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Charles Boicey

Chief Innovation Officer

Clearsense LLC

Charles Boicey MS, RN-BC, CPHIMS, is the Chief Innovation Officer for Clearsense, healthcare data platform company based in Jacksonville, Florida. He offers over 25 years of strategic leadership.

Previously, Charles was the enterprise analytics architect for Stony Brook Medicine, where he developed the analytics infrastructure to serve the clinical, operational, quality, and research needs of the organization.

In his current role of Assistant Clinical Professor, Stony Brook University, Charles developed and teaches the analytics elective concentration. He was a founding member of the team that developed the Health and Human Services award-winning application NowTrending to assist in the early detection of disease outbreaks by utilizing social media feeds. Charles is a former president of the American Nursing Informatics Association.

Contributions

Quotes

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With the advent of artificial humans moving away from the IVR to actual intelligent assistance and whatnot. I think that's a huge step forward. Organizations that are utilizing that technology can have call centers operating twenty four seven with digital humans taking the place of humans.
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Let's talk about health equity. Well, you better have a data set that is actually is representative of that which you're trying to take care of, to mitigate. If we're using data sets that are not represented and we're building out algorithms and everything, that's not going to help us.
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You can’t just look at staffing from an individual perspective. An individual RN. Or an individual pharmacist. What's their skill level? What's their background? And what's the best combination of those folks in a unit at any particular time to be as highly effective as possible?
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Development projects go off the rails initially when whatever we've conceived isn't in alignment with the board. It's not aligned with our mission, vision, values and goals. And it's not in alignment with our C-suite. It's when we've conjured up some kind of idea that we think is going to be the blockbuster idea. And then we started going down that route without bringing in the proper stakeholders.
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In healthcare we always get ourselves into trouble when we think we're the best at hiring. Then we find out we've hired a team that's not quite what we expected and we've lost six months or whatnot.
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