As health systems rush to implement AI, optimize EHRs, and address clinician burnout, one reality is becoming clearer. Technology strategy requires clinical leadership, and this effort is most effective when clinicians work closely with experienced CIOs and IT leaders, combining clinical insight with deep technical, operational, and security expertise.
I didn’t start out working in the medical IT field. I trained in pediatrics, completed a fellowship in pediatric emergency medicine, and joined Phoenix Children’s Hospital in 2007 with hopes of pursuing a career in the trauma unit. However, in 2010, when our organization transitioned from paper to electronic documentation, I became involved in the implementation process. What started as frustration with workflow inefficiencies evolved into a deeper curiosity about how the system was designed and how it could work better for clinicians.
That experience reshaped my career. Currently, as the Deputy Chief Medical Information Officer at Phoenix Children’s Hospital, I work collaboratively with the CMIO and CIO to develop a clinically integrated informatics capability with support from our growing clinical informatics expertise. Our goal is to help clinicians and IT actually understand each other to improve patient care, rather than letting technology get in the way.
Clinicians are uniquely positioned to do this work. We understand the demands of clinical decision-making, the real impact of poorly designed workflows, and how small inefficiencies can drain clinicians over time. When you base your technology decisions on that perspective, you improve outcomes.
For example, EHR optimization is often treated as a technical problem. In fact, it’s one of the most underutilized workforce strategies in healthcare. All unnecessary clicks increase documentation time and lead to burnout, so a thoughtful workflow redesign is critical. This gives clinicians back meaningful time.
Some of the most impactful initiatives I’ve worked on have been deceptively simple. Enabling medical students to document in the EHR has transformed the educational experience while maintaining proper oversight and compliance. Enhanced barcode scanning and improved invasive line tracking for medication management enhance patient safety while reducing redundant charting. These projects did not require large investments. They needed clinical insight at the table.
This perspective becomes even more important as health systems evaluate artificial intelligence tools. The debate is no longer about whether to deploy AI, but how to deploy it responsibly and effectively. CIOs and IT leaders play a critical role in assessing scalability, cybersecurity, data governance, and long-term sustainability, areas where clinical insight alone is insufficient. But without physician insight, AI tools risk becoming a new layer of well-intentioned, expensive, and ultimately ignored burden. A strong informatics program relies on close collaboration between physicians, CIOs, IT teams, and operational leaders, each with their own expertise.
AI scribes, predictive analytics, and clinical decision support tools all hold promise. However, they need to be evaluated through a clinical perspective. In other words, do they improve clinical efficiency? Do they reduce the burden of documentation? Do they support rather than disrupt clinical decisions? Layering technology on top of flawed workflows will not solve burnout. In some cases, it can even get worse.
Physicians in informatics roles bring a built-in credibility that drives trust and adoption in a way that technology alone cannot. When frontline clinicians know that technology decisions are being made by someone who understands the demands and challenges of patient care, that trust helps reduce resistance and accelerate adoption.
One question I often get asked by colleagues is whether formal informatics training is required to enter the field. Board certifications and advanced degrees are becoming increasingly common and valuable. But those aren’t the only entry points.
My path was shaped by curiosity, mentorship, and a willingness to volunteer on projects that bridge clinical care and systems design. Physicians already possess many of the fundamental skills needed for IT leadership, including systems thinking, pattern recognition, communicating under pressure, and the ability to balance competing priorities.
Several principles are important for physicians considering this path.
- Start with the biggest problem. Recurring workflow issues usually point to deeper design issues.
- Engage across teams. Even small projects can help you understand how decisions are made.
- Find a non-medical mentor. Learn from data, finance, and operations experts.
- Stay connected to patient care. Clinical research strengthens informatics leadership. That doesn’t detract from it.
- be patient. System-level changes require time and steady effort.
I still consider myself a doctor first. My role simply expanded. Improving workflows, optimizing technology, and developing AI strategies are other ways to care for patients at scale.
The next decade of healthcare transformation will not only be defined by new platforms and algorithms. It is defined by a healthcare system that brings together clinicians, CIOs, and IT leaders as true partners in shaping technology. Organizations that invest in physician informatics leadership will be better able to cope with workforce strain, technology disruption, and the increasing complexity of healthcare delivery.
Trauma Bay taught me how to respond to crises in real time. Health IT leaders have taught me how to evolve systems to prevent them. Both are forms of patient care. One occurs just before the emergency begins.
Dr. Kopal Seth is a pediatric emergency physician and deputy chief medical information officer at Phoenix Children’s Hospital.
