The problem we care about most is the time tax on clinicians — the hours per shift that don't touch a patient. That tax is paid in burnout, turnover, and quietly worse care.
We also work on the upstream causes: documentation that exists to satisfy billing rather than clinical communication, prior auth workflows that punish providers for trying to deliver care, and discharge planning that runs on whiteboards and fax machines.
The surface problem is administrative. The underlying problem is that the people doing the work have no leverage. We give them leverage.
