# Sana Dalvi

Sana Dalvi works in healthcare IT, with a focus on EHR implementation, clinical workflow readiness, and supporting care teams through digital change.

- Profile: https://b2binfluencer.marketing/creators/sana-dalvi/
- LinkedIn: https://www.linkedin.com/in/sanadalvi
- LinkedIn followers: 1,576
- Topics: healthcare, change-management
- Based on 12 dated posts, latest 2026-08-31

## Summary

Sana Dalvi is most useful for practical EHR implementation, clinical workflow readiness, and clinician adoption support.

- Best for: A healthcare IT consulting firm staffing pre-go-live readiness and clinician adoption across inpatient and ambulatory units.
- Not for: A US consumer health app seeking paid awareness and app installs from a general audience.
- Check first: Confirm references, delivery evidence, post dates, audience fit, and regulatory context.

### Takeaways

- The unit floor, not the project plan, decides whether an EHR rollout works.
- Clinicians are not resistant; they are saturated.
- Privacy and accreditation standards are a design foundation, not a checklist.

## Main ideas

- **The unit floor, not the project plan, decides whether an EHR rollout works**: Sana Dalvi argues that the most underestimated phase of an EHR implementation is not go-live but the pre-go-live site visit. Project plans and inventory lists miss what a floor walk reveals: whether device counts hold up at peak usage, whether equipment marked available actually works, whether staff workarounds have become permanent, and whether downtime devices have backup power in units where an outage affects patient care. These gaps between EHR design and clinical workflow reality surface when you walk the floor, talk to the people doing the work, and ask questions you did not plan to ask—including those managers volunteer unprompted. Dalvi also argues that one readiness model cannot serve every unit type: a method designed around inpatient nursing breaks down in pharmacy, medical imaging, or allied health. The methodology has to flex by context, or it is just a template pretending to be a strategy.
- **Clinicians are not resistant; they are saturated**: Sana Dalvi reframes familiar pushback during an EHR rollout. The question "How long is this going to take?" is not hostility; it comes from nurses already carrying a full patient load and adjusting to a recent workflow change when another new system arrives. Dalvi distinguishes incremental change—teams that already chart digitally and are learning a feature on top of that foundation—from a first move from paper to online documentation, which changes how clinicians capture, communicate, and think about patient care. Stacking competing initiatives on that second situation multiplies the load. Dalvi's response is practical: identify one trusted person per shift who can answer quick questions in real time, stay reachable on short notice rather than next week, hand out one-page quick-reference guides on the floor and email them to unit managers, and acknowledge what the unit is already carrying before asking for more. Units power through regardless because leadership sets the timeline and clinicians deliver. The real question is not whether the work gets done, but how—and whether a unit absorbed the change or merely survived it.
- **Privacy and accreditation standards are a design foundation, not a checklist**: Sana Dalvi argues that PHIPA and Accreditation Canada standards should shape EMR optimization, not be treated as forms to update and boxes to tick. The standards provide a framework for patient safety, data integrity, and system-wide trust across every point of care. In a stretched Canadian system moving fast on digital transformation, they keep the work grounded in privacy protection, accurate documentation, and secure data exchange. Dalvi ties that directly to clinical quality rather than compliance theatre.
- **Personalized direction is what professional learning actually delivers**: Sana Dalvi argues that LinkedIn advice is easy to find, but specific direction on your own profile, industry, and situation is not. In a live session, profiles are reviewed and feedback tailored to each person's field, making the advice concrete rather than generic—essentially one-on-one coaching disguised as a group event. Dalvi's formulation is that learning is invisible, sharing is branding, and showing up is where the real shift happens. Nick Noorani led the session through Immigrant Networks; Dalvi writes as an attendee describing the experience, not as the person giving the guidance.

## Work to read

- [The site visit nobody wants to do (but everyone needs)](https://www.linkedin.com/posts/sanadalvi_ehrimplementation-digitalhealth-healthcareit-activity-7480294204221353984-F_xy)
- [“How long is this going to take?”](https://www.linkedin.com/posts/sanadalvi_ehrimplementation-changemanagement-digitalhealth-activity-7482464376881377281-POVF)
- [Why PHIPA & Accreditation Canada Standards Should Guide EMR Optimization](https://www.linkedin.com/posts/sanadalvi_digitalhealth-emr-phipa-activity-7396606277977788416-Ltfm)
- [LinkedIn branding session with Nick Noorani through Immigrant Networks](https://www.linkedin.com/posts/sanadalvi_linkedinbranding-healthcareit-personalbranding-activity-7495087059968385024-COcQ)

## Brand relationships

- **OntarioMD** (mention)
- **Canadian Healthcare Technology** (mention)
- **Immigrant Networks** (mention)

## Partnerships

The posts do not document sponsorship packages, paid formats, a media kit, a rate card, or a partnership inquiry route. Sana Dalvi’s published material is educational and practice-oriented, covering EHR site visits, change management on clinical units, PHIPA and Accreditation Canada standards in EMR optimization, and lessons from a professional development session. No post names a sponsor, promotes a brand, describes terms a buyer could plan against, or directs commercial enquiries to a partnership address or form. A paid collaboration has no published starting point; any approach would begin as a direct, unsolicited conversation. Ask about scope, deliverables, disclosure, and pricing.

## Alternatives

- John C.: A better choice when the engagement centres on executive concerns rather than floor-level delivery: briefing a hospital board or a CIO on governance, strategy and cybersecurity risk. Sana Dalvi's posts argue that board service changes how an executive reads a business: asking whether strategy is clear, investments are prioritised, risk is managed, the company is financially viable and the right leaders are being cultivated. They also argue that cybersecurity knowledge is now table stakes for a healthcare CIO, listing medical device and IoMT risk, identity and access management, Zero Trust, ransomware resilience, third-party and supply-chain risk, and incident response as questions a CIO should be able to ask. For a firm whose implementation work needs executive sponsorship or a board-level risk case, this material speaks directly to the room it will be in.
- Suleman Adil: A better choice when the decision concerns the commercial side of health tech — market structure, supplier differentiation, retention risk or go-to-market — rather than clinical delivery. Sana Dalvi's posts analyse NHS England adoption of ambient voice technology, reporting Lyrebird Health at 22 recorded trust implementations and Accurx/Tandem Health and Heidi at 12 each. They argue that an implementation only proves a supplier reached a trust, not that clinicians keep using it, documentation time falls, it integrates with the EPR or the contract will renew. Another post warns that a large healthtech footprint can mask weakening trust, naming stretched customer success, slow support, painful onboarding, unresolved product issues, broken integrations and roadmaps built internally rather than from customers. A firm advising suppliers or judging NHS commercial risk could use this material directly.
- Matthew Guldin: A better choice when the task is assessing the credibility of results — shaping or judging a conference proposal, case study or outcome narrative — rather than running the implementation. Sana Dalvi's posts describe years reviewing HIMSS Global Health Conference proposals and argue that implementation is not an outcome; impact is. The asks are concrete: start from the baseline problem, show before-and-after figures (length of stay from 4.8 to 4.4 days, 20 minutes a day saved per clinician, denials down 15%, $2 million in savings), explain workflow and governance changes, and say what did not work. A firm presenting an implementation's results or testing whether a supplier's claimed outcomes hold up would find this a useful reference.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/