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Why Writing a Column on Your Expertise Enhances Your Credibility

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By K.C. Roberts

In an increasingly crowded and competitive marketplace, credibility is one of the most valuable assets a professional or organization can possess. Buyers, partners, and stakeholders want to work with people they trust—those who demonstrate knowledge, consistency, and authority in their field. One of the most effective yet underutilized ways to build that trust is by writing a regular column focused on your area of expertise.

A well-crafted column does more than share information. It positions you as a thought leader, reinforces your professional reputation, and creates sustained visibility with your target audience. Over time, it becomes a powerful credibility-building tool that supports both personal and organizational goals.

Demonstrating Expertise Through Consistency

Anyone can claim to be an expert. Writing a column proves it. When you consistently explain complex topics clearly, offer practical insights, and address real-world challenges, readers begin to associate your name with competence and reliability. A recurring column allows you to showcase depth of knowledge over time, not just in a single article or presentation.

Consistency is critical. Publishing regularly—monthly, quarterly, or even weekly—signals commitment to your discipline and your audience. It shows that you are actively engaged in your field, staying informed, and thinking critically about trends and developments. That ongoing presence reinforces the perception that you are not only knowledgeable, but current and relevant.

Building Trust Through Education, Not Promotion

Credibility grows when your content is educational rather than self-promotional. A column that focuses on helping readers understand issues, make better decisions, or avoid common pitfalls positions you as a trusted advisor instead of a salesperson. Readers are far more likely to respect—and remember—professionals who share value freely.

Over time, this approach creates a strong trust foundation. When readers later need products, services, or guidance related to your expertise, they naturally gravitate toward the person who has been consistently helping them think smarter and act more confidently.

Humanizing Your Brand and Perspective

Writing a column also allows you to communicate your perspective, values, and approach in a way that corporate messaging often cannot. Your voice, examples, and point of view humanize your expertise. Readers gain insight not just into what you know, but how you think.

This personal dimension is particularly important in professional services and B2B environments, where decisions are often influenced by relationships and perceived alignment. A column helps readers feel they “know” you, even before a direct interaction occurs, which lowers barriers to engagement and collaboration.

Reinforcing Authority in Your Market

A published column—especially in a respected trade publication, business journal, or industry platform—provides third-party validation. Being given space to share your insights signals that an editor or publisher considers your perspective worth hearing. That external endorsement enhances your authority in ways self-published marketing materials cannot.

This authority often extends beyond the page. Columnists are more likely to be invited to speak at events, participate in panels, contribute to broader discussions, or serve as expert sources for media. Each of these opportunities further compounds credibility and visibility.

Creating Long-Term Value from a Single Effort

Unlike transient marketing tactics, a column creates lasting assets. Articles can be shared with prospects, included in proposals, repurposed for digital content, or referenced in conversations. Over time, your body of work becomes a portfolio of expertise that speaks on your behalf—even when you are not in the room.

Importantly, credibility built through writing is cumulative. Each column strengthens the impact of the last, creating a steady upward trajectory of trust and recognition.

Conclusion

Writing a column on your area of expertise is not simply a content exercise; it is a strategic investment in credibility. By consistently educating, informing, and engaging your audience, you establish authority, build trust, and differentiate yourself in a meaningful way. In a marketplace where credibility drives decisions, a thoughtful, well-executed column can become one of your most powerful professional tools.

AI Generated, Edited by K.C. Roberts

Scaffold Law Reform Efforts

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Earl R. Hall, Executive Director, Syracuse Builders Exchange

For the past 35 years, construction industry Association executives, myself included, and others have attempted to work with politicians in Albany to reform the antiquated New York State “Scaffold Law” (Labor Law 240), which imposes an absolute liability standard on gravity related injuries to workers – even when the worker is at fault.  Generally, these cases are settled out of court between the plaintiff’s attorney and the very few insurance carriers which choose to take on this extraordinary risk exposure in New York.  This unique and strict absolute liability standard does not exist in any of the other 49 states, where such gravity related injury claims and lawsuits are subject to a comparative negligence standard.  The construction industry’s proposed reform does not take away one’s ability to sue if injured, rather the industry has for decades asked Albany politicians to amend the state’s outdated Labor Law, which was enacted in 1885, to eliminate the absolute liability standard and replace it with a comparative negligence standard.

Earlier this year, Unites States Congressman John Faso (Southern Tier and Hudson Valley) and Congressman Nick Langworthy (Western NY) introduced legislation attempting to remedy the “Scaffold Law” on any project (including those in the state of New York) which receives federal funding via H.R. 3548 (Langworthy), legislation which would preempt the NYS “Scaffold Law” on federally funded projects.

The bill would require a contributory negligence standard to be used to assess fault for injury accidents occurring on federally funded or subsidized projects. All 49 other states use contributory negligence as the legal standard; only New York state utilizes strict or absolute liability on property owners and contractors.

New York’s “Scaffold Law” does not improve worker safety. All federal data prove that rates of fatality and injury on construction sites in New York are no better, and often worse, than in other states.  Additionally, many insurance carriers have chosen not to underwrite general liability insurance in New York state for contractors due to Labor Law 240, and the associated high-risk exposure.

The congressional bill would include all federal grants, tax credits, and subsidies. This preemption would be particularly beneficial in reducing insurance and other costs for transportation infrastructure, affordable housing, technology projects, and environmental improvement projects, while opening up the insurance market with more insurance companies reentering the New York construction market.

It is estimated that Labor Law 240 “Scaffold Law”, dating from 1885, increases costs of all building projects in the state by a minimum of between 5-10%. Federal preemption would finally force Albany politicians to change the law for all other projects such as hospitals, schools, municipalities, roads, bridges, and all other private and public construction. Without federal action, nothing will happen in Albany to initiate reform of this expensive, unique, and antiquated law.

Enactment of H.R. 3548 would help lower building construction costs in New York state and help make New York more affordable.  Many New York state construction industry Associations, and others engaged in the industry – including taxpayers, are supporting the inclusion of H.R. 3548 in the base text of the pending Surface Transportation Bill in the United States Congress. This bi-partisan legislation is slated for reenactment in the spring of 2026 but is being drafted now.

As New York State’s largest and oldest construction industry Association, representing industrial, commercial, educational and institutional construction contractors, suppliers and manufacturers’ representatives, the Syracuse Builders Exchange is requesting our approximately 1,100 members, and other construction industry stakeholders, to contact your member of congress to request that Chairman Sam Graves (R-MO) and Ranking Member Rick Larsen (D-WA) of the Transportation and Infrastructure Committee include H.R. 3548 in the base text of the Surface Transportation bill.

To lean more about this legislative initiative and how to provide support for “Scaffold Law” reform, please visit www.buildmorenewyork.com .

Strategic Issues: 2026

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By: Kathryn Ruscitto, Advisor

Planning strategy today requires holding steady while priorities continually shift. The answer to “What matters most?” often depends on where you sit within the health system. This brief overview blends both system- level and clinician perspectives.

In an age saturated with information, it is easy to be diverted by whatever emerges as the issue of the week. Clear strategic priorities help maintain discipline and focus, allowing leaders to pursue long-term goals while still reassessing risks and opportunities as they arise.

Key Strategic Issues Identified by Health Leaders

  1. Improving Care Outcomes: Integrated Care and Social Determinants
    Achieving better outcomes requires linking care across time, place, and discipline, while fully accounting for the impact of social determinants on health. Coordinated models and multisector partnerships remain essential. Best practices include using data and technology to improve access and processes, implementing safety practices and ensuring equity in care.
  2. Climate Change and Health Impact
    Environmental conditions increasingly shape individual and population health. Rising temperatures are contributing to tick-borne diseases, food system instability, and antimicrobial resistance. Climate readiness is now part of core health strategy. Best practices include: assessing facilities for weather impact, disaster and community support, planning and health surveillance for emerging disease.
  3. Technology and Public Health
    The current information landscape offers powerful tools. Data mining can accelerate diagnosis and treatment, and zip-code-level analysis can help identify pockets of chronic illness. Technology is rapidly reshaping population health capabilities. Best Practices: Modernize data infrastructure, ensure data security, use data to address  specific problems and evaluate solutions, leverage AI in systems improvement.
  4. Workforce Sustainability and Culture
    Aging, workload, violence, and cultural pressures have eroded the clinical workforce. Strategic focus must be placed on the elements that can be improved—work environment, support systems, safety, training, and retention. Best practices: Continuous learning at all levels, Employee health and well being programs, open communication models across workforce.
  5. Investing in Data, AI, and Value-Based Skills
    AI offers the potential to improve quality by making complex data more usable. Clinicians will continue to lead decision-making but will have deeper information available to them. Building skills for value-based care is part of this transition. Best Practices: Aligning workforce and future technology needs, simulation labs and classes for using data to improve quality and skills.
  6. Developing Broader Leadership
    Future leaders must have a grounded understanding of clinical realities. Strengthening leadership development opportunities for clinicians is essential for organizational resilience. Best Practices: Leadership Academies, mentoring for future roles, coaching opportunities, and organizational commitment to clinician development.

Aligning Community Needs and Organizational Demands
Community needs must fit within overarching strategic goals. AI tools can quickly assess communities at the zip code level and synthesize insights from health system and industry best practices. The organizational dedication to strategic goals helps leaders build a clearer picture of where to focus on a short and long term basis. Strategy in the age of information is even more crucial to ensure organizational readiness.

National Resources
• American Journal of Healthcare Strategy ajhcs.org
• The Advisory Board advisory.com
• Harvard Medical School hms.harvard.edu
• Professional Associations: AMA, CHA, AHHA, ANA, AHA

Kathryn Ruscitto, Advisor, can be reached at linkedin.com/in/kathrynruscitto or at krusct@gmail.com

Blazing a New Path Forward: Syracuse Community Health Launches Family Medicine Residency Program

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By Elizabeth Landry

First Year Family Medicine Residents (L-R): Shramika Pokharel, MD, Urva Barot, MD, Roselyn Akukalia, MD, Nozima Akbarova, MD

2025 has proven to be a milestone year for Syracuse Community Health – it was the inaugural year for its new Family Medicine Residency Program, which offers a unique approach to family medicine training rooted in out-patient settings, community based care, and serving the needs of the most vulnerable patient populations. At the center of the program are the four residents leading the way in SCH’s new endeavor, which is led by Program Director Cristian Andrade, MD. Having already completed four years of undergraduate college and four years of medical school, these residents are training to become family medicine physicians who will offer comprehensive, continuous healthcare for people of all ages—infants, children, adults, and the elderly.

Shramika Pokharel, MD, Urva Barot, MD, Nozima Akbarova, MD and Roselyn Akukalia, MD will each spend three years caring for diverse communities, rotating through SCH and Crouse Hospital in 

Syracuse, Rome Health in Rome, and Samaritan Medical Center in Watertown. At each location, they will learn from the physicians they train with as well as the patients they serve.

“Our new Family Medicine Residency Program is an exciting step forward for both medical education and community health,” said SCH CEO Ofrona Reid, MD. “By training residents in an underprivileged area, we are fostering innovative, compassionate care where it’s needed most. This program empowers future physicians to tackle health disparities head-on while strengthening the well-being of our entire community.”

While family medicine is one of the largest residency specialties in the United States, acceptance into family medicine residency programs is highly competitive. According to 2025 data from the National Resident Matching Program (NRMP), there are approximately 13,000 to 14,000 applicants per year for only about 5,500 to 5,800 available residency positions, resulting in an approximate match rate of 40-45%. By offering a new program that will actively train 12 family medicine residents over the next three years (and more anticipated in the years to come), SCH is creating more opportunities for residents while simultaneously helping to address the family medicine physician shortage in the Central New York community.

Dozienze Nwoke, MD, a family medicine physician from Long Island, came to SCH last year to help lead the program as the Assistant Program Director. “It’s very exciting, the fact that we’re able to produce highly trained physicians to go out into society and take care of our sick and needy,” he said. “The Syracuse population is a very underserved population, and it’s just a blessing to be part of a program that produces physicians that will go out there and help take care of the community.”

A Unique Blend of Innovation, Collaboration and Community

As the first ambulatory teaching health center in the region, SCH’s Family Medicine Residency Program offers a unique, innovative, community-based model for training Central New York’s next generation of family physicians. Dr. Nwoke explained how the outpatient clinic setting sets the program apart and allows residents to gain a more wellrounded, community focused training.

“Because it’s an outpatient program, the basis is strictly in the community,” said Dr. Nwoke. “So that makes it totally different from anything else. Because we’re in a community-based program, we’re not connected directly to a hospital. Our residents do go into rotations at different places where they are exposed to inpatient care, but the main focus is outpatient medicine. We’re dealing with chronic issues, and our goal is to basically provide preventative care to the community, to teach them and educate them about different ways they can prevent different illnesses.”

Along with the community partnerships collaborating with health centers in Rome and Watertown, residents gain a big-picture view of healthcare in diverse settings and communities – something the residents themselves highly value.

“One of the aspects I value most about this program is its intentional design in exposing residents to both urban and rural healthcare settings,” said Dr. Barot. “Syracuse offers an urban patient population with complex social and cultural dynamics, while Rome and Watertown provide opportunities to care for rural communities facing unique challenges such as limited access to specialty care and resources. This dual exposure ensures we are trained to become well-rounded physicians— adaptable, culturally competent, and prepared to serve diverse populations in any setting.”

Dr. Akukalia offered similar sentiments – emphasizing how the program’s strong foundation of community-based, outpatient care most aligned with her own medical philosophy.

“What truly resonated with me was the program’s deep commitment to community engagement. The opportunity to build lasting relationships with patients, understand their unique social contexts, and contribute meaningfully to the health of underserved populations is exactly the kind of impact I aspire to make as a physician,” said Dr. Akukalia.

Commitment to Healing the Underserved

Perhaps the strongest draw to the Family Medicine Residency Program at SCH as expressed by residents is the opportunity to serve diverse and vulnerable patient populations while undergoing their training.

“Throughout my education and community work, I have been called to care for those who often go unheard, advocating for patients with limited resources. I see this residency as more than training; it’s an opportunity to grow into a physician I’ve always aspired to be: one who serves with compassion, humility, and dedication,” shared Dr. Pokharel.

Although Dr. Akbarova hasn’t yet rotated through the Watertown location, she shared how she has already learned so much from working with the underserved populations in Syracuse and Rome, and how her experiences are already shaping the way she approaches every patient interaction.

“Working with such diverse populations has taught me to listen more deeply, to ask questions with respect, and to appreciate that every patient teaches me something new,” shared Dr. Akbarova. “No matter where they come from, my goal is always the same — to meet them where they are and help them feel seen, heard, and cared for… Every interaction, no matter how brief, is an opportunity to offer comfort and reassurance. Acting with responsibility, empathy, and respect helps patients feel supported through some of their most vulnerable moments.”

Whole-Person, Patient-Centered Care

Directly related to the outpatient setting in which residents learn to care for diverse, underserved populations is the program’s focus on forming physicians who care for the patient as a whole person and in every stage of life. Dr. Nwoke explained that, in accordance with SCH’s mission to provide high-quality care to every patient they serve, there are many questions residents learn to ask and consider when treating patients.

“It’s not just about medication, it’s about the home. How’re things going at home? Are you able to eat well? Are you on some type of food assistance? Do you have shelter? Are you safe at home? Do you feel safe in your environment? We assist if they don’t have transportation. We treat the whole person, including their environment,” Dr. Nwoke said.

For Dr. Akbarova, her passion for treating patients by aiming to understand who they are as people and developing strong relationships with each individual is what initially drew her to family medicine.

“From the very beginning of my medical journey, I was drawn to the philosophy of family medicine — the opportunity to care for patients across all ages and life stages, to build relationships that go beyond a single visit, and to truly understand the stories behind each person’s health. I practiced as a family physician in my home country for a short time before coming to the United States, and that experience solidified my passion for the field. I found great meaning in continuity of care, in seeing how trust and consistency can transform not only outcomes, but also lives,” said Dr. Akbarova.

Dr. Pokharel identified an important connection between serving in the community setting and treating each patient as a unique individual throughout every stage of life. She said that’s how she feels she can make the most meaningful difference in patients’ lives.

“Training in a community setting allows me to be closely connected to patients’ everyday lives – to care for them not only when they are sick but also to promote wellness and prevent illness before it begins,” said Dr. Pokharel. “This environment reflects the true spirit of family medicine: being there for families through every stage of life, addressing diverse needs, and making a lasting impact through preventive care and health education.”

Investing in the Future of Healthcare

Just as the four residents are training to learn how to make the most positive, lasting impact on the lives of patients they serve, the Family Medicine Residency Program at SCH is also aimed at making a strong, positive impact on the future of healthcare itself in the Central New York region. The residents each spoke about the sense of honor they feel in being a part of the inaugural year and class of the program.

“There is a strong sense of responsibility and collaboration among those of us starting this journey together,” said Dr. Barot. “It’s inspiring to know that the work we do now will lay the foundation for future classes, and I am proud to be a part of that legacy from the very beginning.”

Sharing how proud and grateful she is to be an SCH Family Medicine Resident, Dr. Akukalia said, “I see SCH as a beacon of hope for our community: a sanctuary where people find not only medical care, but also comfort, understanding and support for

 their social and psychological needs. It’s a place of healing and refuge, where solutions are found and lives are uplifted.”

Family Medicine Residency Program Coordinator Lori Chudyk shared her experience welcoming the residents into the program, and how she looks forward to the contributions they’ll go on to make as physicians in the future.

“It has been truly wonderful to watch our four new residents grow during this first year of the Family Medicine Residency Program. From the interview process to helping them settle into a new city and witnessing their ‘first day of school,’ every step has been meaningful. I am so proud of each of them. My greatest joy will come in June 2028, when they complete their residency and fully transition into independent practicing physicians. What a journey it is to watch their transformation,” said Chudyk. 

Perhaps Dr. Nwoke best summarized the overall goal of both SCH and the new Family Medicine Residency Program, as all involved continue to work to strengthen the safety net for the community for years to come: “I think it’s just about giving back to the community, to those that are less fortunate,” he said. “I think the best way we can help the community is by educating them and showing them we’re there. The best gift of life is to know you’ve helped someone – helped someone to live another day.” 

 

Strategic Issues: 2026

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By: Kathryn Ruscitto,
Advisor

Planning strategy today requires holding steady while priorities continually shift. The answer to “What matters most?” often depends on where you sit within the health system. This brief overview blends both system- level and clinician perspectives.

In an age saturated with information, it is easy to be diverted by whatever emerges as the issue of the week. Clear strategic priorities help maintain discipline and focus, allowing leaders to pursue long-term goals while still reassessing risks and opportunities as they arise.

Key Strategic Issues Identified by Health Leaders

1. Improving Care Outcomes: Integrated Care and Social Determinants
Achieving better outcomes requires linking care across time, place, and discipline, while fully accounting for the impact of social determinants on health. Coordinated models and multisector partnerships remain essential. Best practices include using data and technology to improve access and processes, implementing safety practices and ensuring equity in care.

2. Climate Change and Health Impact
Environmental conditions increasingly shape individual and population health. Rising temperatures are contributing to tick-borne diseases, food system instability, and antimicrobial resistance. Climate readiness is now part of core health strategy. Best practices include: assessing facilities for weather impact, disaster and community support, planning and health surveillance for emerging disease.

3. Technology and Public Health
The current information landscape offers powerful tools. Data mining can accelerate diagnosis and treatment, and zip-code-level analysis can help identify pockets of chronic illness. Technology is rapidly reshaping population health capabilities. Best Practices: Modernize data infrastructure, ensure data security, use data to address  specific problems and evaluate solutions, leverage AI in systems improvement.

4. Workforce Sustainability and Culture
Aging, workload, violence, and cultural pressures have eroded the clinical workforce. Strategic focus must be placed on the elements that can be improved—work environment, support systems, safety, training, and retention. Best practices: Continuous learning at all levels, Employee health and well being programs, open communication models across workforce.

5. Investing in Data, AI, and Value-Based Skills
AI offers the potential to improve quality by making complex data more usable. Clinicians will continue to lead decision-making but will have deeper information available to them. Building skills for value-based care is part of this transition. Best Practices: Aligning workforce and future technology needs, simulation labs and classes for using data to improve quality and skills.

6. Developing Broader Leadership
Future leaders must have a grounded understanding of clinical realities. Strengthening leadership development opportunities for clinicians is essential for organizational resilience. Best Practices: Leadership Academies, mentoring for future roles, coaching opportunities, and organizational commitment to clinician development.

Aligning Community Needs and Organizational Demands
Community needs must fit within overarching strategic goals. AI tools can quickly assess communities at the zip code level and synthesize insights from health system and industry best practices. The organizational dedication to strategic goals helps leaders build a clearer picture of where to focus on a short and long term basis. Strategy in the age of information is even more crucial to ensure organizational readiness.

National Resources
• American Journal of Healthcare Strategy ajhcs.org
• The Advisory Board advisory.com
• Harvard Medical School hms.harvard.edu
• Professional Associations: AMA, CHA, AHHA, ANA, AHA

Kathryn Ruscitto, Advisor, can be reached at linkedin.com/in/kathrynruscitto or at krusct@gmail.com

What Private Equity Really Means for Your Medical Practice

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Brian Hurley, OneGroup, Senior Vice President Health Care & Business Specialist

Private equity (PE) investment in healthcare has grown quickly, reshaping how medical practices run day to day. For physicians and practice owners, selling to a PE firm is a complex decision. It can open doors for growth and support, but it also brings challenges. —offering strategic advantages and potential pitfalls. In New York State, strict regulatory constraints add another layer of complexity that need to be understood before moving forward.

The Three-to-Five-Year Plan

Most PE firms typically work on a three-to five-year investment plan and during that time they focus on raising the value of the practice thru steps such as: Consolidating smaller practices into larger networks
• Streamlining administrative functions via Management Services Organizations (MSOs)
• Improving billing and coding practices
• Introducing performance metrics and financial targets

While this model can drive short-term profitability, critics argue it may prioritize financial returns over long-term patient care and physician autonomy.

Advantages of PE Ownership

• CAPITAL INFUSION:
Immediate financial resources for technology upgrades, service expansion, or debt reduction.
• OPERATIONAL SUPPORT:
MSOs take time-consuming tasks off your plate providing centralized human resources, IT, andcompliance services, reducing administrative burdens and letting you focus more on patient care.
• NEGOTIATING POWER:
Larger networks often secure better rates with insurers and suppliers.
• EXIT STRATEGY:
Helpful for physicians planning retirement or a transition with financial upside.

Disadvantages and Risks
• LOSS OF AUTONOMY:
Physicians may have less say in clinical decisions and staffing.
• PRESSURE TO PERFORM:
Aggressive financial targets can lead to higher patient volumes and shorter visits.
• STAFFING CUTS:
Cost-cutting measures may impact morale and the patient experience.
• REGULATORY CHALLENGES:
In New York, corporate ownership restrictions require creative structuring through MSOs or joint ventures.


MSOs:
Navigating Compliance
MSOs handle non-clinical operations while physicians stay in charge of medical decisions. This model lets private equity groups support and influence the business side without violating state rules that limit non-physician ownership.

New York’s Landscape

The state’s corporate practice of medicine doctrine limits direct ownership by nonphysicians. This means PE firms often succeed by focusing on specialties like dermatology and ophthalmology, where economies of scale and centralized services offer clear advantages.

Final Thoughts
Private equity can provide growth, efficiency, and financial stability—but not without trade-offs. It can also change how physicians work and make decisions. The best approach is to balance the financial upside with the impact on autonomy and patient care. In regulated environments like New York, success depends on thoughtful structuring and a commitment to patient care.

Thinking about how private equity could impact your risk exposure or insurance needs?
OneGroup’s Risk Management and Insurance team can help you sort through your options and stay compliant as you plan for the future.

OneGroup is uniquely qualified to help physicians and medical practices with all of their business challenges. If you have any questions or would like additional information, please feel free to reach out to Brian Hurley at 315-708-3635, bhurley@ onegroup.com or Lynn Trentini 518-698- 9997, ltrentini@onegroup.com.

References

Commonwealth Fund. (2023a, November). Private equity’s role in health care. https://
www.commonwealthfund.org/publications/explainer/2023/nov/private-equity-role-health-care

Medical Economics. (2023). Navigating the pros and cons of selling your medical practice to private equity. https://www.medicaleconomics.com/view/navigating-the-pros-and-cons-ofselling-your-medical-practice-to-private-equity American Journal of Medicine. (2023). What happens when private equity firms sell medical practices. https://www.amjmed.com/article/
S0002-9343(23)00589-2/fulltext

Commonwealth Fund. (2025, May). How private equity deals are reshaping your health care [Podcast]. https://www.commonwealthfund.org/ publications/podcast/2025/may/how-privateequity-deals-are-reshaping-your-health-care Harvard Business School Library. (n.d.). What happens when private equity firms sell medical practices. https://www.library.hbs.edu/workingknowledge/what-happens-when-private-equityfirms-sell-medical-practices

When the Algorithm Acts Alone:The Risks of and Emerging Standards Regarding Agentic AI in Healthcare.

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By: Scott Carroll, Kennedy Farr, and Jennifer Forward

Kennedy A. Farr

Jennifer Forward

Scott Carroll

Agentic artificial intelligence (“agentic AI”) refers to systems that can independently plan and execute multi-step tasks without continuous human direction. Today, these systems can analyze charts, labs, imaging, and medication lists, identify concerning trends, and even draft suggested care plans on their own.

This autonomy distinguishes agentic AI from traditional “generative AI,” such as ChatGPT, Microsoft Copilot, or Google Gemini. Generative AI cannot initiate tasks because it waits for human prompts and cannot interact with operational systems to schedule tasks. Once a conversation with a human ends, generative AI does not retain goals or continue working toward them. Agentic AI, by contrast, maintains objectives over time, continuously monitors new information, and adapts its actions to achieve its programmed goals.

While agentic AI promises potential relief from workforce shortages and could automate routine clinical tasks, it also comes with clinical, security, and ethical risks.

Clinically, agentic AI errors in diagnosis or treatment recommendations and orders could lead to patient harm. Agentic AI learns from human-provided data, and biased data can perpetuate health inequities. Further, since such systems by their nature operate autonomously, a single mistake can trigger a chain of incorrect actions that may harm a patient.

Security risks arise because agentic AI requires broad access to sensitive patient information. Weak security could expose data to breaches, and malicious actors could potentially hack an agentic system, allowing it to take harmful actions.

Accountability becomes unclear when an agentic AI system makes a mistake. Responsibility will likely fall on the clinician who used the tool, the facility that deployed it, and the developer who built it. Such a complicated and evolving legal and risk management landscape creates liability concerns. Indeed, MLMIC has issued several publications addressing risk management and the use of AI in clinical settings.

Practitioners should recognize that using agentic AI creates a professional obligation to understand the tools well enough to ensure satisfaction of the medical standard of care and to uphold the duty to do no harm. Errors made by agentic AI can breach these duties, especially when practitioners lack proper knowledge of how to use the system. Use of experimental or novel tools on patients also implicates concerns related to patient disclosure and consent and human subject safety considerations (and potential requirements for Institutional Review Board approvals). Finally, there is also the risk that increased reliance on automated systems could erode the human empathy central to patient care, as agentic AI cannot understand or express compassion.

Agentic AI is moving from pilots to clinical use, but guidance remains varying. Leading health coalitions, including the Coalition for Health AI and the Trustworthy and Responsible AI Network, have advanced methods to assess safety and performance. Additionally, there are some growing sets of guidelines to use when evaluating and validating this new technology. For example, on September 10, 2025, the Consumer Technology Association (CTA), North America’s largest technology trade association, released a new standard for validating AI tools that predict health outcomes. This fifth CTA AI standard offers a structured scheme for testing predictive algorithms in controlled and real-world settings. It emphasizes transparency about training data, encourages developers to ensure models can explain how they arrive at specific predictions, and calls for robust post deployment plans to monitor quality and recalibrate when performance drifts.

The sector has not united around one approach, leaving potential users to navigate a patchwork of frameworks. We expect over time that there will be a consolidated set of standards and guidelines for development and clinical use that developers, hospitals, systems, and clinicians can refer to when implementing AI and machine learning tools, including agentic AI.

Regarding regulation in New York State, there are not yet agentic-AI-specific rules for clinical care, but New York has established guidelines that will shape deployment in health settings. In 2023, the Governor issued an executive order establishing an AI policy and governance framework and directing ethical-use policies for state agencies, followed in 2024–2025 by guidance from the Office of Information Technology Services on responsible use of generative AI.

State medical boards retain their principal role of regulating the practice of medicine and have likewise begun articulating principals for the use of AI in medical practice, emphasizing that agentic systems cannot independently practice medicine, licensed clinicians remain ultimately responsible for diagnosis and treatment decisions assisted by AI, and development should be transparent, documented, and consistent with the standard of care, patient safety, and existing scope-of practice supervisions requirements. Indeed, over the last year, the New York State Board of Medicine has engaged in discussions with technical, legal, and regulatory representatives regarding this topic. However, no formal guidance or advisories have yet been issued by the Board. Additionally, professional specialty boards may develop their own specialty specific guidance for using agentic AI. Providers should closely monitor guidance from the Board of Medicine and their professional societies.

For hospitals and clinicians, professional standards operate alongside Department of Health requirements for the operation of hospitals and clinics, such as quality assurance, credentialing, and risk management, that apply when agentic AI influences diagnosis or treatment. Additionally, regulatory issues arise with agentic AI. Agentic AI systems may require FDA oversight, warranting premarket review and ongoing controls, because when, to a reasonable person, it provides medical treatment or clinical decision support that influences care, it could be considered a medical device warranting oversight. Users of AI and machine learning applications, including agentic AI, should understand the level of oversight by the FDA of their specific application and its current status.

The regulatory and industry guidance discussed in this article do not resolve the legal issues but provide early guidance to practitioners and the industry as agentic AI enters clinical practice. Physicians and medical groups considering any AI tool need to evaluate these tools as they would any new medical device or drug, ensuring they understand the technology, its intended use, and built-in safeguards, and take additional risk management steps that are appropriate based on the nature of the tool. If you have questions about the topics discussed in this article, please contact Lippes Mathias health law team members Scott V. Carroll (scarroll@lippes.com), Kennedy A. Farr (kfarr@lippes.com), or Jennifer Forward (jforward@lippes.com).

 

Auburn Community Hospital Appoints Migdalia Bonilla-Martir, MD as Chief of Obstetrics and Gynecology

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Auburn Community Hospital (ACH) is pleased to announce the appointment of Migdalia Bonilla-Martir, MD, FACOG, as Chief of Obstetrics and Gynecology.

Dr. Bonilla-Martir brings extensive clinical and academic experience, a strong commitment to patient-centered care, and proven leadership in developing comprehensive women’s
 health services. She joins ACH from Vassar Brothers Medical Center in Poughkeepsie, N.Y., part of Nuvance Health, which recently joined Northwell Health. The system was recognized with a 2025 Women’s Choice Award for Best Hospital and is nationally regarded for excellence in women’s healthcare.

Throughout her career, Dr. Bonilla-Martir has provided comprehensive obstetric and gynecologic care, with a focus on improving outcomes for women at every stage of life. In her new role, she will oversee departmental clinical operations, support quality and patient safety initiatives, and lead the growth and enhancement of comprehensive women’s services at Auburn Community Hospital.

“We are thrilled to welcome a physician of Dr. Bonilla-Martir’s caliber to Auburn Community Hospital,” said Scott Berlucchi, President and CEO. “Her expertise, compassion, and vision for advancing comprehensive women’s healthcare in Central New York make her an outstanding addition to our medical leadership team. Dr. Bonilla-Martir will lead efforts to create and implement a full spectrum of women’s health services that address the evolving needs of women throughout their lifetimes.”

Dr. Bonilla-Martir expressed her enthusiasm for joining ACH, saying, “I am honored to take on this role and to serve a community that values high-quality, accessible care. I look
forward to working closely with hospital leadership, providers, staff, and patients to better understand and address the individual healthcare needs of women in Central New York.”

Auburn Community Hospital remains committed to expanding specialty services and strengthening its medical staff. The appointment of Dr. Bonilla-Martir reflects the hospital’s continued dedication to recruiting exceptional clinicians who are committed to serving the region.

To schedule an appointment with Dr. Bonilla-Martir, please contact Auburn OB/GYN at 315 252-5028.

Turtle: Building on a Century of Industrial Partnership

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By Bari Faye Dean

For more than 100 years, Turtle has been a steady partner to contractors through every wave of industrial transformation. Since its founding in 1923 with a single truck in Lower Manhattan, the company has guided customers from the era of early electrification to today’s age of energy modernization and intelligent infrastructure. Turtle now serves customers throughout the United States and Puerto Rico.

What hasn’t changed is Turtle’s core commitment to being a consistent, reliable partner who listens to contractors’ needs and designs solutions tailored to real-world challenges.

In fact, this customer-first approach has been the foundation of Turtle’s success for over a century, and it continues to shape the company’s growth in Central and Western New York.

‘Customer-obsessed’ Vision Fuels Entrepreneurial Growth in Central, Western NY

When Turtle entered the Syracuse market, it started with a clean slate. Since 2021, under the leadership of Wendy Buchholz, vice president, Sales, the office quickly grew into a thriving regional hub. Buchholz brought decades of experience in manufacturing, infrastructure, and energy solutions, and, perhaps even more importantly, deep local relationships.

“I had the advantage of coming from a manufacturing background, so I understood both sides of the relationship,” Buchholz said. “When I joined Turtle, I went back to people who had trusted me for years. This business has always been about relationships, and I knew we could build something special by listening first and selling second.”

Her philosophy of prioritizing relationships over resumes has defined her leadership style. “As we continue to build our team, I will always choose someone with the ability to build strong relationships over someone with years of electrical background. You can teach technical knowledge, but you can’t teach the ability to listen, connect, and earn trust,” she said. “At Turtle, we are customer-obsessed. Our focus is always on meeting the client’s needs. We are growing by making sure all of our team members believe in our mission.”

That emphasis on trust and accountability has resonated throughout the Turtle team. “Wendy’s leadership style and experience has had a significant impact on how the sales team approaches contractor partnerships,” said Marco Arguinzoni, Inside Sales. “She leads with a balance of accountability and support, making sure the team has both the structure and the confidence to succeed. This has helped us build stronger, trust-based relationships with contractors by focusing on consistency, clear communication, and solutions rather than just transactions.”

End-to-End Support for Contractors

Turtle’s value extends well beyond procurement. The company engages across the full project lifecycle, from early design and value engineering through layout planning, prefab, kitting, staging, and on-time delivery. These services give contractors greater schedule reliability, reduce jobsite handling, and maximize labor efficiency.

Make no mistake about it, these are critical advantages in a market where skilled labor is scarce.

“Contractors today don’t need cookie-cutter solutions,” Buchholz said. “Every job is unique, and our role is to adapt to whatever the customer requires. We take the time to understand what our customer really needs and customize a plan that helps them finish faster with less stress on their crews.”

That adaptability is matched by a deep service mindset, explained John Sica, Manager of Inside Sales. “What I believe customers value most from Turtle is our service. We’ve been a service-driven, customer-first company for 102+ years. Salespeople have the autonomy to make decisions in real time that allow us to provide more immediate service. On top of that, our specialty departments, including Switchgear, Lighting, EV Charging, Panel Shop, and Energy set us apart from the competition. When a company works with Turtle, they’re getting a solutions partner with years of knowledge and experience.”

Embracing Technology and Digital Tools

Turtle’s evolution has always meant adapting to the latest technology. Recent investments include a newly designed website at Turtle.com, Shop Turtle, an upgraded eCommerce platform, and Turtle Express, an on-demand delivery service with SMS updates. The company has also adopted an AI-powered quoting tool, Canals, that dramatically accelerates bid turnaround.

Buchholz said this is a key factor that fuels Turtle’s ability to remain nimble, ahead of the curve, and always putting customers first. For example, quotes that used to take hours are now turned around in minutes. “We have come to realize these tools aren’t replacing relationships; they’re strengthening them. They give us more time to focus on what matters most: helping our customers succeed.”

Inside Sales Associate Jaime Purish-Conrad experienced that firsthand. “Turtle’s AI tool for inside sales allows us to quickly identify options that will best suit our customers’ needs. Things are moving at a faster pace these days and Canals is a real game-changer for us,” Purish-Conrad said. “Embracing AI is already helping Turtle stand out from its competition.”

Certified Partnership with Added Value

As a certified Woman-Owned Business Enterprise (WBE), Turtle also helps contractors meet compliance requirements and strengthen bids for public and private projects. Beyond the designation, the certification reflects Turtle’s broader commitment to inclusion and opportunity, values that resonate across the construction industry.

“Diversity isn’t a checkbox for us, it’s a core value “Buchholz said. “Our WBE certification is important because it opens doors for our contractor partners. But at the heart of it, it’s about making sure opportunity is shared, and that we bring new perspectives into every project.”

Powering the Future of New York

With New York leading the transition to cleaner, smarter energy, Turtle is playing a pivotal role in projects ranging from EV charging infrastructure to energy-efficient power distribution systems. The company’s expertise spans commercial, industrial, and residential markets, ensuring contractors are well-positioned to meet evolving codes and grid demands.

“The opportunities in Central and Western New York are enormous,” said Buchholz. “From semiconductors to food production to the expansion of EV infrastructure, contractors in this region are at the center of it all. Turtle is here to make sure they have the tools, materials, and support they need to lead that growth.”

Investing in People, Technology, and the Region

Turtle is fully invested in Central and Western New York, making ongoing commitments in talent, tools, and technology. The company is aligning with growth in industries such as semiconductors, food production, and

 large-scale construction, ensuring contractors have a 

reliable partner for both today’s opportunities and tomorrow’s challenges.

“Turtle hasn’t become the company we are today, with over 1,000 employees and growing, through an acquisition. We built this operation organically,” Buchholz said. “That means we’re 100 percent vested in this marketplace. Every investment we make, whether in people, technology or infrastructure, is with the long-term success of Central and Western New York in mind.”

A Reliable Partner for What’s Next

Turtle recently launched a new website and the main message on the homepage says it all: “Powering What’s Next…”

Ultimately, Turtle’s evolution reflects its core belief: success comes from being customer-centric, adaptable, and future-focused, Buchholz maintained. For contractors in Central and Western New York, Turtle is more than a distributor, “we are a trusted partner helping our customers deliver projects with precision, efficiency, and confidence.”

At the end of the day, contractors are looking for more than materials. Buchholz concludes: “They want a partner who shows up, listens, and solves problems with them. That’s who Turtle has been for more than 100 years. And, that’s who we’ll continue to be as this industry continues to evolve.”

For more information about Turtle, visit Turtle.com

The Impact of Artificial Intelligence on the Future of Construction Estimating

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Earl R. Hall, Executive Director, Syracuse Builders Exchange

The construction industry is entering a transformative era where artificial intelligence (AI) is set to redefine traditional estimating processes. Accurate project cost estimation has always been a critical factor in the success of construction projects.  AI technologies, particularly those involving machine learning and predictive analytics, are poised to enhance the speed, precision, and efficiency of estimating, enabling contractors to remain competitive in an increasingly data-driven market.

Enhancing Accuracy Through Data-Driven Insights

Although many contractors today utilize estimating software, traditional estimating relies heavily on human judgment, historical data, and manual analysis. While experienced estimators bring valuable expertise, human error and time constraints can affect accuracy. AI algorithms, by contrast, can process vast amounts of historical cost data, project specifications, and market trends in seconds.

Machine learning models can identify patterns that humans might overlook, such as subtle correlations between design choices and cost impacts. For example, AI can detect how changes in material supply chains or labor availability in specific regions of New York State influence costs. This level of predictive precision allows estimators to develop more reliable budgets and contingencies, reducing the risk of overruns.

Automation of Repetitive Tasks

One of AI’s most immediate impacts will be the automation of routine estimating activities. Tasks such as quantity takeoffs, data entry, and comparison of vendor quotes can be handled by AI-powered tools. Optical recognition systems can read and interpret blueprints or BIM (Building Information Modeling) files to automatically extract material quantities and specifications.

By automating repetitive functions, estimators can allocate more time to strategic decision-making, negotiation, and client communication activities where human judgment and relationship skills remain critical.

Integration with BIM and Project Management Systems

AI’s synergy with various BIM platforms will further enhance estimating accuracy and collaboration. By linking AI-powered estimating tools directly to BIM models, any design modification can instantly trigger an updated cost estimate. This real-time feedback loop empowers architects, engineers, and owners to make informed decisions earlier in the design phase, when changes are less costly to implement.

Integration with project management software can also enable continuous monitoring of actual costs versus estimates during construction. AI can flag deviations in real time, allowing for proactive adjustments rather than reactive corrections.

Predictive Risk Analysis

AI’s predictive analytics capabilities extend beyond cost estimation into risk forecasting. By analyzing historical project data, AI can highlight potential risk factors such as weather-related delays, supply chain disruptions, or labor issues. Estimators can then incorporate these risks into cost and schedule forecasts, creating more resilient and realistic bids.

This proactive risk assessment can also improve contractor-client relationships by fostering transparency and demonstrating preparedness for unforeseen challenges.

Market Competitiveness

In a competitive bidding environment, the ability to produce accurate, detailed estimates quickly is a significant advantage. AI not only shortens estimating timelines but also enables firms to analyze multiple bid scenarios with ease. Contractors can compare design alternatives, procurement strategies, and schedule adjustments to determine the most cost-effective approach.

Over time, companies that adopt AI in their estimating workflows will likely outperform those relying solely on traditional methods, as they will consistently deliver bids that are both competitive and financially viable.

Challenges and Considerations

While the benefits are substantial, implementing AI in construction estimating is not without challenges. The accuracy of AI models depends on the quality and quantity of data available. Many construction firms will need to invest in digitizing historical records and standardizing data formats. There may also be resistance from experienced estimators who are skeptical of AI’s reliability or concerned about job displacement.

Addressing these concerns will require clear communication that AI is a tool to enhance, not replace, human expertise. Training programs that upskill estimators in AI-assisted workflows will be essential.

Conclusion

AI’s integration into building construction estimating represents a major leap forward in efficiency, accuracy, and strategic capability. By automating routine tasks, enhancing data-driven decision-making, and enabling predictive risk analysis, AI empowers contractors to deliver more reliable bids and manage projects more effectively. While adoption will require investment in technology, data management, and training, the long-term benefits in competitiveness and project success make AI a critical factor in the future of construction estimating.

Edited by Chat GPT