Eric Eskioğlu

The reasoning is about representation rather than capability: "Respect and inclusivity should start at the top." Writing as a neurosurgeon who works closely with pharmacists, Eskioğlu sides with pharmacy colleagues in their dispute with the AMA and describes primary care physicians as already burned out by "overwhelming amounts of data and patient demands," concluding that "medicine is a team sport" and welcoming help that reduces cognitive overload.

The post lists C-suite roles at major provider organizations and asks where the chief pharmacy officer is, noting that a search of those organizations turns up none. Eskioğlu tags pharmacy and physician leaders and uses #medicineisateamsport and #pharmacyatcsuite.

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They predict AI will sit "at the forefront" of efforts to make care cheaper and more efficient, and compare its expansion to an existing professional turf fight: will the AMA object to "AI-scope creep" as it does to pharmacists taking on more clinical work? The argument is less about model accuracy than about who takes on new tasks—and who objects.

The pharmacy post closes by asking whether the AMA will complain about AI-scope creep too.

• In the post-election piece, Eskioğlu quotes Elon Musk inviting users to submit X-ray, PET, and MRI images to Grok for analysis.
• The description of Grok's accuracy is Musk's claim, not Eskioğlu's assessment.

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They point to healthcare at roughly 30% of US GDP, waste estimated by some at above 50%, and academic medical centers facing a shift in research indirect overhead rates from 50–70% to a flat 15%. They expect significant cuts, disruption, and scrutiny of what care actually costs.

The short Mass General Brigham post asks whether the system is "a Canary in the coal mine" and notes that many academic medical centers likely budgeted for the higher overhead figure in FY 2025.

• The election post applies the same lens to three predictions: healthcare becomes a major target for the Department of Government Efficiency, AI leads the efficiency push, and major dislocations follow.
• Eskioğlu frames that disruption as a needed intervention.

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Kennedy Jr. as a possible HHS secretary—as forces shaping healthcare decisions. They then separate operational questions from politics, asking commenters for healthcare opinions rather than political debate, and sign off with "Ad Astra Per Aspera!"

The election post states: "I request no political discussion, just your healthcare opinions." It directs readers to consider what the appointments mean for hospital spending and AI adoption, rather than the appointments themselves.

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Start here for the team-and-AI argument running through the other posts, in their own words.

Eskioğlu lists the executive roles common at large health systems — chief medical, nursing, financial, legal, consumer and technology officers — and asks where the chief pharmacy officer is.

• Pharmacy colleagues carry a large share of clinical delivery and roughly 15–20% of a system's revenue, yet are not at the table.
• The post argues that respect and inclusion should start at the top and that representation matters.
• Writing as a neurosurgeon who works closely with pharmacists, they side with pharmacy colleagues against the AMA's scope-creep complaint, saying primary care physicians are already overloaded with data and patient demands: "Medicine is a team sport."
• The closing question asks whether the AMA will object to AI-scope creep the same way.
• Tags include #medicineisateamsport and #aihealthcare.

For brands planning a campaign

A vendor whose pitch depends on where AI sits in the clinical hierarchy can lead with this post.

• Eskioğlu frames AI as another source of help for an overloaded physician, not a replacement, and treats pharmacy and non-physician roles as legitimate decision-makers.
• Outreach and content collaborations should include pharmacy and care-team stakeholders, not only physician-informatics buyers.

Read it for the policy-and-AI lens, including the cost and efficiency language they expect executives to use.

Eskioğlu makes three predictions after an election: the Department of Government Efficiency will target healthcare because it accounts for about 30% of US GDP and is widely seen as wasteful; AI will be central to making healthcare more efficient and less expensive, citing Elon Musk's Neuralink and Vivek Ramaswamy's pharmaceutical background; and major disruption will follow, which they expect to be a needed intervention.

• The post quotes Musk inviting users to submit X-ray, PET and MRI images to Grok for analysis.
• Eskioğlu asks commenters for healthcare opinions but explicitly rules out political discussion, then signs off "Ad Astra Per Aspera!"

For brands planning a campaign

For a healthcare AI company, this post shows the framing that travels with Eskioğlu: efficiency, savings and cost pressure rather than technology novelty. It sets a boundary — keep outreach on operational and clinical ground, not politics — and shows they will engage publicly with named AI products, making a product-comparison angle plausible.

The shortest item, it offers the clearest example of the budget-and-margin lens they apply to a reimbursement change.

Eskioğlu asks whether Mass General Brigham is "a Canary in the coal mine" and notes that academic medical centers will struggle to move from research indirect overhead rates of 50–70% to a flat 15%. They expect many academic medical centers to have budgeted for the higher figure in FY 2025, and close with "Interesting times indeed!" and a link out to further reading.

For brands planning a campaign

Less about AI than about how Eskioğlu reads institutional finances.

• The post supports a message built on margin, cost per case and budget risk rather than clinical enthusiasm alone.
• It also identifies academic medical center leadership as their audience, relevant when shortlisting who to involve in a pilot.

In the post-election piece, they quote Elon Musk inviting people to submit X-ray, PET, and MRI images to Grok for analysis, note that Musk calls the output "already quite accurate," and predict AI will sit "at the forefront" of making healthcare cheaper and more efficient, alongside Musk's Neuralink and Vivek Ramaswamy's pharmaceutical background. In a separate post, they ask whether the AMA will object to "AI-scope creep" the way it objects to pharmacists taking on more clinical work, placing AI in the same category as an existing scope-of-practice fight rather than a new one.

A rhetorical question slots AI into a familiar category of professional turf disputes.

For brands planning a campaign

A healthcare AI company can engage Eskioğlu on how AI changes who does which clinical task, not just on model accuracy. Their framing invites discussion of adoption inside hospital operations, oversight questions, and how existing professional bodies react to expanded roles.

Examples: Source 1 · Source 2

They attribute the gap to representation rather than capability: "Respect and inclusivity should start at the top."

• Writing as a neurosurgeon who works closely with pharmacists, they side with pharmacy colleagues in their dispute with the AMA and describe primary care physicians as burned out by "overwhelming amounts of data and patient demands," concluding that "medicine is a team sport" and welcoming help reducing cognitive overload.
• They tag named pharmacy and physician leaders in the post.

Cited a specific structural gap (no chief pharmacy officer) and connected it to a live professional dispute.

For brands planning a campaign

Eskioğlu's clearest recurring argument is about who belongs at the decision table and how task-sharing relieves overloaded clinicians. A campaign positioning a tool or service as support for an underrepresented clinical function—pharmacy, nursing, or primary care—has a natural opening.

Examples: Source 1

They note that many centers likely budgeted the higher figure for FY 2025 and close with "Interesting times indeed."

Much briefer than Eskioğlu's other posts and built around a linked article that the posts here do not discuss, so the underlying reporting could not be examined.

For brands planning a campaign

Useful for a campaign aimed at buying decisions under budget pressure. The post shows Eskioğlu reads reimbursement and overhead changes as the constraint shaping everything downstream, opening a conversation about cost-justifying new technology.

Examples: Source 1

They name Musk and Ramaswamy at DOGE and Robert F. Kennedy Jr. as a possible HHS secretary, and explicitly ask readers to keep politics out of the comments and discuss healthcare only.

Three numbered predictions, each tied to a named figure or headline statistic.

For brands planning a campaign

Eskioğlu makes forward-looking, named predictions about the regulatory and funding environment. A company planning thought-leadership content around policy-driven change in hospital spending can engage them for a candid, prediction-style piece rather than a purely technical one.

Examples: Source 1

The post criticizes the AMA; it does not present the organization as an affiliation or client.

Original disclosure

I am not an AMA member, but as a Neurosurgeon who works very closely with pharmacists, I have to agree with my pharmacy colleagues.

View example

Dalvi documents what happens when an EHR rollout reaches the unit floor: device shortages, Wi-Fi gaps and nurses taking on a new system alongside a full patient load.

• Eskioğlu writes about AI entering clinical workflows and which clinical groups absorb the new tasks.
• Readers interested in who does the work once a tool arrives will find the operational version of that question here.

Dalvi writes first-person field narratives from implementation site visits, with concrete detail and practical guidance for teams mid-rollout. Eskioğlu writes short executive arguments from a neurosurgeon’s vantage, focused on C-suite representation, policy and system costs rather than deployment logistics.

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Vercauteren focuses on the clinical workforce and how to build and retain it; Eskioğlu asks who belongs in the room when system decisions are made.

Vercauteren’s posts focus on programs and partnerships—career exploration, apprenticeships, community college and workforce board relationships, and conference takeaways—and record work underway. Eskioğlu’s are short, argumentative takes on pharmacy leadership, AI and healthcare economics, focused less on programs than on positions.

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Eskioğlu points to pharmacy’s share of clinical delivery and system revenue in arguing for a seat at the C-suite table; Rafiq writes about the finance function behind a pharmacy’s day-to-day operation.

Rafiq writes as a specialist pharmacy finance provider, summarizing guidance for pharmacy owners on bookkeeping, NHS statement reconciliation, VAT and HMRC compliance.

• Eskioğlu writes as a clinician-executive about pharmacy’s absence from leadership and where health-system money goes under budget pressure.
• The subject overlaps, but the vantage point and reader differ.

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Rafiq's posts frame the buying decision as a finance-staffing question: whether a pharmacy keeps bookkeeping in house, outsources to a specialist pharmacy accountant or takes a hybrid approach, and who handles NHS statement reconciliation, VAT treatment, HMRC compliance, management accounts and tax planning. A vendor selling financial software, virtual CFO services or back-office automation to UK pharmacy businesses would get a more direct message from Rafiq than from Eskioğlu, whose published arguments address hospital C-suite representation and system-level cost pressure rather than pharmacy-owner operations.

The topic overlap with a campaign seeking strategic insight on hospital decision-making is narrow.

• Both posts summarize an expert article produced by the same firm and read as service promotion.
• They show how Rafiq frames a finance offer, not independent analysis of clinical technology adoption.
• Eskioğlu's posts do not address AI, clinical documentation, imaging or hospital purchasing, or indicate an executive or clinical-informatics audience.
• A healthcare AI vendor seeking strategic insight on hospital decision-making would be entering a different conversation and would need to provide that insight itself.

Examples: Source 1 · Source 2

The two posts are detailed first-person accounts of EHR implementation site visits: device-to-user ratios that become visible only at peak times; equipment listed as available but unusable; workarounds such as extension cords used as permanent power and paper processes filling system gaps; Wi-Fi dead zones found room by room; and the argument that a readiness model built for inpatient nursing breaks down in pharmacy, medical imaging or allied health.

• The second post describes multi-initiative fatigue on nursing units and practical responses — a trusted person per shift, same-day availability and one-page reference guides handed out on the floor — as well as the distinction between a unit that absorbed a change and one that survived it with workarounds.
• For a vendor facing frontline resistance, Dalvi offers concrete, inspectable experience that Eskioğlu does not publish.

Dalvi's posts focus on implementation execution and clinician workflow, not executive budget decisions or AI product evaluation.

• They do not name an AI tool or address C-suite cost or efficiency arguments, and do not show an executive audience.
• A campaign built around Eskioğlu's themes — who sits at the decision table, how AI-assisted work is accounted for and how academic medical centre margins are shifting — would need a different treatment if Dalvi were the voice.
• Ask for audience data before relying on Dalvi to reach executives.

Examples: Source 1 · Source 2

The posts describe representing Tufts Medicine and Lowell General Hospital at a life-sciences event and attending a conference hosted by UW Health.

• They set out a workforce agenda: youth career exploration; partnerships with high schools, community colleges, universities, workforce boards and community organisations; apprenticeships, career pathways and retention; and the position that no single organisation can solve workforce shortages alone.
• A vendor selling AI documentation, scheduling or training tools to workforce or talent leaders, with a pitch focused on capacity and staffing rather than clinical accuracy, would find a closer starting point here than in Eskioğlu's posts.

Eskioğlu's posts do not cover AI, clinical software purchasing or hospital technology decisions, so an AI vendor engaging Vercauteren would be asking them to extend beyond the topics in their posts.

• The content is largely event recap and partnership appreciation, with fewer specific operational observations than Dalvi's posts or Eskioğlu's arguments on scope and cost.
• It shows a workforce-development role and a network, not a track record of technology commentary.

Examples: Source 1 · Source 2