This Week Health

Mohan Giridharadas

Founder & CEO


Mohan Giridharadas is the Founder & CEO of LeanTaaS, a 200-person healthcare analytics company headquartered in Silicon Valley with offices in Charlotte, Atlanta, and Ottawa.  LeanTaaS embeds patented optimization algorithms based on lean principles, sophisticated data science, and simulation methodologies into its flagship iQueue suite of products.  iQueue enables health systems to improve patient access and lower cost by unlocking capacity in scarce assets.  One or more of the iQueue products have been deployed at nearly 100 leading health systems across the country.  These include Academic Medical Centers like Duke, Emory, Penn Medicine, UPMC, Stanford, UCSF, University of Utah, UCHealth in Colorado, Rush University Medical Center and many others.  They also include iconic, single-mission institutions dedicated to curing cancer such as Memorial Sloan Kettering Cancer Center and the University of Texas MD Anderson Cancer Center. Finally, they include numerous standalone and networked hospitals such as Boca Raton Regional Hospital, Multicare, Providence, New York Eye and Ear (part of the Mount Sinai system of hospitals), Banner Health, Dignity Health (now Common Spirit) and many others.

Prior to starting LeanTaaS in 2010, Mohan was a senior partner at McKinsey & Company.  During his 18-year tenure at McKinsey, Mohan led the Lean Manufacturing and Lean Service Operations Practice in North America and for the Asia-Pacific Region while based out of Sydney and Singapore.  He was also on the committee responsible for evaluating candidates for election to the worldwide partnership of the Firm.

Mohan holds an MBA from Stanford University, an MS in computer science from Georgia Tech and a B. Tech in electrical engineering from IIT Bombay.  He has been a member of the Continuing Studies faculty at Stanford University and the MBA faculty at the Haas School of Business at the University of California Berkeley where he taught classes on the application of lean principles to achieve excellence in service operations.



It's almost become a bad word. You ask a CIO or CTO, hey, do you have an enterprise architecture team? Sometimes you get an immensely positive reaction and other times they will use some expletives because they did great work, put together three ring binders, but then the actual ops people never executed on the vision slash strategy.
Uber does crazy mathematics with dynamic real-time adjustment and machine learning to get this supply/demand signal to match in a world where the demand is volatile and the supply is unpredictable. Healthcare can do that. That’s kind of what we’ve done.
Getting the supply/demand curve to match is a very hard math problem.
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