Christopher Kunney is a healthcare IT leader and host of the Straight Outta Health IT podcast. His public posts focus on digital health, AI governance, and health equity, including how technology decisions affect safety-net and community providers. He also describes serving as board chair of OneHealthEHR, which is piloting electronic health records in clinics in Liberia and Ghana.
Useful for healthcare IT talks and working sessions on AI vendor risk, EHR strategy, and health equity.
Best for
Health IT consulting firms or health system events needing a keynote and advisory session.
Not for
Consumer wellness brands wanting scripted podcast series with no vendor criticism.
Key takeaways
He asks leaders to weigh AI and vendor risks and contract protections.
He says adoption depends on workforce literacy, clear accountability, and understanding the problem first.
He describes board chair role at OneHealthEHR piloting records in Liberia and Ghana.
Check first: Confirm fees, availability, and independent details on the OneHealthEHR pilot before contacting them.
Main ideas
Judge health technology by who bears the risk · Start with the problem, people, and safeguards—not the AI tool · Digital health depends on preparing people to use and lead it
Christopher Kunney is a healthcare IT leader and host of the Straight Outta Health IT podcast, which he describes as covering healthcare delivery, innovation, and health equity.
His public work connects technology choices to their effects on patients and providers: he asks health system leaders to weigh AI and vendor risks, and he links digital health records to care in Ghana and Liberia.
His posts also show involvement in healthcare leadership education and professional events.
The supplied material does not identify a signature book or provide a broader career history, so those parts of what people may search for remain unaccounted for.
Kunney’s distinctive contribution in these posts is translating health technology debates into practical questions about people, governance, and equity.
On AI, he argues that adoption depends on workforce literacy, clear accountability, and understanding the problem before choosing a tool.
On vendor risk, he turns financial uncertainty into questions leaders can use to examine their AI plans and contract protections, while noting that safety-net hospitals, rural providers, and community clinics may have less room to absorb disruption.
His account of the OneHealthEHR pilot connects that equity concern to a concrete digital-records effort in Liberia and Ghana, and to a question rooted in his earlier medical mission: what happens to a patient’s health information after a care team leaves?
Follow his work for this mix of healthcare IT commentary, leadership education, and a focus on who benefits—or bears the costs—when systems change.
Christopher Kunney’s posts repeatedly make a practical case for connecting health technology to the people and communities affected by it.
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The clearest through-lines are equitable risk management, governance before tool adoption, and preparing people to lead digital health work.
Judge health technology by who bears the risk
Kunney argues that technology decisions are also equity decisions.
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A promising innovation does not count as progress if the organizations with the least room to absorb disruption are left with higher costs, lost services, or abandoned products. The same principle appears in his posts about AI investment, leadership bias, and global health records.
In discussing AI and vendor finances, Kunney says safety-net hospitals, rural providers, and community clinics may be hurt first if vendors pull back or raise prices.
He calls for making sure communities that benefited least from an AI boom are not first to pay for its downturn.
In a separate post, he connects leaders’ recognition of bias to patient safety and quality of care.
The idea spans both near-term U.S. health-system decisions and longer-term work on digital records in Ghana and Liberia.
Start with the problem, people, and safeguards—not the AI tool
Kunney’s AI argument is less about predicting whether the technology will succeed than about whether organizations are ready to use it responsibly.
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He calls for enterprise-wide AI literacy, clear accountability, a well-defined problem, and contracts that protect data, pricing, and service if a vendor changes course.
After raising questions about the financial health of major technology companies, Kunney asks health leaders whether AI features solve real clinical or operational problems, what happens to an AI roadmap if vendors pull back, and whether contracts protect the organization. At a Georgia HIMSS panel, he states that AI succeeds or fails on people and process before the technology itself.
Digital health depends on preparing people to use and lead it
Kunney treats training as part of technology implementation, not an afterthought.
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His posts connect workforce preparation to AI adoption in health systems and to the use of electronic records in clinical education. That makes his interest in health IT about both the systems being built and the people who will govern and use them.
He says AI literacy should reach the whole enterprise.
In a post about a OneHealthEHR pilot in Liberia and Ghana, he describes exploring use of the EHR to train nursing and telemedicine students at Fountainhead Christian College.
He also says that the systems built are only as good as the people prepared to lead them.
The posts connect a stated priority in health IT leadership and student preparation with a global-health training possibility; they do not report outcomes from that proposed collaboration.
This answers the first question a newcomer has about a creator: what do they actually make, week to week?
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It is the entry point to the largest body of work described in the reviewed posts.
Kunney promotes Straight Outta Health IT as "the award-winning podcast where we get unfiltered about healthcare delivery, innovation, and health equity," with the tagline "No fluff.
No filter.
No fear."
The post points listeners to YouTube or their usual podcast app.
It is the clearest statement in the reviewed material of what Kunney produces on an ongoing basis, and it names health equity as a standing subject rather than a one-off theme.
For brands planning a campaign
A keynote or advisory engagement can be positioned alongside the podcast, giving a healthcare IT audience a way to hear Kunney's point of view before and after a live session.
It shows how Kunney thinks when a technology story is really a risk story, and it demonstrates a habit of translating financial and vendor news into decisions a health system leader can act on.
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Kunney takes a widely shared argument that Oracle triggered an AI bubble implosion and reframes it for a healthcare audience.
The point is that Oracle Health, formerly Cerner, is the clinical backbone for many hospitals and for the VA's EHR modernization, so a financial story about one vendor is also a clinical continuity story.
Kunney states plainly that they are not predicting a collapse and are not telling anyone to panic about their EHR.
Instead they list practical questions for CIOs, CMIOs, and boards: what happens to an AI roadmap if the vendors funding it pull back, are we buying features that solve real problems or features built to justify someone else's capital spending, and do contracts protect data, pricing, and service levels if a partner restructures.
The post also names an equity consequence, arguing that safety-net hospitals, rural providers, and community clinics have the least margin to absorb price hikes or abandoned products.
For brands planning a campaign
This is well suited to a board or executive session on AI vendor concentration and contract risk, since the argument is already organized as a set of questions leadership can work through.
It is the most personal original in the set and the one that explains why global health and health equity are commitments rather than topics.
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A reader who wants to understand Kunney's motivation rather than only their opinions should start here.
Kunney connects an October 2015 medical mission to Accra with CaringMeds, where they joined as the only non-clinician and the IT subject matter expert, to current work as Board Chair of OneHealthEHR.
The post describes ten days of care for more than 500 Ghanaians across the capital, an orphanage, and remote villages, and the question that stayed with them: what happens to a patient's health story after the team leaves.
The answer at the time was paper records or no records.
OneHealthEHR is described as the first electronic health record platform designed for the African Diaspora, with founder Richmond Appleton in West Africa and a pilot launched in eight clinics across Liberia and Ghana.
Kunney also describes an exploration with CaringMeds and Fountainhead Christian College to use the EHR as a training tool for nursing and telemedicine students, and closes with the Akan Sankofa proverb about going back for what has been forgotten.
For brands planning a campaign
This supports global health, health equity, and digital records engagements, and gives an organizer a concrete project to anchor a session around instead of a general equity theme.
It is the shortest, most direct statement of Kunney's position on AI adoption, useful before reading the longer vendor-risk piece.
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Kunney recaps a Georgia HIMSS Annual Conference panel titled "Colleague or Competition?
How AI Is Reshaping Roles, Skills, and Careers in Healthcare IT."
Their stated message on the panel was that AI succeeds or fails on people and process long before the technology comes into play, which means building AI literacy across the whole enterprise, defining who is accountable, and understanding the problem before choosing a tool.
The post also credits fellow panelists and moderator by name and notes 25-plus years in health IT.
For brands planning a campaign
A practical fit for workforce, AI governance, or change-management sessions, where the argument gives an audience an accountability checklist rather than a technology tour.
It shows the equity work in a leadership-education setting, with a named audience and a scheduled program, not just commentary.
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As Chair of the ACHE of Georgia Diversity and Inclusion Committee, Kunney invites readers to a virtual program on implicit bias and its impact on healthcare leadership, held November 19 from 12:00 to 1:30 PM ET and approved for 1.5 hours of ACHE Virtual Interactive Credit.
The session outline covers recognizing bias, resources for addressing it, how DEI efforts counter bias in practice, keeping DEI an active priority, and the effect of implicit bias on patient safety and quality of care.
Registration is capped at 90 participants.
Kunney frames the topic as operational, tying it to the financial and operational health of organizations and calling it "HealthTechquity in action."
For brands planning a campaign
Useful for organizations wanting a moderated leadership session on equity that carries continuing-education credit, or as a model for structuring an interactive program.
It is the clearest self-description of Kunney's experience and teaching priorities in their own words, which helps a reader place the other posts in context.
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Kunney describes attending the Kennesaw State University Coles College Five in Flight Alumni Awards and being invited to join the KSU Healthcare Management and Informatics Advisory Board.
They name the honorees and the dean, note the alumni network of more than 40,000, and summarize their own position: more than 25 years at the intersection of healthcare and technology, and the belief that "the systems we build are only as good as the people we prepare to lead them."
The stated mission is "to make a positive impact on the human condition."
For brands planning a campaign
Relevant to university, training, or workforce-development partnerships where an advisor or guest speaker is needed.
EHR modernization and global health implementation2
Health equity leadership and DEI programming1
HealthTechquity as a working lens
Kunney repeatedly uses the term HealthTechquity to connect health IT choices to equity outcomes.
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In one post, Kunney warns that when AI investment contracts, safety-net hospitals, rural providers, and community clinics are hurt first and hardest, and frames the goal as preventing communities that were last to benefit from a boom from being first to pay for a bust.
In another, Kunney links implicit-bias training to patient safety, quality of care, diverse leadership, and organizational health.
A third describes a decade-long effort to digitize health records in Ghana and Liberia and train Ghanaian nurses on digital records.
Kunney frames technology decisions as equity decisions and moves between U.S. provider risk and global-health implementation.
For brands planning a campaign
A brand can evaluate Kunney for equity-centered health IT programming: a keynote or panel that ties technology procurement, AI governance, and clinical adoption to effects on under-resourced providers. Best fit for audiences of health system leaders, CIOs, CMIOs, DEI officers, or global-health funders who need the equity case made concrete.
In one post, Kunney asks health IT leaders practical questions: what happens to an AI roadmap if the vendors funding it pull back; whether AI capabilities solve real clinical and operational problems or justify someone else's capital spending; whether contracts protect data, pricing, and service levels if a strategic partner restructures; and whether AI strategy rests on infrastructure the organization actually understands.
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In another post, Kunney says AI succeeds or fails on people and process long before the technology comes into play, calling for enterprise-wide AI literacy, clear accountability, and problem definition before tool choice.
Kunney uses direct questions to turn a financial-market story into a governance checklist for health system leaders.
For brands planning a campaign
Strong fit for a keynote, fireside, or advisory session on AI governance and vendor risk. A brand can position Kunney to help health system leaders stress-test AI roadmaps, contract protections, and internal accountability rather than only vendor selection.
EHR modernization and global health implementation
One post describes Kunney's role as board chair of OneHealthEHR, an electronic health record platform designed for the African Diaspora, and a pilot launched in eight clinics across Liberia and Ghana.
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The same post connects that work to an earlier 2015 medical mission in Accra and to a possible collaboration using the EHR as a training tool for nursing and telemedicine programs. Another post highlights Oracle Health's role as a clinical backbone for hospitals and the VA's EHR modernization program when discussing vendor financial risk.
The clinic pilot and its launch are described in Kunney's own post; no independent confirmation of clinic count, outcomes, or partner agreements is supplied in this evidence.
For brands planning a campaign
A brand can engage Kunney for EHR strategy and global-health implementation conversations, especially where clinical training, disease surveillance, and low-resource settings are part of the brief. Kunney can speak to board-level governance of an EHR pilot as well as the U.S. vendor-risk side.
One post announces a virtual ACHE of Georgia program on implicit bias and healthcare leadership.
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Kunney identifies as chair of the ACHE of Georgia Diversity & Inclusion Committee and frames bias recognition as a leadership responsibility affecting hiring, promotion, policy, patient safety, and quality of care. The session covers recognizing bias, resources for addressing it, keeping DEI an active priority, and a first step leaders can take.
Kunney promotes a structured educational program with learning objectives and credit approval, not just a statement of values.
For brands planning a campaign
A brand can book Kunney for DEI and inclusive-leadership sessions aimed at healthcare executives, including continuing-education formats. The fit is strongest when the brief wants practical leader-level action rather than general diversity messaging.
One post describes Kunney joining the Kennesaw State University Healthcare Management and Informatics Advisory Board after more than 25 years at the intersection of healthcare and technology.
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Kunney says the systems we build are only as good as the people prepared to lead them and cites preparing students to design, govern, and humanize the future of health IT. Another post calls for AI literacy across the whole enterprise, while a third points to training Ghanaian nurses on digital records from day one.
For brands planning a campaign
A brand can evaluate Kunney for workforce, education, and mentoring campaigns, including university partnerships, student-focused programming, or continuing-education sessions on AI literacy and health IT leadership.
One post promotes Straight Outta Health IT, which Kunney describes as an award-winning podcast covering healthcare delivery, innovation, and health equity with no fluff, no filter, and no fear.
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The post directs listeners to YouTube or podcast channels and uses a high-energy, audience-facing tone. Two other posts show Kunney appearing on conference panels and stages, so the podcast sits alongside a broader media and live-event presence.
Kunney uses a direct, promotional voice and positions the podcast as an alternative to passive media consumption.
For brands planning a campaign
A brand can consider a sponsored episode, guest interview, or podcast-series partnership where the goal is candid, practitioner-led discussion of health IT and health equity. Evaluate whether the brand can accept the unfiltered format and whether the topic fits a health delivery or innovation audience.
One post announces Kunney speaking at the Georgia HIMSS 2026 Annual Conference and invites attendees to connect and share what keeps them up at night in health IT.
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Another recaps a Georgia HIMSS panel titled Colleague or Competition?
How AI Is Reshaping Roles, Skills, and Careers in Healthcare IT, where Kunney's message centered on people, process, AI literacy, and accountability.
A third shows Kunney at a university alumni awards event and joining an advisory board.
For brands planning a campaign
A brand can use Kunney as a conference speaker, panelist, moderator, or event host for health IT audiences. Best fit where the brand wants audience interaction, practitioner stories, and a message that AI adoption depends on people and process.
One post uses a personal decade arc: a 2015 medical mission, a lasting question about what happens to patients' health records after the team leaves, and a 2026 EHR pilot.
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It closes with the Akan Sankofa proverb: It is not wrong to go back for that which you have forgotten.
Another post states Kunney's mission as making a positive impact on the human condition.
A third ties leadership bias work to patients and communities.
First-person narrative, a long time horizon, and a proverb are used to make the technology work feel personal and purposeful.
This is Kunney's own framing of mission and career arc; the evidence does not independently verify the biography, credentials, or organizational roles behind it.
For brands planning a campaign
A brand can evaluate Kunney for mission-driven keynotes and storytelling that connect health technology to human outcomes. This approach suits brands that want an emotional through-line without abandoning operational detail.
Kunney describes serving as board chair of OneHealthEHR and says it is exploring work with CaringMeds and Fountainhead Christian College.
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His posts also promote Straight Outta Health IT; they do not state that he owns the podcast.
OneHealthEHR
Disclosed partnership
Kunney says he serves as board chair.
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He describes the organization’s EHR pilot in clinics in Liberia and Ghana and a possible collaboration with CaringMeds and Fountainhead Christian College to train nursing students.
Kunney describes an earlier vision for a nursing and telemedicine program with the college and says it is exploring a collaboration with CaringMeds and OneHealthEHR to use the EHR as a training tool.
Christopher Kunney connects health technology decisions to the people and communities affected by them.
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His posts ask health system leaders to test AI against real clinical and operational needs, scrutinize vendor resilience, and consider who bears the cost when plans falter.
Readers interested in patient voice and board governance may also find Donna Cryer’s work useful; for workforce analytics and capacity planning, see Arne B.; for billing, coverage, and patient financial experience, see Seth Cohen.
Both argue that people often left out of institutional decisions should shape them.
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Cryer draws on patient experience and board and committee work; Kunney applies an equity lens to health technology and the providers and communities affected by it.
Cryer focuses on patient advocacy, regulatory science, and governance.
Kunney focuses more on health IT systems, AI oversight, and implementation.
Choose Cryer for patient voice in governance and clinical research; Kunney for technology strategy and adoption.
Both write about how health systems can use technology and data to make operational decisions, including in federal health settings.
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Arne B. highlights how quickly staffing and bed capacity can change; Kunney likewise urges leaders to question whether their technology plans and vendor relationships are built to last.
Arne B. concentrates on predictive staffing, workforce intelligence, and operational visibility.
Kunney ranges across AI governance, equity, and health IT education.
Follow Arne B. for capacity analytics and Kunney for technology strategy and its wider effects.
Both connect health system operations to patient impact and trust.
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Cohen examines how coverage loss and billing practices affect patients and providers; Kunney asks how technology choices affect access and which communities bear the risks.
Cohen focuses on patient billing, coverage, and revenue-cycle tools.
Kunney focuses on clinical technology governance, EHRs, and digital health equity.
Choose Cohen for patient financial experience and Kunney for AI oversight and health IT.
The one measured audience figure for Christopher Kunney is on LinkedIn: 22,634 followers recorded on 8 October 2026.
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That is a platform count, not a breakdown — it says how many people follow the account, not who they are.
The reviewed posts point to a professional health-IT following.
They document participation in Georgia HIMSS panels and chapter events, an ACHE of Georgia diversity and inclusion program, an advisory board seat tied to a university healthcare informatics program, and HealthTechquity and EHR work, and they repeatedly address health system leaders, informatics and clinical staff, consultants, and students.
Read that as described audience context drawn from the content itself, not as measured composition.
For a speaker or advisory engagement aimed at health IT decision-makers and health-equity programs, LinkedIn is the sensible primary placement and the natural home for a sponsored series or co-hosted discussion tied to the Straight Outta Health IT podcast, whose audience is not separately measured in this evidence.
For a campaign that needs verified job titles, employer names, or seniority bands, the evidence does not support those claims.
Next step: ask Kunney for recent post impressions, engagement rate, and follower growth, and for any audience survey or platform demographics export.
A demographics export can inform geography, age, and gender; for employer, occupation, and seniority, ask specifically whether audience survey results or another documented source exist.
No sponsorship or partnership offer is documented in the material reviewed.
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The posts show the channels a brand could approach, but not a published package: there is no media kit, rate card, disclosure of paid placements, or partnership inquiry page.
What Kunney does publicly is produce and promote Straight Outta Health IT, described in their own post as an award-winning health IT podcast, distributed on YouTube and other podcast platforms.
Kunney also speaks at industry events, including the Georgia HIMSS 2026 annual conference and a Georgia HIMSS panel on how AI is reshaping roles, skills, and careers in healthcare IT, and chairs the ACHE of Georgia Diversity & Inclusion Committee, promoting its virtual program on implicit bias in healthcare leadership.
Kunney further serves as board chair of OneHealthEHR, an electronic health record initiative for the African Diaspora, and writes about the medical mission organisation CaringMeds; both posts ask readers to visit the organisations' websites to support the work.
Those are real entry points for podcast sponsorship, conference-adjacent programming, or a mission-aligned collaboration, but availability, terms, and pricing are not stated anywhere in the reviewed material, so they would have to be agreed directly.
Recommended for the keynote and for the working session, with the advisory portion scoped as a facilitated decision exercise rather than a general strategy consultation. The evidence supports the speaking role directly and the advisory role partially.
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Brief
A healthcare IT consulting firm is running a customer event for hospital, health system, and payer leaders. It wants a keynote plus an advisory working session on AI vendor risk, EHR strategy, and health equity, and it wants the speaker to remain available for two follow-up advisory calls after the event.
Reasons
The topic match is specific, not thematic. In the post about Oracle Health, Kunney turns a financial story into a set of questions a CIO, CMIO, or board can work through: what happens to an AI roadmap if the vendors funding it pull back, whether AI spend solves real clinical and operational problems or justifies someone else's capital spending, whether contracts protect data, pricing, and service levels if a partner restructures, and whether AI strategy rests on infrastructure the organization understands. That is already the shape of a working session.
There is a second, shorter statement of the same position that works well as the keynote spine. On the Georgia HIMSS panel about how AI is reshaping roles, skills, and careers, Kunney's stated message was that AI succeeds or fails on people and process long before the technology comes into play, which means enterprise-wide AI literacy, a named accountable owner, and problem definition before tool selection.
The equity angle is tied to the same argument rather than bolted on. The vendor-risk post names safety-net hospitals, rural providers, and community clinics as the organizations with the least margin to absorb price increases, delayed roadmaps, or abandoned products, and frames the goal as preventing the communities that were last to benefit from a boom from being first to pay for a bust. For a consulting firm selling into these systems, that gives the session a defensible reason to exist beyond AI enthusiasm.
There is a demonstrated live-event track record. Kunney announced speaking at the Georgia HIMSS 2026 Annual Conference, recapped the Georgia HIMSS panel by name with fellow panelists and the moderator, and promoted an ACHE of Georgia virtual program approved for 1.5 hours of ACHE Virtual Interactive Credit with registration capped at 90 participants. Program design with credit approval and a participation cap is evidence of running structured education, not just giving remarks.
The advisory part is supported but narrower. Kunney chairs the ACHE of Georgia Diversity and Inclusion Committee and sits on the Kennesaw State University Healthcare Management and Informatics Advisory Board, and states more than 25 years at the intersection of healthcare and technology. That is advisory-board experience, not a published consulting practice. Scope the follow-up calls as review of the client's AI governance checklist and contract questions, and agree the boundaries in writing.
Limits
No fee, rate card, media kit, or booking terms are documented anywhere in the reviewed material, so pricing and availability would have to be agreed directly.
There is no published client list or case study for advisory work in this evidence, so the firm cannot point to prior paid engagements when making an internal case.
Global-health work, including the OneHealthEHR role and the Liberia and Ghana pilot, is described in Kunney's own post only; no independent confirmation of clinic counts, outcomes, or partner agreements was supplied. Keep those examples as context and do not build a procurement claim on them.
When to choose a specialist
Not a fit as written. The mismatch is not a matter of degree. It is spread across audience, editorial posture, and the documented commercial record, and none of the three is close.
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Brief
A consumer wellness brand wants a paid, fully scripted podcast series. Every episode would follow approved brand copy, the host would avoid any criticism of named technology vendors or health systems, and the target listener is a general consumer interested in personal wellness and wearable devices.
Reasons
The declared audience does not overlap. The measured figure is 22,634 LinkedIn followers recorded on 8 October 2026, and the posts address health system leaders, informatics and clinical staff, consultants, and students, along with telemedicine and nursing training. There are no consumer-facing posts and no consumer audience figures in the reviewed material.
The editorial posture is the opposite of scripted brand copy. Straight Outta Health IT is promoted as the podcast where the host gets unfiltered about healthcare delivery, innovation, and health equity, with the tagline no fluff, no filter, no fear. A format built on refusing a filter is a poor vehicle for a show where the host may not criticise vendors.
The criticism is already on the record, so the conflict is knowable in advance. The Oracle Health post describes a debt-funded data center buildout of historic scale, a force majeure notice delaying lease payments on a Stargate site, data center loans trading below par, and rising credit default swap costs at one of the world's largest technology companies, and it asks whether health systems are buying features built to justify someone else's capital spending. A brand-safety script that excludes this kind of commentary would strip out the reason the audience listens.
There is no documented commercial format to buy. The reviewed posts show no media kit, rate card, disclosed paid placement, or partnership inquiry page. A fully scripted series requires a package that does not exist in the evidence, and the strongest entry point described is a podcast sponsorship, conference-adjacent programming, or a mission-aligned collaboration agreed directly.
One narrower version could work. If the brand drops the script and the consumer target and instead sponsors an unbranded episode or a series segment aimed at health IT practitioners on a topic such as AI literacy or digital records in low-resource settings, the audience and editorial posture line up. That is a different brief, not a fix to this one.
A worked campaign example
Angle
Sell the session as a decision exercise, not a trends talk. The promise is that attendees leave with a written governance checklist they can take into their next vendor or board conversation.
Assets to prepare
A one-page checklist built from the four vendor-risk questions, given to attendees as a working document rather than a summary slide.
A short pre-read drawn from three items: the Oracle Health vendor-risk post, the Georgia HIMSS panel recap on AI and roles, and the OneHealthEHR and Ghana pilot post. The pre-read lets the equity block start from a concrete project instead of a definition.
A named alternative slide, so the client's procurement team can see the comparison: a health IT analyst or a CIO peer who covers AI procurement from the buyer side. The tradeoff is that an analyst brings market data and vendor comparisons, while Kunney brings practitioner framing and equity consequences. Decide which the audience needs before booking.
A shortlist or next-step handout: the three commitments from the close, plus the two follow-up calls and the owner for each. This is what turns a keynote into a pipeline conversation.
An equity-credit option, following the model of the ACHE of Georgia programme: if the client is an ACHE-affiliated organisation, check whether the working session can be submitted for virtual interactive credit. Credit approval plus a participant cap is an event design pattern already used in the reviewed material.
Brief
Take the first brief as written: a keynote plus a working session on AI vendor risk, EHR strategy, and health equity for hospital and health system leaders, with two follow-up advisory calls.
Session outline
Opening, 10 minutes: the vendor-concentration problem. Use the Oracle Health framing. A financial story about one company is also a clinical continuity story, because that company is the clinical backbone for many hospitals and for the VA's EHR modernisation programme. State plainly that this is not a prediction of collapse. The point is that health system leaders should ask practical questions while the stakes are still theoretical.
Middle, 30 minutes: four questions worked in small groups. What happens to our AI roadmap if the vendors funding it pull back? Are we buying capability that solves a real clinical or operational problem, or features built to justify someone else's capital spending? Do our contracts protect data, pricing, and service levels if a strategic partner restructures? Is our AI strategy built on infrastructure we actually understand? Each table writes down its current answer and the gap.
Equity block, 15 minutes: who pays when the cycle turns. Safety-net hospitals, rural providers, and community clinics have the least margin to absorb price increases, delayed roadmaps, or abandoned products. Ask each table to name one decision in front of them where the equity consequence and the financial consequence point the same way. This is the part a consulting firm can carry into a follow-up engagement, because it converts an abstraction into a procurement question.
Close, 15 minutes: people and process. The short Georgia HIMSS statement is the anchor, that AI succeeds or fails on people and process long before the technology comes into play. Three commitments to take away: enterprise-wide AI literacy, a named accountable owner, and problem definition before tool selection.
Follow-up advisory calls: 45 minutes each, within 30 days. Call one reviews the client's drafted AI governance checklist against the four questions. Call two reviews contract and vendor-risk language with the client's legal and procurement staff on the line. Agree in advance that these are review and challenge sessions, not a strategy deliverable, because no published consulting scope or rate information exists in the reviewed material.
What to ask before booking
Fee, travel terms, and availability, none of which are documented in the reviewed material.
Confirmation that the client's own AI or vendor relationships do not conflict with the vendor-risk material, since the session names a specific large vendor.
Whether the client can supply redacted contract language for the second advisory call, or whether that call should be run as a question-and-answer session instead.
Whether the client wants the global-health material included at all, given that the Liberia and Ghana pilot is described in Kunney's own post and no independent confirmation of outcomes was supplied.
Choose Cryer when the session's center of gravity is the patient's seat at the table rather than vendor concentration.
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Her strongest material is about what a patient perspective does inside formal decision bodies: she describes serving on the FDA's Gastrointestinal Advisory Committee, where she says the patient view changed which questions were asked, how trial data was evaluated, and whether a trial population was diverse enough for the disease state, and she describes two terms on the Executive Committee of the Clinical Trials Transformation Initiative, a Duke and FDA partnership, working alongside global regulators and health system chief executives.
Her practical framing is that the reason diverse directors are recruited is to make the room think differently, not to make it look different, and she gives two questions a director can act on: name the one perspective only you bring, then check whether you actually raised it in the last three meetings.
For an audience of hospital and health system leaders who need to hear a governance and patient-trust argument, she can deliver a more grounded session than a technology-risk talk.
Cryer does not cover the buyer's stated core subjects.
Nothing in the reviewed posts addresses AI vendor concentration, cloud or data-center financing exposure, EHR procurement risk, or contract protections if a technology partner restructures — the questions the consulting firm wants worked in the room.
Her evidence sits at the clinical-trial, regulatory-advisory, and board-governance layer, so the AI vendor-risk working session would have to be dropped or handed to another speaker.
She also brings less on live event programming in this material: the ACHE-style credit-approved program design that supports Kunney's keynote plus workshop format does not appear for her.
If the firm's customer event is built around AI procurement decisions, her session would be an equity and governance companion, not a substitute for the main session.
Choose this alternative when the client's actual problem is operational workforce planning inside a large or federal health system, and equity is secondary.
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The reviewed posts argue that healthcare staffing is not static and that available staffed beds can fluctuate roughly every fifteen minutes with staffing levels, patient acuity, census, and operational conditions, based on research described with the U.S.
Department of Veterans Affairs.
The posts list the capabilities that follow: real-time workforce intelligence, predictive staffing analytics, enterprise-wide operational visibility, dynamic staffed-bed management, and command-center style coordination, with the framing that large federal systems need the equivalent of air traffic control for workforce and patient capacity.
The second post makes the sharper argument for a leadership audience: the sector keeps asking how many clinicians there are, when the more useful question is how effectively the existing workforce is used, and most organizations still cannot answer in real time which units will be short tomorrow or where staff can be safely redeployed.
For a briefing to chief operating officers, nursing operations, or federal health leaders, this is a tighter match than a HealthTechquity keynote.
This material is narrow by design and leaves the campaign brief's other two pillars uncovered.
There is no equity argument in the reviewed posts — no discussion of which communities or facilities absorb the cost when technology or staffing plans fail, and no safety-net or rural-provider framing.
There is also no AI vendor-risk content: no treatment of vendor financial health, contract protections, or procurement exposure, which is the working-session centerpiece.
The posts read as vendor-adjacent thought leadership on workforce technology rather than a critique of how health systems buy technology.
A client wanting a keynote that ends in a governance checklist would need a different speaker for that portion.
Choose Cohen when the audience is revenue cycle, finance, and patient-access leadership and the live problem is what happens to the bill.
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The reviewed posts are unusually specific about the mechanism.
One lays out why a covered patient can become a self-pay patient without warning: when premiums go unpaid through a 90-day grace period, coverage terminates retroactive to the end of month one, so services in months two and three flip from commercial to self-pay and the takeback notice arrives after the claim was already worked and closed.
It cites Blue Cross Blue Shield of Arizona losing 30 percent of its 2026 ACA enrollees to nonpayment against 2 percent the prior year, and reports that roughly 14 percent of ACA enrollees nationally have missed payments.
The second post makes the design argument: a strong revenue cycle used to mean getting the bill out accurately and on time, and now means patient trust and a clear path to pay, because sending the same statement on the same schedule to every patient produces different results.
For a health system finance audience, that is a more directly usable session than an AI governance talk.
The commercial position is part of the evidence.
Cohen's posts describe a platform's own data, roughly 40 percent of collectible dollars coming from patients without insurance coverage, and frame the solution around a named AI and data engine that complements major EHRs, so the perspective is that of a company selling into the problem rather than an independent observer of it.
That is a different editorial posture from Kunney, whose vendor-risk post questions whether health systems are buying features built to justify someone else's capital spending.
Cohen's material also does not address vendor concentration risk, EHR modernization exposure, or equity framed as community access to care; it reframes equity as clearer billing and payment support.
A consulting firm that wants open criticism of large technology vendors would gain the revenue-cycle specifics but lose the critical stance.
This profile draws on seven public LinkedIn posts by Christopher Kunney, read in full.
They cover AI and vendor risk, a Georgia HIMSS panel on AI and health IT roles, a Georgia HIMSS 2026 conference appearance, an ACHE of Georgia implicit-bias program, a Kennesaw State advisory-board appointment, the Straight Outta Health IT podcast, and a OneHealthEHR pilot in Liberia and Ghana that recounts a 2015 medical mission.
Where a post carried a date, it fell in October 2026.
Topics, recurring ideas, brand relationships, similar-creator comparisons, and campaign fit come from those posts only.
Gaps remain and shape the page.
No fee, rate card, media kit, booking terms, or partnership inquiry route appears in the reviewed material.
No podcast episodes or transcripts were supplied, so the show is described from Kunney's own promotional post.
Global-health outcomes, clinic counts, and partner agreements are self-reported in a single post.
The reviewed evidence also does not document a signature book, published client list, or broader career history, so those name-search areas remain open.
Recent engagement
Across their last 5 LinkedIn posts, the median post got 18 reactions and 3 comments. Checked 2026-11-02.
