Axuall Partners with to Streamline Clinician Placement and Address Workforce Shortages

Collaboration to reduce hospital hiring time for temporary physician and advanced practice professionals

CLEVELAND, April 16, 2024 (GLOBE NEWSWIRE) –– Axuall, the industry leader in clinical workforce intelligence, and, experts in flexible, hybrid and contingent staffing for the healthcare industry, today announced that’s digital credentialing will run through Axuall’s Workforce Intelligence Network and Clinician Wallet. The transition to Axuall will enable to automate clinician data for credentialing with increased speed and precision, while also alleviating information gaps and manual administrative work for its physicians and advanced practice providers, enhancing overall clinician satisfaction and reducing credentialing time.

According to the Association of American Medical Colleges, there could be a shortage of as many as 122,000 physicians by 2032. This partnership provides immediate solutions to help address healthcare’s workforce shortage challenges by reducing credentialing time by up to 70 percent.

“’s mission is to ensure patients have access to quality care when and where they need it. Leveraging Axuall technology to accelerate clinician credentialing is another way we are supporting this focus and commitment,” said Susanne Hodges, SVP of information services at

Axuall’s Clinician Wallet doesn’t just save time for hospitals and health systems, it also improves their relationships with the clinicians they hire. In fact, the user rating for the clinician experience is 9 out of 10.

“Harnessing workforce intelligence to reduce unnecessary friction in the clinician supply chain is a core tenet of our mission,” stated Charlie Lougheed, the founder and CEO of Axuall. “We’re honored to work alongside to help close the gap between patient needs and the healthcare workers that meet them.”

Axuall’s solution provides a continuous flow of data from nearly 7,000 sources, providing accurate, real-time data about clinician populations and empowering firms to make more efficient and informed decisions.

About specializes in optimizing healthcare staffing strategies with flexible, hybrid and temporary placement of physicians, advanced practice providers, and psychologists through both onsite and telehealth services. As operators of the locum tenens industry’s most-visited job board, connects healthcare organizations with medical professionals to ensure patients have access to quality care. Founded in 1995, is a leader in the healthcare staffing industry and an employer of choice, placing clinicians who deliver care to more than seven million patients in over 4,000 healthcare facilities in the U.S. Headquartered in Atlanta, is a Jackson Healthcare® company. Learn more at

About Axuall

Built with leading healthcare systems, Axuall is a workforce intelligence company powered by a national real-time practitioner data network. The technology enables healthcare systems, staffing firms, telehealth, and health plans to dramatically reduce onboarding and enrollment time while providing robust data insights for network planning, analytics, and reporting. To learn more, visit or follow Axuall on LinkedIn.

Media Contact:

Jeff Rusack

Kelly Street

Charlie Lougheed On 5 Things We Must Do To Improve the US Healthcare System

An Interview With Jake Frankel
Authority Magazine Editorial Staff

Better Implementation of Artificial Intelligence to Address Large-Scale Issues: AI in healthcare doesn’t have to be confined to treatment. With all the data within healthcare, it can assist with wide-ranging areas, including workforce planning, recruiting, onboarding, and retention. Optimizing the healthcare supply chain has the potential to cut costs and enhance care.

As a part of our interview series called “5 Things We Must Do To Improve the US Healthcare System”, I had the pleasure to interview Charlie Lougheed.

Charlie Lougheed is the CEO and co-founder of Axuall, a workforce intelligence company built on a national real-time Clinician Data Network that enables healthcare organizations to create more efficient care networks while reducing onboarding time by over 70 percent.

Charlie co-founded and co-funded Explorys, now IBM Watson Health, in 2009 as a spin-off from Cleveland Clinic. Explorys became the leader in healthcare big data and value-based-care analytics, spanning hundreds of thousands of healthcare providers and over 60 million patients across the United States. Having amassed the World’s largest clinical data set, Explorys went on to serve the payer, life sciences, and pharmaceutical sectors by providing real-world evidence and insight for product planning, research, health economic outcomes research, and safety.

Thank you so much for joining us in this interview series! Before we dive into our interview, our readers would like to get to know you a bit. Can you tell us a story about what brought you to this specific career path?

I was this quirky, entrepreneurial teenager from the start. I realized early on that traditional employment paths were not for me, so I established my own companies. Every company I have created has centered around “big data,” even before the term became mainstream.

For every company I co-founded, Everstream, Explorys, or Axuall, the focus was on innovative solutions and maximizing the use of data. I was lucky enough that a skilled team came with each of these companies. We recognized the power of data to disrupt and bring clarity to dynamic environments like healthcare.

The genesis of our current company, Axuall, stemmed from sharing my gratitude to the healthcare executives who supported my previous ventures. While expressing my thanks, conversations naturally focused on the challenges of keeping those executives awake at night. Most focused on the workforce: shortages, high turnover, elevated costs, and burnout. Recognizing the workforce as the most crucial supply chain in healthcare, we realized the immense opportunity to leverage big data to create meaningful impact. The goal became clear: make a difference by helping healthcare systems effectively manage and understand their workforce.

Can you share the most interesting story that happened to you since you began your career?

Starting a company begins with the audacious goal of positively impacting the world. Initially, it can seem somewhat unrealistic, but deep down, you believe in the significance of your actions. Challenges arise as every startup journey unfolds, such as tight finances, creative problem-solving, and growing competition. The initial grand vision is momentarily overshadowed by the day-to-day struggle to keep the business afloat.

Amid these trials, surrounding yourself with a supportive team becomes crucial. People who constantly remind you of the initial vision to help overcome the hurdles.

One of my most thrilling moments was in my previous company, Explorys. Major players in the tech and health industries started recognizing our efforts. So much so that IBM acquired the company in 2015; it wasn’t just a morale boost but a realization that every small step, stumble, and achievement was worth it. The experience underscored the importance of staying true to the vision, navigating through the day-to-day challenges, and trusting that the sum of all our efforts will eventually become fruitful.

Can you share a story about your funniest mistake when first starting? Can you tell us what lesson you learned from that?

I wouldn’t call it a mistake, but some people get a kick out of Axuall’s original location. It wasn’t out of a garage or a fancy corporate office but an old converted barge creating a floating office space on Lake Erie. We weren’t braving the high seas, but it was a fun start for Axuall. There is a lesson from everything. It may not have been a traditional office, but it was filled with love, and every time we boarded it, we were reminded how special it was to start this way. Today, we’re in a much larger office across the street from Cleveland’s sporting venues, trading the sounds of seagulls for the cheers of sports fans. Go, Guardians!

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Don’t get caught up in the thick of thin things. Just take care of your customers.”

That’s what my father, Chuck Lougheed, would tell me. While innovation often thrives on paying attention to the nuances, it’s equally crucial to remind ourselves of the bigger picture. This lesson has been relevant in my life as a constant reminder to check myself, maintain perspective, and align my efforts with the broader goals that matter to the people we love and serve.

How would you define an “excellent healthcare provider”?

An excellent healthcare provider organization effectively delivers both quality and cost-effective healthcare. Both aspects are imperative, not only for the patients but also for the individual clinicians themselves. These organizations provide the same emphasis and care toward their physicians as their patients. And clinicians that are taken care of do well by their patients.

What are your favorite books, podcasts, or resources that inspire you to be a better healthcare leader? Can you explain why you like them?

Given my dyslexia, reading books can be a challenge. I listen to more books than I read. One I keep coming back to is “Emotional Intelligence.”

When I reflect on whether I am leading with intelligence, I’m reminded that people can forgive you when you make a mistake if you display a certain level of emotional intelligence. That forgiveness becomes much more difficult when you are not emotionally connected with your team.

Emotional intelligence goes beyond being perpetually composed. It means acknowledging and expressing your emotions appropriately and knowing how others receive them. Whether it’s excitement, frustration, or any other emotion, it’s about understanding how these emotions impact others and moderating them accordingly.

Are you working on any exciting new projects now? How do you think that will help people?

It’s a constant project for us at Axuall. We’re working to revolutionize clinical workforce intelligence. It leverages verified, real-time clinician data for planning, recruiting, onboarding, and optimization. It has the power to help address so many of our health system’s most significant problems, like workforce shortages and clinician burnout.

Ok, thank you for that. Let’s now jump to the main focus of our interview. According to this study cited by Newsweek, the US healthcare system is ranked as the worst among high income nations. This seems shocking. Can you share with us 3–5 reasons why you think the US is ranked so poorly?

If the US had a perfect health system, Axuall wouldn’t be needed. But we don’t, so we do exist. And while there are faults in the health system, there is greatness, too, and plenty of greatness has yet to be tapped into. Here are what I believe are the three most pressing issues in healthcare:

  • Workforce Challenges: Over the past decade, burnout among clinicians has been on the rise. Workplace safety, career satisfaction, and decisions about career paths have become more challenging for clinicians. The sacrifices demanded and the stress healthcare workers experience make it essential to address these challenges.
  • Costs: The exorbitant expenses associated with healthcare in the U.S. are problematic, especially when accessing care. Healthcare costs are a leading cause of bankruptcy for people in this country. Administrative support, waste, abuse, and fraud contribute to a considerable portion of every healthcare dollar spent, making it an area where improvements are crucial. Let’s put the dollars where they count.
  • Food: People need help with access to affordable, healthy food. Diabetic rates, obesity, and cancer rates are on the rise, reflecting the impact of dietary habits. The interplay between the healthcare system and the challenges the food system poses is complex. This aspect, often overlooked, requires attention and solutions to create a healthier population that will lead to an improved health system.

As a “healthcare insider”, if you had the power to make a change, can you share 5 changes that need to be made to improve the overall US healthcare system?

  • Utilizing Big Data for Workforce Optimization: The vast amount of data available in healthcare can be leveraged to understand and optimize the healthcare workforce. By analyzing this data at a large-scale level, health systems can identify patterns, trends, and areas for improvement in workforce allocation and care delivery. For example, big data and predictive models can reveal that certain regions have a shortage of primary care physicians while others have an excess. This information can guide targeted recruitment and digital health initiatives, thus improving access to care.
  • Better Implementation of Artificial Intelligence to Address Large-Scale Issues: AI in healthcare doesn’t have to be confined to treatment. With all the data within healthcare, it can assist with wide-ranging areas, including workforce planning, recruiting, onboarding, and retention. Optimizing the healthcare supply chain has the potential to cut costs and enhance care.
  • Empowering Clinicians with Data: It’s essential to collect and analyze healthcare data and ensure clinicians can access this information. After all, it’s their data, and they can provide valuable insights and feedback based on their experiences. A system where clinicians have real-time access to patient outcomes data, enabling them to tailor treatments and interventions based on the latest evidence and best practices. This empowerment fosters a culture of continuous improvement and patient-centered care.
  • Improving the Clinician Experience: Healthcare is a people business. And we need to take care of the people who care for patients. According to the Association of American Medical Colleges, by 2034, a physician shortage of 124,000 is expected. Health systems must find ways to alleviate burnout from their clinicians. Making healthcare a fulfilling and rewarding career is crucial for the well-being of healthcare professionals and the overall quality of care.
  • Right-sizing Healthcare Delivery: The delivery of healthcare services should be tailored to the specific needs and preferences of patients, taking into account factors such as location, convenience, and cost-effectiveness. This involves reevaluating traditional care delivery models and embracing innovative approaches prioritizing accessibility and efficiency. For example, consider the recent shift towards ambulatory and retail healthcare settings. By decentralizing care and bringing services closer to patients’ communities, we can reduce barriers to access and improve overall health outcomes.

What concrete steps would have to be done to actually manifest these changes? What can a) individuals, b) corporations, c) communities and d) leaders do to help?

The implementation of clinician data. I believe it’s truly vital to make significant changes across all aspects of healthcare. In the 2010s, we experienced a breakthrough in patient data. In the 2020s, we need to see that same breakthrough for clinician data. It will and is already improving the lives of clinicians, health systems, and the patients for whom they provide care.

The COVID-19 pandemic has put intense pressure on the American healthcare system, leaving some hospital systems at a complete loss as to how to handle this crisis. Can you share with us examples of where we’ve seen the U.S. healthcare system struggle? How do you think we can correct these issues moving forward?

COVID-19 was an eye-opening experience for the US healthcare system. We saw the immense strain the healthcare workforce was under during the pandemic. We see the remnants of that strain today with workforce shortages and burnout, not to mention changing attitudes and engagement profiles among the workforce. There is no light switch that a health executive can flip to eliminate these issues. It will require access to various data sets and take time, creativity, and hard work from people across the healthcare industry to address these issues.

How do you think we can address the problem of physician shortages?

More healthcare decision-makers must find ways to harness the data around them. Recruitment alone can’t alleviate the workforce shortages plaguing the healthcare system. While it is undoubtedly a piece of the long-term solution, health systems need help now.

In the immediate, optimizing processes such as onboarding, credentialing, and enrollment ensures more clinicians are working and treating patients instead of waiting for an email to verify information that’s already been confirmed half a dozen times before. Looking into the future, the potential uses for clinician data are endless. It provides insights for network planning, analytics, and reporting, dramatically reducing the time to activate healthcare workers while providing the tools to anticipate industry trends and fill clinician gaps before the next pandemic.

How do you think we can address the issue of physician diversity?

Big Data can play a pivotal role in how healthcare organizations understand a more complete picture of their workforce. Leaders must understand the practice phenotype of their clinicians as well as the medical phenotypes of their patients. Both must go beyond the basics of demographics, specialty, and license, where care matches can also be made based on procedural and experiential factors.

How do you think we can address the issue of physician and nurse burnout?

Health systems must use all the information that they already possess as a tool to help address burnout. Several factors contributing to clinician burnout stem from workforce shortages, workplace safety, and scheduling. Streamlining onboarding processes can expedite the deployment of additional clinician resources, while optimized staffing can address workload and workflow issues contributing to overwhelming schedules and workplace safety. To truly tackle the multifaceted challenge that is burnout, health system leaders must pair innovative technology and available data with a supportive work environment that prioritizes the well-being of their clinical staff.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be?

We need to be better at having a civil dialogue with one another. We’ve become a polarized society, even beyond politics. And frankly, collectively, we’ve become unhappier because of it — with shouting overshadowing listening. Growing up in an immigrant household, I was encouraged to embrace the melting pot of different nationalities and ideas. A healthy amount of openness, respect for others, care, understanding, empathy, and compromise could return us to a more civil discourse and a happier future.

How can our readers further follow your work online?

The best place to see our latest updates is by checking out Axuall’s website and our Linkedin page.

Thank you so much for these insights! This was very inspirational and we wish you continued success in your great work.

Hartford HealthCare Taps Axuall to Tackle Workforce Shortages and Clinician Burnout 

CLEVELAND, April 02, 2024 (GLOBE NEWSWIRE) –– Axuall, the leader in healthcare workforce intelligence and Hartford HealthCare, Connecticut’s most comprehensive healthcare network, announced today that Axuall was selected to support Hartford HealthCare’s plan to bolster its workforce and reduce caregiver burnout. Axuall’s solution enables newly hired clinicians to be onboarded up to 15 days faster, allowing them to see patients sooner, and eliminate burdens for current Hartford HealthCare clinicians. 

This partnership goes beyond the speed of onboarding. By harnessing big data and analytics (from nearly 7,000 data sources), Hartford HealthCare will create a vastly improved experience for its 6,000 clinicians by optimizing its care network, while increasing the amount of time for clinicians to treat patients. Hartford Healthcare will now be able to study clinician populations inside and outside its network, identify gaps and surpluses, and match and recruit talent. 

“We are proud to partner with Axuall and differentiate ourselves within the healthcare community through provider-centric process automation in credentialing, privileging and enrollment,” said Stephanie Calcasola, MSN, RN-BC, Chief Quality Officer at Hartford HealthCare. “This perfectly aligns with our commitment to excellence, safety, clinician well-being, and innovation, allowing us to deliver world-class care at the most affordable cost.”

Axuall provides the health system’s clinicians with tools to manage their career information through streamlined data input and intelligent, automated form capture, streamlining credentialing and re-credentialing processes and providing them with a faster path to patient care. 

“Hartford HealthCare’s strategic embrace of workforce intelligence technology reflects a commitment to staying ahead in the ever-evolving landscape of healthcare,” shared Charlie Lougheed, Chief Executive Officer and co-founder of Axuall. “Our shared vision for the future of healthcare is what unites us as partners, and we couldn’t be more proud of this collaboration to redefine the future of healthcare workforce management with Hartford HealthCare.”

Beyond directly improving processes for clinicians, this partnership saves health systems administrative costs and accelerates revenue. Other health systems already connected to Axuall’s Workforce Intelligence Network have experienced significant cost savings and efficiency gains while providing insights into their clinician populations for planning, engagement, recruitment, and onboarding. 

About Axuall

Built with leading healthcare systems, Axuall is a workforce intelligence company powered by a national real-time practitioner data network. The technology enables healthcare systems, staffing firms, telehealth, and health plans to dramatically reduce onboarding and enrollment time while also providing unique, powerful data insights for network planning, analytics, and reporting. To learn more, visit

About Hartford Healthcare

With 41,000 colleagues, Hartford HealthCare’s unified culture enhances access, affordability, equity and excellence. Its care-delivery system — with more than 500 locations serving 185 towns and cities — includes two tertiary-level teaching hospitals, an acute-care community teaching hospital, an acute-care hospital and trauma center, three community hospitals, a behavioral health network, a multispecialty physician group, a clinical care organization, a regional home care system, an array of senior care services, a mobile neighborhood health program and a comprehensive physical therapy and rehabilitation network.

Media Contact

Jeff Rusack
KNB Communications

JP Morgan Healthcare 2024: 8 Hot Takes & Insights from Health Tech & Biotech CEOs

8 digital health and life sciences executives share their hot takes and insights from the recent annual JPM Healthcare Conference 2024

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Virgil Bretz, co-founder and CEO of MacroHealth

“The annual JP Morgan Healthcare Conference is still one of the most efficient ways to meet with capital partners. Other conferences are increasingly attracting the investment community, such as HLTH, but none are as concentrated as JP Morgan. This conference is unusual in that meetings for small and middle market companies typically don’t take place within the official conference but are instead scattered all over the surrounding hotels and restaurants. It can be impossible to find an unoccupied space or even a table to meet and present, but despite this it remains the preeminent event for executives looking to meet with investors. 

One takeaway I had from the event is the sense that capital markets are more optimistic this year. People I spoke with were more positive about the economic climate, with an underlying sentiment that there is still significant portfolio cleanup to do with companies that may have been aggressively funded during the heights of the market.   There is a lot of capital out there right now and quality companies will have no problem securing it, but those that are marginal, or underperforming might continue to have a tough time getting funded.”

Charlie Lougheed, CEO of Axuall, Inc.

“The twenty-twenties have not been kind to healthcare systems. During the last two JPMorgan Healthcare Conferences, health system leaders’ mood was determined yet glum — the pandemic, workforce shortages, burnout, stagnant reimbursement, and depleting budgets were all top of mind. However, while challenges remain, optimism at this year’s event was palpable as the tools and data to mitigate future risks and optimize workforces became available. A movement toward workforce intelligence that proactively addresses an increasingly complex supply and demand dynamic is clearly underway — signaling additional promise for a sector recovering from a painful few years.”

Ellen Rudolph, CEO and Co-Founder of WellTheory

“The biggest challenge for chronic condition management solutions in a growing, saturated enterprise space is consumer awareness. With the reach Omada has with enterprises, partnering with Amazon opens up doors in terms of distribution and letting consumers know that Omada is a benefit they have access to — at massive scale.”

Ron Gutman, Founder & CEO of Intrivo & On/Go

“Metabolic health, weight loss, and obesity are at the center of it all, with GLPs generating the most buzz. Everyone is concerned about adherence and stickiness of the drugs and early data shows that without the appropriate programs, people drop off and gain back all they lost. LillyDirect, more precisely, Big Pharma starting to play the direct-to-consumer game, is getting a lot of attention. There’s a huge opportunity for partnerships between innovative tech startups that are consumer-focused and big pharma that’s focused on R&D and commercialization, of course, with the supervision of doctors. Another popular topic is the pipeline of clinical trials focused on additional benefits of GLPs beyond obesity, diabetes, and weight loss. Several waves are expected around multiple areas of benefits like heart conditions, addiction, and more. And lastly, but definitely not least, Al is huge – every major CEO presentation is focused on it.”

Anu Sharma, CEO and Co-Founder of Millie Clinic

“Women’s health was everywhere at JPM — the mainstage, IPO chatter, sold-out side events, and even news headlines lamenting the lack of spaces to pump milk. The healthcare investing universe is finally catching up to the fact that women are the power users of the healthcare system accounting for 51% of the population and 80% of care decisions.”

BioPhy, Co-Founder and CEO, Dave Lawtshaw II, Ph.D

M&A: The Catalyst for Success in the Pharmaceutical Landscape

Embracing M&A in the pharmaceutical industry has become a powerful strategy to unlock innovation and growth, especially in the face of looming patent cliffs. Front and center at the JPM 2024 Healthcare Conference, M&A activities are fueling the industry’s potential to bring groundbreaking late-stage assets to the market. M&A makes it possible for the best data to rise, enabling rapid advancements in patient care and lucrative returns for shareholders, ultimately benefiting all stakeholders involved.

AI: The Non-Negotiable Ingredient for Pharma’s Survival and Success

The value of incorporating AI into drug discovery and development cannot be overstated. As discussions at the JPM 2024 Conference highlighted, AI adoption is non-negotiable to remain competitive in the rapidly evolving pharmaceutical landscape. By embracing the power of AI and harnessing its insights, the industry has the potential to make targeted breakthroughs, speed up development processes, and ultimately, save countless lives by fast-tracking life-saving treatments to the market.

Putting Patients First: The Core Principle That Transcends Geopolitical Challenges

Addressing the complex interplay of geopolitical risks and global drug supply chains, the JPM 2024 Conference showcased how the pharmaceutical industry must always prioritize patients’ welfare. The industry has a moral obligation to navigate geopolitical minefields and foster resilient, responsive supply chain management that ensures patients remain at the center of decision-making processes, regardless of political tensions that may arise. Given the rising geopolitical risks in 2024, all companies will have to be vigilant as to how these changes impact everything from raw materials to drug product, and ultimately patient mobility.

GLP-1 Antagonists: A Stepping Stone, Not the Ultimate Panacea, in Longevity Research

The promise of GLP-1 antagonists and similar obesity drugs highlighted at the JPM 2024 Healthcare Conference marks a significant leap forward in the fight against obesity and obesity-related diseases. However, it’s important to recognize that these treatments represent only one piece of the longevity puzzle. The industry must remain vigilant about not crowning GLP-1 antagonists as the ultimate solution. Instead, it must continuously invest in developing comprehensive therapies and tackling the complex interplay of factors that contribute to obesity and aging, ultimately pushing the boundaries of human health and longevity with an initial focus on lean mass retention during treatment.

Russ Richmond, CEO and Co-Founder of Laudio

  • Green Money Shoots – The financial situation for hospitals is improving, and most think this will continue over the next year. volumes are also improving.
  • Labor remains a core issue — in fact, every single nonprofit hospital system is still talking about the challenges associated with labor and rising labor-related costs
  • Automating repetitive work in healthcare will be a major trend in 2024 and key to solving some of our largest issues within the system
  • AI remains a big theme

Orr Inbar, CEO and Co-Founder of QuantHealth

“Expect the current market down-cycle to largely be over by mid-year, however, investors will likely maintain a first-principles approach for some time to come. QuantHealth’s in-silico evidence-generation approach can be an invaluable tool for investors to make calculated asset assessments before deploying capital.

Due to cash reserves drying up, many early-stage biotechs will be forced to demonstrate near-term inflection points in their programs, and many will not make it to their next round. QuantHealth can be a strong biotech partner to demonstrate proof-of-concept viability for prospective investors and big-pharma partners.

With the IRA reducing the exclusivity period for many drugs, QuantHealth’s synthetic trials can be an important tool to extend a drug’s label into new indications and to support payor negotiations.

This year will mark a turning point in the integration of biological and clinical data to support end-to-end drug development, as noted by the Caris-ConcertAI and Caris-Flatiron partnerships. QuantHealth’s in-silico platform natively integrates these two knowledge domains into a single learning framework and will be a catalyst for such data integrations and partnerships.”

Emerging health IT vendors: KLAS

Vendors ranging from value-based care to patient engagement were highlighted by healthcare professionals as some of the most promising health IT vendors of 2024, according to a Jan. 16 KLAS report

KLAS asked organizations it interviewed to share the most innovative or potentially disruptive healthcare information technology vendors they have recently come across. The report reflects the feedback received from 52 healthcare professionals.

Here are the emerging vendors categorized by their respective market segments, per the KLAS report:

Clinical tools:

  • Abridge
  • Accuity
  • Artisight
  • CancerIQ
  • ChartSpan
  • Curbside Health
  • DeepScribe
  • Medcurio
  • Spruce Health

Core solutions:

  1. Ascend
  2. Ceribell
  3. Health Gorilla
  4. Juxly
  5. Lirio
  6. Prompt
  7. Tissue Analytics


  1. Aidoc
  2. LucidHealth
  3. Medicom
  4. PocketHealth
  5. Riverain

Patient engagement:

  1. AngelEye Health
  2. Avaamo
  3. B.well
  4. DexCare
  5. League
  6. Lena Health

Pharmacy and smart pumps:

  1. Bainbridge Health
  2. ConsortiEX
  3. GraphiteRx

Revenue cycle and operations:

  1. AKASA
  2. Axuall
  3. Cloverhound
  4. Edgility
  5. Eightfold
  6. Fathom
  7. Glidian
  8. LucidAct Health
  9. Meduit
  10. Pronto Computing
  11. Rhyme
  12. Rivet
  13. SurgLogs
  14. Wave HDC
  15. ZulaFly


  1. Abnormal Security
  2. Exabeam
  4. ThreatLocker

Virtual care:

  1. Accuhealth
  2. BabyScripts
  3. KangarooHealth
  4. Medically Home
  5. Ocuvera
  6. Spring Health

Value-based care:

  1. Acclivity Health
  2. Databricks
  3. Guardian Research Network
  4. Mindoula
  5. Persivia

What Happens to Digital Transformation When Management Is Stuck in the ’90s

Published by Reworked | Digital Workplace | January 10, 2024

Digital tools are helping employees perform their tasks and achieve goals more efficiently. Advancements in technology have catapulted businesses forward at an unprecedented rate. Yet some organizations remain where management has been reluctant to change traditional processes that have proven to be successful in the past to take the leap into new ways of working.

What some workplaces are experiencing today, said Travis Vocino, director of product design at Meta, is a clash of eras — a generational divide that can stifle a company’s growth. “Workers feel held back, creativity is capped, and opportunities for innovation are missed,” he said.

The solution, Vocino said, is through communication and demonstration. Employees must find a way to demonstrate to reluctant managers how adopting modern digital tools can help them achieve better results and avoid them becoming obsolete in the short term. But, as with any change management strategy, the key to success here is to start with small projects that can showcase the potential of digitalization and taking baby steps toward a larger digital transformation plan.

It’s about evolving the game, he said, not changing it overnight. Here are some tips to get the conversation started.

Bring on the ROI

Organizations that continue to use what Sharad Varshney, CEO of OvalEdge, describes as  “legacy management styles” often tend to be old-school leaders, which usually means that for change to be considered, they will need to see proof of concept — especially if new risks or high costs are involved. New, shiny objects aren’t likely to win over the tried and true unless a strong business case is made.

So, when introducing the need for change, Varshney advises employees avoid merely “selling the C-suite” on the tools themselves but rather focusing on the bigger ROI picture.

Tools vendors have a vested interest in making the case that their tool (and their tool alone) can maximize results, he said. The problem is that to stand out from the crowd, they like to create new terms or lingo that while they may sound groundbreaking are either little understood outside of the industry or haven’t been proven over time. Think orchestration, semantic knowledge graphs, self-service, composable data analytics, dynamic discovery, persistence layer — the list goes on.

“This [approach] often creates a lot of confusion around emerging technologies,” Varshney said. And taking that same route when attempting to showcase to management the need for change is ill-considered, he said.

Instead, when trying to convince a legacy management style team of the need for newer tools or methodologies, employees should focus on process improvement, workflows and enhanced management methods. “Demonstrating tangible ROI of these methodologies will be the best way to not only open the minds of the ‘old school’ but get them to open the corporate wallets for these initiatives as well,” he said.

The disconnect between employees who use digital tools and managers who adhere to conventional working methods can also cause significant issues within an organization, said Jared Weitz, CEO of United Capital Source. Communication gaps, for instance, can hamper effective information flow and negatively impact attracting and retaining talent, especially younger workers born into technology. Resistance to using digital technologies can also halt innovation and reduce competitiveness.

To overcome this, Weitz suggests, much like Varshney, that employees take baby steps to demonstrate to leadership the impact of digital tools on productivity and business objectives.

“Leadership may see the benefits of digital tools firsthand by implementing small-scale pilot programs that highlight their advantages,” he said. “Creating a well-communicated digital transformation plan that aligns with overarching business goals is crucial.”

He also believes that establishing a culture of information-sharing, promoting cross-generational collaboration and facilitating communication between management and tech-savvy staff can help overcome the challenges of the digital divide.

Other important steps include addressing security issues and putting strong cybersecurity safeguards in place, providing ongoing feedback and fostering an environment of open communication facilitates understanding and resolving issues.

“Finally, setting a strong example for the rest of the company by aggressively adopting and utilizing digital technologies is an effective strategy,” he said. “Organizations may bridge the gap and establish a workplace that welcomes the opportunities digital tools provide by using these strategic, patient and collaborative ways.”

Establishing a Plan for Change

Before undertaking any significant organizational change initiative, Charlie Lougheed, CEO of Axuall, said leaders and change agents must take time to identify the most important changes needed within the organization and the impetus behind them.

He recommends a multi-step process to ensure organizations are equipped with the tools and strategies necessary to implement successful digital transformations that will enable traditional management to move beyond their current mindset.

1. Identify areas for change: Pinpoint specific areas that require transformations by examining daily pain points and their impact on the organization. Create a vision that supports improvement in key areas.

2. Consider the existing culture: Ensure the purpose of change initiatives aligns with the organization’s mission, vision, goals and culture and that it is supported by leadership. It is also important to identify which initiatives have worked before, which haven’t and why in order to create a rollout customized to your specific organization.

3. Consult with employees: Identify the role-specific processes that digital transformation may impact. Then, ask employees to share insights on potential areas of improvement in their daily work. It’s important to acknowledge the value and role of existing processes in order to determine which evolving technologies are the best fit.

4. Communication-rich plan: During implementation, consistently share the value of innovation, the vision for change and progress toward it. This creates an environment safe for feedback and insights across the organization. Even the most robust, data-rich solutions application should be primarily a people-focused endeavor.

5. Learning and development commitment: Learning and development are essential components of embracing and executing change. While the unknown often makes participants change-averse, education about new processes, roles and responsibilities brings comfort to the workforce amid changing conditions.

6. Measure and monitor progress: Whether through surveys, conversations or hard metrics unique to the organization and its change initiative, ongoing data analytics tracking and review will reveal if the transformation efforts are successful. The data will also highlight the areas that may require attention or adjustment.

Related Article: Effective Coaching Connects the Dots Between Learning and Culture

The Role of Managers

Most businesses have started and progressed along their digital transformation journey, which means those that fail to update their capabilities are likely to be left behind by the competition.

Rick Smith, founder and managing director of Forbes Burton, said the move to a digital landscape has been gradually happening over the past 20 years, so there’s little excuse for today’s managers to be blind to the conditions around them. The onus, he said, should be on managers to stay relevant to their job role, rather than accommodate management practices from the last century into their day-to-day operations.

“Appropriate training should have been provided for them long ago, but if this hasn’t been offered yet, then this should be the first port of call. Those that are still resistant to learning new skills, though are really shooting themselves in the foot,” he said. “While it’s likely that managers that are stuck in the 90s will still have several benefits to bring to the business, it may be that their role needs to change in order for the business to move forward.”

About the Author

David is a European-based journalist of 35 years who has spent the last 15 following the development of workplace technologies, from the early days of document management, enterprise content management and content services. Now, with the development of new remote and hybrid work models, he covers the evolution of technologies that enable collaboration, communications and work and has recently spent a great deal of time exploring the far reaches of AI, generative AI and General AI.

Rethinking Big Data in 2024: How Healthcare Can Leverage Workforce Intelligence to Improve Care

by Charlie Lougheed, CEO of Axuall, for HIT Consultant

The future of healthcare innovation over the next decade will be shaped by insights from clinician big data and AI, otherwise known as workforce intelligence. While clinical discovery is often the first thing that comes to mind, workforce data and the intelligence derived from it represent a lesser-known but equally important place in the future of medicine. 

How we shape healthcare’s workforce, peer networks, and processes comes down to how we use data to surface meaningful information. Leaders must leverage data inside and outside their organizations for healthcare systems to thrive, let alone survive in an arena of extreme supply and demand limitations among doctors, advanced practice providers, allied health professionals, and nurses. 

Workforce Shortages Are the New Normal 

According to the U.S. Census Bureau projections, by 2030, every Baby Boomer will be 65 or older, meaning that one out of every five U.S. citizens will be of retirement age, increasing the use of healthcare services nationwide. Meanwhile, the Association of American Medical Colleges warns that the U.S. could face a shortage of up to 124,000 physicians by 2034, with more than two of five of today’s active physicians aging over 65 years in the same period. Exacerbating this problem is the growing nurse shortage that threatens access to care for millions of Americans. 

Typically, when healthcare and big data are mentioned in the same sentence, it’s in reference to patient data. When attempting to maximize the patient experience, patient data is a logical first step in addressing the needs of patients. However, the use of patient data, AI, and automated treatment remains a controversial subject.  On the other hand, clinician data entails fewer roadblocks,  holding the key to the discovery of more efficient workforce models to address the existential challenges of workforce shortages, burnout, and attrition. 

Healthcare’s Money Ball Moment

In 2003, Billy Beane, Oakland Athletics general manager, greatly enhanced his strategy for selecting players to create a winning baseball team by altering how he perceived available data. That “Moneyball” strategy could be healthcare’s home run. Data is available, and health systems must change their perception of it to provide the best outcomes for patients and clinical workforces alike.

Beane was successful because he and his team amassed a massive amount of data, analyzed it, and paid attention to the trends. They operated in a place of scarcity and discovered how to build a great team with minimal resources. The U.S. healthcare system’s issues, like workforce shortages and unmanageable workloads, deserve a fresh approach with a similar strategy. 

Clinician Big Data Helps Clinicians and the Organizations They Work For

Clinician big data applies millions of data points to construct a mosaic of the clinical workforce. Much like a phenotype, this data tells a detailed story of a clinician’s career history, including education, training, licensures, employers, facility affiliations, procedural experience, and the patient population traits they have served, benefiting the clinician and organization they work with.

So, how can big data play a role in addressing healthcare workforce issues?

  • Optimizing the Workforce You Have: Healthcare organizations, particularly those that operate across many service lines, license types, locations, and treatment modalities, struggle to keep track of the ever-changing dynamics of their workforce. Leveraging data to align supply and demand in their communities is crucial for efficiently distributing limited resources, preventing over-utilization and burnout, and managing attrition. As the executive director of strategy development for the Mayo Clinic recently stated in a podcast, “We won’t be able to recruit our way out of a workforce shortage.” 
  • Recruiting a Smart Way: When recruiting is the last option, applying workforce analytics to understand the gaps and specific clinician profiles needed to fill them is vital to an efficient growth strategy. Even better, organizations that recruit candidates they know to match those profiles significantly improve their ability to build well-aligned care teams for their patients. 
  • Reducing Onboarding Time and Cost: Collecting information and forms from clinicians and the primary sources who must verify their credentials is a slow, painful, and expensive process, costing healthcare organizations thousands of dollars a day in lost productivity, according to a study conducted by The Health Management Academy. Using big data and intelligent form automation reduces delays in credentialing and enrollment. 
  • Improving Access to Care: Optimizing the workforce means optimizing patient access to care. When clinicians are used more efficiently in roles aligned with their work history and career goals, patients receive elevated care, bettering their experiences. Proper workforce utilization also allows health systems to hire strategically – in an anticipatory manner based on healthcare trends. Access to clinician data enables health systems to staff appropriately before the increase in demand, which means shorter wait times for patients. This capability ensures health systems executives can retain patients while positively engaging clinicians. 

In closing

In reimagining the landscape of healthcare’s potential, the focus must shift from merely accumulating data to actively leveraging it –– especially in the realm of clinician data. The staggering volume of underutilized data is key to resolving today’s critical healthcare issues. Billy Beane and the Oakland Athletics may still be waiting for their championship, but that season changed more than just one team –– it revolutionized a sport. Healthcare stands at a similar precipice, ready to transform its approach by embracing clinician big data.

The crux lies in recognizing the multidimensional nature of clinician data beyond traditional qualifications. By dissecting work histories, individual experiences, and aspirations, healthcare systems can weave together a comprehensive tapestry of their workforce. Embracing this holistic view empowers decision-makers to implement micro-credentialing strategies, optimize workforce management through data-informed decisions, and proactively align clinicians with roles that match their expertise and ambitions. This strategic use of clinician data ensures more efficient patient care. It primes healthcare systems to expertly navigate workforce shortages, fostering a symbiotic relationship between patient access, clinician satisfaction, and operational excellence. As the horizon of healthcare expands, the careful application of clinician data becomes apparent –– not just as an opportunity but as an imperative pillar for the future of a resilient, patient-centric healthcare ecosystem.

About Charlie Lougheed

Charlie Lougheed is the CEO and co-founder of Axuall, a workforce intelligence company built on a national real-time Clinician Data Network that enables healthcare organizations to create more efficient care networks while reducing onboarding time by over 70 percent. 

Lougheed co-founded and co-funded Explorys, now IBM Watson Health, in 2009 as a spin-off from Cleveland Clinic. Explorys became the leader in healthcare big data and value-based-care analytics, spanning hundreds of thousands of healthcare providers and over 60 million patients across the United States. Having amassed the World’s largest clinical data set, Explorys went on to serve the payer, life sciences, and pharmaceutical sectors by providing real-world evidence and insight for product planning, research, health economic outcomes research, and safety.

Reimagining workforce in 2024: The rising role of clinician big data

As the prospects of healthcare workforce shortages loom large, organizations will increasingly use big data to combat burnout and improve human resource initiatives.

Workforce shortages

When you think of supply chain management in healthcare, most people think about personal protective equipment and prescription drugs. However, the fact is that this pales in comparison to the growing supply chain problems in the healthcare workforce. The Association of American Medical Colleges estimates a workforce shortage of 124,000 physicians by 2031. There’s expected to be an even more significant shortage among nurses; the U.S. Bureau of Labor and Statistics estimates a shortage of 200,000 nurses by the same year.

Addressing this workforce supply chain problem is critical for the well-being of our health systems, but even more so for patients receiving and paying for care. There is no choice but to address this issue. In 2024, we’ll see a concerted effort to appropriately access and use extensive, up-to-date clinician data as a building block for creative solutions to tackle this problem. 


Unmanageable workloads because of staffing shortages among physicians, advanced practice providers, nurses, technicians, allied health and home aides significantly contribute to rising burnout rates. A recent Medscape survey found that more than half of physicians experience burnout. While these daily demands continue to compound, medical professionals face a problematic decade ahead as our population of individuals 65 and older surpasses 56 million, lifespans increase and chronic conditions continue to rise.

While no one has a crystal ball, the status quo is unsustainable. We’ll start to see clinician big data used more to help solve some of healthcare’s most pressing issues. Utilizing clinician data, like patient data in the past decade, will give health systems the tools to understand why clinicians feel burnout. More importantly, it will determine what strategies will create a work environment best suited for healthcare workers.

How will clinician big data solve these problems? It can’t do it by data alone. Big data by itself is “big noise” if not properly curated. But in the upcoming year, this data, combined with artificial intelligence that can analyze and predict, will be incorporated more by health systems. Major problems like workforce shortages and burnout that seem unfixable will become attainable problems to solve, albeit incrementally at first. Clinician big data does that in the following ways.

  • Provide the tools for pinpoint recruiting. Clinician big data makes understanding hiring needs before a staffing shortage becomes a reality. When a health system can visualize real-time workforce trends and gaps, it can analyze and adapt accordingly — for example, by hiring a specialist based on the trending patient encounters, clinician practice patterns and provider referrals in the surrounding area. This insight enables health systems to anticipate and meet patient demands and ensure appropriate physician workloads.
  • Ensure high clinician engagement and satisfaction with streamlined onboarding processes. In a world where Internet advertisements seem to already know what you’re thinking, there’s no reason that clinician credentialing, a requirement to keep patients safe, takes weeks or months to complete and often delays clinicians from doing what they’re trained to do, treat patients. Health systems will tap into existing data sources to improve and speed up onboarding processes to hire quickly and efficiently based on priority needs and patient demands.
  • Future-proof our most valuable healthcare resource: clinicians. Health systems can use real-time clinician big data, not anecdotes, to inventory clinicians across demographics, license types, service lines, facilities, markets, procedures, practice affinity and patient populations to mirror location-specific supply and demand.

In light of the stakes, there has never been a greater need to apply data to address these challenges in the U.S. healthcare workforce, like shortages and burnout. However, until recently, the data relative to a practitioner’s credentials, skills, capabilities, utilization factors, stress level and placement potential is scattered across hundreds of sources and often out-of-date and incomplete.

This makes it difficult for healthcare leaders to meet credentialing and privileging regulations, quickly deploy appropriate resources, and optimize their workforce. In 2024, health systems will begin to optimize and utilize clinician data at scale to address the biggest challenge facing healthcare today – the supply and demand gap.

Charlie Lougheed is the CEO and co-founder of Axuall.

Frist Cressey Ventures Backs Axuall’s Rapid Expansion as Customer ROI Builds

Frist Cressey Ventures is among the nation’s leading venture capital firms in healthcare, joining a large group of healthcare investors and organizations supporting Axuall.

CLEVELAND, August 2, 2023 (GLOBE NEWSWIRE) — Axuall has announced the addition of Frist Cressey Ventures to its investor family with a Series B-1 investment following the company’s Series B funding in May 2023. Axuall has raised over $41 million from a combination of more than two dozen leading healthcare organizations to address the growing need to leverage big data to solve the pressing problems of process inefficiencies, workforce shortages, and onboarding delays. Axuall’s offerings optimize clinician experience while improving patient care access and financial strength.

The collaboration between Axuall and Frist Cressey Ventures represents a significant step forward in driving healthcare innovation. Frist Cressey Ventures, a leading healthcare venture capital firm providing strategic support in the key areas that help businesses thrive, innovate, and deliver on their promise to affect systemic change, brings extensive provider and payor perspective and a deep commitment to advancing transformative solutions. Their partnership with Axuall reinforces the power of data and automation to reshape healthcare delivery and workforce management.

“We are thrilled to partner with Axuall, an organization that is revolutionizing workforce optimization in healthcare through data-driven solutions,” shares Senator Bill Frist, M.D., co-founder and partner of Frist Cressey Ventures. “Axuall’s commitment to driving efficiency and cost-effectiveness aligns perfectly with our mission of transforming healthcare to improve lives. We believe this investment will contribute to Axuall’s continued growth and create a lasting impact in the industry by unlocking the power of data to enhance the clinical workforce.”

Axuall’s Workforce Intelligence Network enables healthcare organizations to plug into a vast array of clinician data from nearly 7,000 data sources and directly from physicians, advanced practice providers, and nurses via an integrated digital credential wallet with integrated smart applications. Connecting to the systems, vendors, and processes that these organizations already use today, the technology has resulted in significant cost savings and efficiency gains at leading healthcare organizations across the country while providing insights into their clinician populations for planning, recruiting, and placement.

MedStar Health’s Institute for Innovation, along with system clinical and operational partners, began work with Axuall in 2021 as a customer and development partner, recently expanding its equity investment this year. As part of its innovation transformation initiatives across its 10 hospitals and more than 300 care locations, MedStar Health has integrated Axuall’s technology into its next-generation clinician credentialing, onboarding, and engagement process. Their work together has already yielded an initial 21-day reduction or roughly a third of processing time while reporting a clinician satisfaction score of 9 out of 10. Integrated with MedStar Health’s provider management application, which is HealthStream’s CredentialStream application, the Axuall Network and Digital Credential Wallet streamline the inflow of data to shorten clinician deployment times to help meet patient needs in the communities they serve.

“Axuall has been an integral innovation partner during our credentialing transformation journey,” said Bill Sheahan, Chief Innovation Officer at MedStar Health and Executive Director of the MedStar Institute for Innovation. “Recognizing that positive change is sparked by combining exceptional technology, people, and processes, fostering a culture of innovation has been a core component of our commitment to our patients and clinicians who care for them. We are excited by the results we’ve seen and look forward to further leveraging data and automation to drive future efficiencies.”

“Data innovation is the catalyst for much-needed workforce optimization in healthcare, and we are proud of what we’ve built with MedStar Health and the many innovative healthcare organizations we’ve worked with since our inception,” stated Charlie Lougheed, co-founder, and CEO of Axuall. “Moreover, we are delighted to partner with Frist Cressey Ventures, a firm so dedicated to advancements in healthcare. Their insights, influence, and connections in the provider and payor space will be instrumental as we expand into new sectors and product lines.”

About Axuall:

Built with leading healthcare systems, Axuall is a workforce intelligence company powered by a national real-time practitioner data network. The technology enables healthcare systems, staffing firms, telehealth, and health plans to dramatically reduce onboarding and enrollment time while providing robust data insights for network planning, analytics, and reporting. To learn more, visit or follow Axuall on LinkedIn.

About Frist Cressey Ventures:

The Frist Cressey Ventures’ mission is simple: to transform healthcare to improve lives. We invest in technology and service businesses with viable solutions that improve quality of care, system integration, patient outcomes, and population health and well-being.

We focus our time and attention on three key areas: recruiting top talent, connecting partnerships with our deep industry network, and executing our partnerships’ plans to improve healthcare.

Media Contact:

Laura Hamilton

Senior Marketing Manager

Axuall Secures $20M Series B Capital Raise after Accelerated Market Growth & Enterprise Adoption

Noro-Moseley Partners, along with a syndicate of leading healthcare organizations, invest in optimizing the clinician workforce via Axuall’s Data Network

CLEVELAND, May 31, 2023 (GLOBE NEWSWIRE) — Axuall, the industry leader in clinical workforce intelligence, proudly announced today the investment of $20 million in Series B funding led by Noro-Moseley Partners, with additional investors Flare Capital Partners, Intermountain Ventures, University Hospitals Ventures, Hartford HealthCare, (part of the Jackson Healthcare family of companies), Epsilon Health Investors, InHealth Ventures, AV8 Ventures, JumpStart Ventures, and M25 Ventures. Axuall’s investors and the organizations they represent comprise over two dozen of the nation’s leading healthcare organizations that recognize the imperative to improve clinical workforce efficiency amidst significant economic and staffing challenges.

Established and developed with leading healthcare systems since 2019, Axuall is a workforce intelligence company built on a national real-time practitioner data network that connects healthcare organizations to a vast array of data, providing insights for network planning, analytics, and reporting, while dramatically reducing onboarding and enrollment time via provider-enabled digital credentials.

“Timely clinician population data is key to optimizing a healthcare workforce, a factor that ranks among the most critical priorities for healthcare leaders,” stated Ajay Kumar, M.D., EVP & Chief Clinical Officer, Hartford HealthCare. “An optimized workforce enables organizations to meet demand, improving patient outcomes and healthcare systems’ economics.”

Meanwhile, reducing friction within the people side of the supply chain is critical to addressing staffing shortages in the United States. Planning, recruiting, and placement have long been inefficient, time-consuming, and painful for clinicians and healthcare organizations. However, organizations that leverage data networks to streamline the process will be the choice of healthcare systems and clinicians in the coming years.

“With Axuall’s network, we are transforming the way we collect and validate credentials, allowing qualified clinicians to onboard at facilities swiftly and efficiently,” said Chris Franklin, President of “Our commitment to providing access to quality patient care is at the core of our mission, and this investment represents a significant step forward in achieving that goal.”

Ryan Collins, Principal at Noro-Moseley Partners, will join Axuall’s board of directors and stated, “Axuall’s workforce optimization solutions address a top pain point for its customers, offers a sizable and demonstrable ROI, and is a testament to the team’s deep domain expertise with provider-facing technology solutions. Noro-Moseley is excited to invest in and be a part of Axuall’s rapid growth.”

In addition to growing its product, sales, and marketing teams, Axuall will use the capital raised to continue to develop its data partnerships across its network, which today consists of over 6,800 primary data sources. Funding will also be used to accelerate its API integration into the planning, recruiting, credentialing, enrollment, CRM, and electronic medical record systems that healthcare organizations use today.

“The growth we experienced since our inception tells us that being the connector to clinicians and their data is important to the ecosystem of our customers, vendors, and data partners,” stated Charlie Lougheed, Co-founder and CEO of Axuall. “We are humbled and honored by the support from the healthcare community and forward-looking investors as we address this opportunity to improve access to quality care.”

About Axuall

Built with leading healthcare systems, Axuall is a workforce intelligence company powered by a national real-time practitioner data network. The technology enables healthcare systems, staffing firms, telehealth, and health plans to dramatically reduce onboarding and enrollment time while providing robust data insights for network planning, analytics, and reporting. To learn more, visit or follow Axuall on LinkedIn.

About Noro-Moseley Partners

Noro-Moseley Partners is a growth equity firm backing leading entrepreneurs across the healthcare IT, healthcare services, and B2B software sectors. Since 1983, NMP has invested nearly $1 billion across more than 200 companies, and the managers of NMP’s current fund, Noro-Moseley Partners IX, have more than 60 years collectively of direct growth equity investing experience. Through NMP’s domain expertise, active board participation, and network that includes strategic health plan and hospital system limited partners, the firm aims to support management teams through key inflection points on their company’s growth trajectory.

Media Contact

Laura Hamilton
Senior Marketing Manager

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