When I started tracking the value I created, this happened...

When I started tracking the value I created (not just the work I did), it changed how I communicated, how I negotiated, and how I saw my role.

Most physicians are never taught how value flows through a hospital.

We learn how to deliver care, but not how to track the revenue, efficiency, or outcomes we generate across the system.

For a long time, I focused on what was right in front of me — the cases, the outcomes, the day-to-day work. But over time, I started asking different questions: what happened before the case? What could be prevented? What could be predicted?

That shift led me to create an 𝗮𝗼𝗿𝘁𝗶𝗰 𝘀𝘂𝗿𝘃𝗲𝗶𝗹𝗹𝗮𝗻𝗰𝗲 𝗽𝗿𝗼𝗴𝗿𝗮𝗺.

It was simple at first. A follow-up system for patients with aortic aneurysms. Nothing flashy, just consistent tracking and earlier guideline directed intervention when scans showed growth.

Over time, 𝘁𝗵𝗮𝘁 𝘀𝗺𝗮𝗹𝗹 𝗰𝗵𝗮𝗻𝗴𝗲 𝘀𝘁𝗮𝗿𝘁𝗲𝗱 𝘁𝗼 𝗺𝗮𝗸𝗲 𝗮 𝗻𝗼𝘁𝗶𝗰𝗲𝗮𝗯𝗹𝗲 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲: fewer emergencies, more scheduled cases, and a calmer, more predictable process.

Honestly, it wasn’t until I looked back — at the patterns, the volume, the change in outcomes — that I understood what we’d really built.

The workflow didn’t just help patients. It also helped the hospital:

→ More predictable operations
→ Reduced costs
→ Shorter stays and less strain on staff

There was a ripple effect across departments.

That’s when I realized it wasn’t enough to notice the impact; 𝗜 𝗵𝗮𝗱 𝘁𝗼 𝗯𝗲 𝗮𝗯𝗹𝗲 𝘁𝗼 𝗲𝘅𝗽𝗹𝗮𝗶𝗻 𝗶𝘁.

I started putting the value into terms leadership could work with: not just patient outcomes, but resource use, scheduling, and overall efficiency.

It gave me a clearer way to talk about the contribution — and to show where it fit in the bigger picture.

Sometimes that’s all it takes:

The ability to explain what you do in a way the rest of the system can understand.