How Medigram Seems To Be Everywhere All at Once

Sherri Douville
5 min readFeb 22, 2024

by: Sherri Douville, CEO at Medigram, Advisory Board Chair, Series Editor, Taylor & Francis, & IEEE/UL Co-Chair of Trust SG P2933, Co-Chair Accredited IHA CME + Matt Partridge, Secretary, the Trustworthy Technology Advisory Board

The work of medical and AI mobility has a very wide scope. Looking at it can seem complex and unfocused but at Medigram, we’re actually very focused. That is if you’re looking at the field of play the same way an insider or prospective client would. This article, which was inspired by friend and mentor Nichola Buckley explains it all.

People that watch our company, Medigram closely can see that we’re keynoting an IT leaders meeting early in March, then just a few days later, we’re guest lecturing at the preeminent AI in medicine academic program. We also help lead on industry standards efforts, all while running a consortium of the top 100+ people in the client population and ecosystem.

Why do we do all this? Our superpower and what must be done in this market, is to build bridges between IT, physicians, regulatory, and management.

Tech does not currently have the best “license to operate” in medicine. This isn’t a judgment or even an assignment of blame. It’s a statement of the hard work and gulfs between medicine and technology required to address in order to have technology actually become useful in medicine.

A large network is an advantage in that it’s actually very beneficial to get things done quickly

We set up the consortium to address the grand challenge of misalignment between Physicians, IT, and Administration. This had to be done not just about them or for them, but by them and with them for it all to work. High quality publications rule the practice of medicine which is the “product” of this consortium.

Last time we spoke, Nichola explained the root challenge back to me well and acknowledged how similar it is to challenges in the oil and gas industry. When she worked at Exxon, Nichola was bridging engineering to the real world because taxpayers and policymakers had to allow for the drilling to occur. This “license to operate” is not that dissimilar to healthcare whereas the feds call the shots and pay for much of healthcare.

Exxon could only drill if they had a license to operate and Nichola’s team had to translate what engineering did to enable that. The bridging was instrumental in enabling business to happen.

In our consortium led by the Medigram team, whose mission is to drive safety, efficiency, and profitability for health systems with medical mobility and AI; we set up working groups that address all the key constituents required to implement and drive success for AI and advanced technologies in medicine such as the following:

  1. Trustworthy Technology Advisory board: Governs the consortium.

What: The healthcare CXO can’t trust entrepreneurs or companies that can’t navigate and understand governance processes.

Purpose: You have to understand what the boards are driving.

2) Strategic Networking SubGroup

What: A SubGroup with vast experience in venture and/or policy

Purpose: to drive the brand of books and other consortium objectives that require leveraging the collective knowledge of highly connected members. They understand the policy, economics, and political landscape of the market.

3) The AI & Cyber Technical Leadership Council

What: A working group of the top technical leaders in the space

Purpose: To drive full stack technical integrity in all the work

4) Transformational Leadership Development:

What: Primarily for physician executives.

Purpose: Implementing AI and mobile successfully into medicine requires the engagement and activation of physician leaders

5) CISO/CIO/CDO working group

What: Leaders in cybersecurity, data, and AI

Purpose: They care about upskilling the top leaders in the industry so we can all move forward together with confidence.

BACKGROUND: To respect the compliance requirements of health system executive members while also aligning with the medical community at the same time and supporting accredited CME; this book series and all related material adheres to these specific principles co-selected together with both IT & physician leaders.

In all of these working groups and culminating in our advisory board, we’re convening and activating all the necessary constituents required to define, design, and drive success for healthcare technology. This is in order to have an actual impact on improved patient outcomes, better quality and financial results to organizations, and a better work experience for physicians –all while driving for solid investor returns. We do believe that through strategic intelligence and teamwork, that this is all immediately possible.

By Sherri Douville, CEO at Medigram, the Mobile Medicine company driving safety, efficiency, and profitability for health systems as well as editor for our 4th book on AI and Cybersecurity for Healthcare Boards (forthcoming). She is series editor with top healthcare IT academic publisher, Taylor & Francis based in the U.K. She is known for aligning engineering, IT, physician leaders, informatics, and legal across the industry. The contributing team of teams in the book series comprise top experts across all relevant required domains to make healthcare IT work in the age of AI and Cybersecurity. It is recognized as the top ecosystem of the best of the best experts, comprising over 100 coauthors and editorial reviewers. She has taught accredited CME, CPE for CISSP three times, and continues to provide leadership as co-chair of trust for the industry’s IEEE/UL P2933 full stack technical standard. She also served on the healthcare CIO leadership group, CHIME certification committee for cybersecurity. She is honored to have given dozens of talks, keynotes, guest lectures, and podcasts including for multiple professional societies such as the American Board of AI in Medicine, ABAIM, to governments worldwide, the Ivy league and internationally. She launched and taught corporate board education for privacy and cybersecurity at Santa Clara University from which she has a B.S. degree in Combined Sciences. She has also completed certifications in AI and ML through MIT in the R programming language. She believes that by building the leaders and networks that the industry needs; we can deliver rapid technology enabled transformation through groundbreaking companies such as Medigram. This drives everything she does.