on diabetes management. If there are people who have not had a doctor visit and last two years or one year, our a long at a time period, and they're not engaged in their care journey. We make sure we arrange transportation lift to get them to their doctor office. Or we dispatch , a home healthcare worker to their home and run a telehealth visit with a clinician who is sitting there. So there are multiple modalities in our care model that we've defined and designed to engage patients in their care. In a more proactive care ecosystem and it's built by risk types and how you align care delivery to those risk types.
Lauren Vaccarello: That's so cool. And it's the, you're able to improve quality of life for people you're able to not just improve life, but it sounds like in so many ways, keep people alive and from getting from your high-risk to you have a severe problem that now needs to be dealt with in a much more dramatic fashion.
Unmesh Srivastava: At least that's what we are shooting for.
Lauren Vaccarello: It's pretty incredible. And that I can only imagine for. Sure. The cost of healthcare, preventative medicine reduces cost to health care, increases the longevity of all of us.
Unmesh Srivastava: Exactly. We have spending US is spending a lot of money in health care costs. 18% of our GDP is spent on healthcare $3.4 trillion. So crazy. So we have to do this.
Lauren Vaccarello: It's completely insane. And , it's funny. I listened to a podcast you did recently in this week in health tech, and you mentioned that other countries are doing healthcare better and they're starting to disrupt the U S healthcare industry. Can you tell me a little more, about, a little more about that?
Unmesh Srivastava: Absolutely. If you really see inheritantly, we, the first part of it is, what problem are we going through? U.S. healthcare spending is the top in the world. It's , 18% of the GDP as of 2020, which is $3.4 trillion. The life expectancy in us is lower than some of the other countries, the chronic comorbidities are high. And clearly this huge healthcare spend is not going anywhere. And I think inheritantly one of the things that we have to think about here is why is it so expensive? We've just overcomplicated the U.S. healthcare system in, in multiple ways. We have so many systems within healthcare. So there's healthcare within healthcare that has created so much waste. There's Medicare, there's Medicaid , there's fee for service. There are these different deductible plans from different insurance companies. There's HMOs, PPOs co-pays and co-insurance. It just has built like a very fragmented system within the system, which causes a lot of this, lot of this, Hey walk , our drug costs, they are really high it's controlled, completely privately government has the kind of jurisdiction that other countries have. And , that's appalling and drug costs are going up the roof. Our hospitals are like profit centers. So they are not, they're not , paid by healthcare outcomes. They are really paid by the number of admissions and discharges they do, and the length of stay. And that's how they get billed by these private insurance companies. We practice defensive medicine. There's a I've seen talking to physicians at the ground level. They have to buy so many insurances to make sure that it keeps them safe and all of this contributes , towards healthcare costs, even in if you would have seen in COVID-19 prices of care delivery, vary from setting to setting. You go to an urgent care versus a hospital, ER, versus a primary care for the same kind of treatment, you'll be charged anywhere from, $180, $90 to $3,000 if you end up in a hospital, for the same care you'll be provided. So all of these things create a lot of waste and hence you see a lot of medical tourism happening these days, in dental space in outpatient surgery, people are going to. Some people are going to other developed countries like, Japan. Some people are going to middle east we have , all these different countries, Malaysia there, their system is great and they've managed to remove all of this sort of cost bearing , stuff in healthcare. And that's driving a lot of this medical tourism. And I think we need to uncluster a lot of that in U.S. We need to have government play a more important role in U.S. healthcare. And there has to be more governance around the prices and stuff like that. And I hope that's going to bring the healthcare costs down, but so far it's not worked. And that's what us healthcare workers and techies are working towards to bring it down.
Lauren Vaccarello: Yeah. That's awesome. And then how do you think using things like data can help reduce some of the costs of healthcare?
Unmesh Srivastava: Yeah, no, that's a great question, Lauren. And I think, data is the center piece of how you can actually change stuff. A lot of the payment model in U.S., the pay you, the way you pay for care delivery is done in a fee for service model, which means that every time you go to a care delivery setting , the doctor gets paid or the hospital gets paid, or the pharmacy gets paid. That is very quickly. And that's what we call volume based care or fee for service. That's moving very fast towards value-based care, which is outcome driven care. I would like to see all these quality parameters of Lauren's health. How many times has she been to ER, in last six months to one year? What are the quality ratings? Has she done all her screenings? What is her patient satisfaction scores? What was her experience in these providers settings? And that. Should lead to a payment to these care delivery settings and that's what P3 is doing. We guys are in population health management. So all of the payment models that we work on with the contracts, with the plans we work with is really in value-based care. And I think there is no other way than having slick data in your ecosystem that can drive that because now you need to touch all these data points to identify physician performance, patient satisfaction , to identify, the quality of care, the cost of care, and if that's how you're going to pay the healthcare system and , give them all the perks of providing great care, then it has to be data driven. There's no other way. And also preventive healthcare can not be done without data. You have to have data to engage people in preventative care. Otherwise, how are you going to know that there are millions of people out of those million people, which of the populations need what type of care? And I think data is the centerpiece of all of that data and analytics.
Lauren Vaccarello: I couldn't agree with you more. And if, and there so many studies and data points around, if we just found things out a little bit sooner, and if you just know things sooner, whether it's cancer prevention or diabetes, or , Really anything the sooner, the earlier you detect the better it is. And I, you had mentioned wearables earlier. Are we able to start tying in things like your wearable data to some of your healthcare records? As an example, how active somebody is and how does that relate to their current health conditions? Whether we can improve them or if they're worsening.
Unmesh Srivastava: Yeah, no, that's great question. And that's the aspiration towards what we are working on. And , I think Talend has played a big role there, all of the stuff that we've done currently, all of our variable data that we receive, we tie back that same data points, the continuous data ingestion that we have back to what you call a global master patient index. We identify who Lauren is. And then Lauren's data coming from all these sources, not just wearables Pacemaker if you have a pacemaker , , internet of things, internet of medical things, and the last time you went to a hospital, what was your diagnosis? What was your discharge summary? You went to an urgent care. What was. Your diagnosis there? What kind of labs were you asked to do? The lab when you went to a lab, what were your readings? Your order, your results? If you went to a pharmacy to get prescription drugs, what were those prescription drugs? You went to your PCP office, your last. Three years worth of data. If you've been with United healthcare. And prior to that, you've been with Blue Cross Blue Shield and Anthem and whichever health plans you work with getting your historical data, and then combining that into a singular longitudinal view and then doing something about it. I think that's the number one job that we have as technologists is to get all of that data together. And then can work that into meaningful information that we present to our clinicians, for them to drive action. And not only clinicians. To your family members, to you, to your clinicians, if you're a diabetic and you're part of a diabetes management program, to your caregiver , your, your nurse care manager, we give data to all these people in the ecosystem. Collectively, the folks surrounding you, your caregivers or family, your clinician, your physician, they can all be in this care journey with you. And , that's really our goal. That's what we want to drive at large population level.
Lauren Vaccarello: That's incredible. And it's this idea of, we can make better decisions together. We can make, we can drive better outcomes together. And it is insane. How in the United States, you go to two doctors and they don't have any idea that I went to. Get a physical. And then I went to, I don't know, the ENT for something and that these two things might be related. And that every time you have to do a new patient intake form, and it is still insane that in most places you were doing the same questions, answering the same things. And did I remember to say, I take vitamins over here? That probably doesn't make a difference, right? And it's the most doctors are honestly operating on completely incomplete datasets and is relying on me to remember at that moment. Do I do this? Does this count?
Unmesh Srivastava: Yeah, and that's exactly right. And a a lot of times you just go out of the healthcare world and other examples in other industries, how they've done it. So well, if you go in financial industry in banking , you go sit in front of a clerk. Who's sitting in some remote branch, somewhere in a remote place, will run your credit score and we'll get a credit report. And we'll give you last 20 years worth of your credit history, which financial institutions who went to, what kind of loan did you take? What kind of overall score do you have there where you , where you couldn't make payments on time? So it'll that whole credit history is available on click of a button. And I think healthcare has to be that. Like, we have to take health care to that level where it's interoperable and you have standard records that everyone can get. In click off a button and that's where this, it, we can make so many good healthcare decisions. Or it will not be fragmented in a way it is today if we make this so seamless, like what financial industry has done.
Lauren Vaccarello: It is. It's funny. It is. Everything is connected when it's your money, but everything's not connected when it is your body and your life, your actual longevity on this planet and your enjoyment of the years that you have.
Unmesh Srivastava: Right. And it's appalling. It should be the other way around.
Lauren Vaccarello: Completely. Why do you think it's taken so long for for health care to come on this journey?
Unmesh Srivastava: I think there's a myriad of reasons around that. First and foremost, healthcare is one of those industries, which it's so regulated and regulatory driven that if a a lot of these technology problems are processed, problems are problems because it just takes really long to solve them because you now need to take care of Sarbanes-Oxley. You have to take care of, HIPAA high trust. You have to take care of SOC-2 type process requirements that drives , a lot of this innovation and it slows down a lot of this innovation, but I think that it is changing for good. I think healthcare, there are the negatives of it, but the positive of the world changing around us with Amazon's and Uber's and Microsofts and Googles being at the helm of things and , and transforming our day-to-day life experiences. I think it's changing. I don't know if you've seen , I just get appalled by seeing that whole medical ID feature within Apple Health that they've implemented where apple is now pulling data from all the big gear delivery systems, hospitals, pharmacies, labs, and you can have your own medical ID on Apple Health. And you can just see all that data. I think data is like hands down the biggest thing that's going to drive , any kind of transformation. And I think we are getting there. Still a lot of. Catching up to do, but I'm very hopeful that as we, as techies and care delivery and all these people within the healthcare ecosystem are moving towards that direction very fast, especially in last five to 10 years, the move has been quick.
Lauren Vaccarello: Play the futurist. What do you think the biggest changes we're going to see in healthcare in the next five to 10 years?
Unmesh Srivastava: I think there's going to be a lot of changes in the next 10 years. I think some of the points are behavioral and mental health is no longer going to be sidelined. There was a stigma around it, which is going to go away and it's going to be at the center of healthcare, behavioral and mental health are real problems, which need to be dealt with even more rigor as compared to clinical. So they are going to be central. Healthcare will become very personalized. If you go on Amazon or these sites , there you are connected the system knows what's your preference in terms of your buying, what you like to buy, and it accordingly tees up to your experience. I think healthcare is going to be very similar. It's going to be moving towards more virtual and concierge and individualized as compared to one size fits all that, that it is , today. And especially with the, with COVID-19 coming into picture, this virtual and concierge is really what is happening today and it's becoming mainstream every day. I think IOT and IoMT will be centralized a lot of these, biometrics. And there will be a time when we will have 24/7 view of getting our vitals and biometrics fed into some kind of data environment. And. And it'll be completely preventive as compared to reactive that it is today. I think AI and robotics will play a central role. They will not replace clinicians. We don't have enough clinicians, physicians in our country around the world. I think AI and robotics are gonna play a big role in empowering and enabling our clinicians to be that support layer for them to make clinical decisions. And , and then I also think genomics is going to take a very central place in next , 10 years. I think your genes will really drive how your life decisions are going to be. And , what kind of a lifestyle you grow up with. So you don't. End up having, genetic diseases or even lifestyle disease. I think if you have strong genome genomics and that data, it is also mental where you start, going into more preventive lifestyle as compared to just, going the other way around. So I think these are some of the changes that at least I see happening, they're already set in motion. And I think they're only going to grow from here. Okay.
Lauren Vaccarello: That is really exciting. I was recommended a book today called how not to die. Which is I'm going to completely misrepresent this book since it was recommended to me a couple of hours ago, but it's the idea of the types of foods we eat and the lifestyle we live starts to elongate life. And the analogy I use with the colleague of mine that I was speaking with is , he's got a very nice car, takes care of his car really well. And it was, you're not going to put cheap gas in your very fancy BMW. You're going to put good gas. You're going to provide regular maintenance for this car because you spent all of this money on this car. If you put cheap gas in and if you don't change the oil, it's going to fall apart. I guess I was like, why do we eat so many Doritos? I know once in a while, it's fine and live your life. But we have to also treat the types of foods that we eat, the lifestyle that we live, how active we are, is going to have that direct correlation to how we feel, our overall health. And I love what you're saying is if we can start building this out more and more, we get more data and information and we give. We should not tell people what to do. We should give people the information and the data to make choices and decisions. And if It's almost like when they started putting a calories on menus, sometimes, you know what you want, the burger and fries and, it's got 1800 calories for that burger and fries. But they also have another option that you might like, just as much that 600 calories. Sometimes you want one option. Sometimes you went, you know what? I want a burger and fries and I don't care that it's bad for me. To be able to give people that data of this is how your genetics play a role in what you're doing. Here's things that you could be more or less susceptible to. This is how your lifestyle is going to play a role. This is how, how active you are. And this is what we're learning from doctor's visits. And to give people that information, that data, that power to make decisions we will choose to do what we will choose to do, but wouldn't it be great to know if you walk 5,000 steps more a day that is going to help counteract this condition you didn't even know you were predisposed to. If to walk the 5,000 extra steps that is still your choice to do, but it would be great to know if you do those things, it can be preventative. And I love what you're saying on where we're starting to go and how we can really start to get smarter and better at this. And I want to extend this part of my life, where I am healthy and doing well and active in my whole body doesn't hurt. Teach us how to do this. And if the healthcare industry can teach us how to do this, that becomes a really incredible future.
Unmesh Srivastava: Yeah, no, everything you've said is, so spot on. The world is moving in that direction. Food is fuel. Allopathy is reactive medicine ayurveda, and some of these herbal alternatives are becoming mainstream. Preventive , lifestyle changes. A lot of these chronic conditions are lifestyle diseases. And I think data changes behavior. If you have the right data to see what might play out in future, if you don't take actions, now you will definitely change those actions to change that future that will come. And a lot of times we don't see that. Future, and that's why we don't change our actions today. And , I think data is the only way that you can do that.
Lauren Vaccarello: Absolutely. It's a future Unmesh's problem. He'll deal with it later, but one day later will come.
Unmesh Srivastava: Right? Yeah, exactly. Exactly.
Lauren Vaccarello: So one of the things that I love to get into people's heads a little bit about is this whole idea of decision-making, how we make decisions is , fascinating. I would love to learn from you. What is the what's the hardest decision you've had to make?
Unmesh Srivastava: I've had a couple of hard decisions in life , that I've. I had to make, I think , in the earlier phases of my life, the whole idea of leaving a place where you were born and raised to go to a completely different culture and a country and start a life there again was a big decision. I was really scared, but I made that decision. I had to, along with the family, make end of life care decisions for my father. That was really tough. And , I think so far if I. go in flashback. Those have been two biggest decisions that I've made in my life. And , yeah, so far
Lauren Vaccarello: So you did an interview with Toggle Mag I read that you described your father's illness as a trigger for you. What did you mean by that and how did it shape your mindset?
Unmesh Srivastava: So my father was diagnosed with a stage four gallbladder cancer and , in eight months he passed away. I still remember it was July of 2017. I was planning to see him , and family in India , in August. And , all of a sudden we came to know that, Hey, there's this diagnosis. I closed down everything in the U.S., took a sabbatical then to India. I was with him for those eight months as his caregiver, hospital, home. I thought I knew about healthcare up until that point, because I had worked with, United health group, Optum, Kaiser, all these different, like large healthcare entities, but at the ground, I think, it was so hard to navigate the healthcare system in those eight months, I think that experience just changed my life because you're going through it. There are so many lessons I learned in those life lessons, career lessons. A lot of different things, right? I think , navigating the healthcare system is hard period. Which country you are in doesn't really matter. I think that was a big challenge. The need of concierge care, having someone 24/7, because as a primary caregiver, a lot of times where you're like, okay, my dad is not eating well, what should I do? Or, he's having pain, what pain meds? So having someone 24/7 to talk to a clinician and that whole idea of concierge have care when you need it as compared to taking appointments and going to the care facility, I think that was super critical. Importance of data. I didn't know. I was looking for clinical trials happening around the world where if there's even a slightest of opportunity that I can engage him, that whole data on clinical trials , data on his overall health , cost of drugs. They're so expensive. Leave aside immunotherapy is like, north of $200,000, which for some of these developing countries is not, if you're paying out of pocket, it's not possible. Even in U.S., 200, $300,000 who can afford that? Even chemotherapy drugs are very expensive. So cost of drugs. I think empathy towards the patient and the family members who are going through that, but also empathy towards the physicians and clinicians. I was seeing the doctors and nurses in the hospital. We would stay there for three weeks, a month, or whatever it took, every time there was an episode of, he had to get admitted and I was seeing the nurses work 12 hour shifts and completely burned out. I used to see the the doctors who were just didn't have time. They would be called back into ER at, 1:00, 2:00 in the night where they just left their shifts at them. So there was all these things that transpired in that, and then making those end of life decisions, what would you different do differently? Would you actually go through chemo if you know that there is no other way out? And , do you actually prefer making that, that , that decision of going through medications and chemo, or do you just go back and say, okay, let's just stay together and spend time? So all of these things, I think made me just ponder what I'm doing in healthcare and made me just to remove all that burden. And make life and career decisions, which are very different than how I used to before that. So I think it was a big life changing event. I practice that everyday in my life, even today, whenever there's like things that come in. I heard, I learned of words , recently called FOMO, fear of missing out. A lot of people in corporate go through that. And every time I'm going through those cycles, I go back to that experience and I say, what is important? I think there's, we all forget we are here for a finite time period, and you have to. You have to have a mission that's bigger than you and bigger than financial and other things. So it's definitely shaped a lot of things in my life. Okay.
Lauren Vaccarello: First of all. I'm so sorry about your father. It sounds like a really trying experience, but, and there's so many things to learn from it and to take away. And it sounds like from everything you've talked about and we've discussed in the last 40 to 40 minutes or so. It really shows how all of those lessons feed into everything you do professionally. And it's this leading with empathy and really putting what can we do for people to lead better lives. And, everyone could go to work and just do their jobs because it's a job, you're a CTO you can go in. You could just think about the technology side. Or you're thinking about the mission and how to improve people's lives. And when you do your job exceptionally well, this has such a meaningful impact on the world.
Unmesh Srivastava: Yeah. And it's the choices I personally feel as a technologist. You have lot of avenues to grow your career help. Healthcare is not for the weak hearted. I think there has to be a attached to it. And a lot of times, these missions come because of some of these life events and, just gotta , take it from there.
Lauren Vaccarello: Absolutely. And it is, I think the world is. Probably a better place with you, focus on healthcare versus focused on somewhere else and you are a hundred percent, we get , We get one life to live and knowing your purpose and what you want to do and get out of it is so incredibly important. I can talk to you all day about this and dig in more on all of the great work that you're doing, completely transforming not just healthcare, but how patients and providers get a chance to live our lives and operate every day. But I think our producer would tell me to , I think I'd get the hook if there was a virtual hook at some point. So if you , want to wrap up with a couple of quick decision questions.
Unmesh Srivastava: Absolutely. Let's do it.
Lauren Vaccarello: So what is your favorite quote or saying?
Unmesh Srivastava: One thing that I've stood by is try and try until you succeed, stood by me all my life.
Lauren Vaccarello: I love that. I don't know if I want to ask you this question, cause I don't think I want this as an option. If you weren't in health tech, what would you be doing? But I don't think I want you not in health tech.
Unmesh Srivastava: I would still be in healthcare mostly on the care delivery side. You know being a doctor or, I would have probably been a civil servant. In some capacity , working on social causes.
Lauren Vaccarello: Okay. Okay. I think if you had to not be in health tech, I think those are okay options. What is one talent or skill that's not on your resume?
Unmesh Srivastava: I think you said it before , empathetic leadership. I bring a lot of empathy in the decisions and leadership that I follow and that's something that's not on my resume.
Lauren Vaccarello: What piece of advice would you give yourself 10 years ago?
Unmesh Srivastava: Great question. I think if 10 years ago, I, how to control your mind. I think the biggest challenge that you face in your life is your mind and your mindset. So master your mind. The time you learn to master your mind, I think everything else will fall in place. A lot of times you think about things that are important are really not, and it's all in your head. So manage that and you'll be just fine.
Lauren Vaccarello: I love that. Do you have any books, podcasts, apps, tips to help people better manage our minds.
Unmesh Srivastava: I think a couple of things. So I've been reading this book called , our, having listening to audio book for Hit Refresh by , Satya Nadella, I really recommend folks who are trying to drive transformation in their organizations to read it or listen to it. One piece of advice that at least I follow is that this world that we are living in today, you are not focused on stuff. Listen to a lot of, like short audio books or go to YouTube if you don't like reading, but keep educating yourself. I No one can take knowledge away. Your money can be gone one day and other things will all be gone materialistic. But I think if you keep feeding your mind with the knowledge in whatever way you can consume it. Keep doing that. Cause you're only going to get better on a day by day basis.
Lauren Vaccarello: Awesome. That is great. Great advice. Thank you again so much for joining us, for being an incredibly inspirational leader and for making us all healthier.
Unmesh Srivastava: No, thank you. Absolute pleasure talking to you, Lauren. I know we've sat in a lot of settings before talking about Talend and data, but this was very different conversation that we had today I'm very thankful for , giving me this opportunity to talk to you today.
Lauren Vaccarello: Oh it was an absolute pleasure.
Unmesh Srivastava: Thank you. Same here.