Dr. Jawad Shah, President of Insight Health Systems

This episode of CEOs You Should Know features Dr. Jawad Shah, President of Insight Health Systems

Episode Transcript

Speaker 1 (00:02):
Let's meet doctor Juwad Shaw, President of Insight health Systems.
Doctor Shaw is the President of Insight health Systems, bringing
more than twenty years of experience in medical leadership and innovation.
In this role, he oversees strategy, operations, and growth, guiding
Insights and Mission to deliver exceptional patient care and transformative
healthcare solutions. With a deep background in business development and

(00:25):
healthcare administration, Doctor Shaw has played a pivotal role in
involving Insight from a single location practice into a fully
integrated multi state health system. Under his leadership, Insight has
grown to over one thousand employees and generates more than
two hundred and twenty million in annual revenue. His strategic
vision and focus on scalable, mission driven growth continue to

(00:46):
position Insight at the forefront of community based care and innovation. Welcome,
doctor Shaw, thanks for joining me today.

Speaker 2 (00:53):
Thank you very much.

Speaker 1 (00:54):
Why don't we talk a little bit about your role
at Insight.

Speaker 2 (00:58):
First, my role, I'm the founder of Insight the health system,
and I'm also the CEO, so I function in that
executive capacity and at the same time, I also practice neurosurgery.
So there are you know, moments where I'm able to
practice my craft, and I feel that that's important part
of who I am, and also who the organization is.

Speaker 1 (01:19):
And what inspired you to join the healthcare industry and
inspired you to start insite health systems.

Speaker 2 (01:25):
You know, my journey to healthcare honestly started back when
I was around seventeen, I believe where I really started
to say that I want to be a physician. And
that's where I knew that I love medicine. I love
the idea of treating people. I found it to be
very fulfilling. And at the same time, I was very,
very inclined towards neurosciences, and partly that was because of

(01:47):
the nature of what the neurosciences were to me, which
included exploring some very deep questions about a human being
that on the one hand, you've got the physical, chemical,
biological elements of who we are are that that didn't
explain to me the deep elements of cognition, consciousness, awareness,
free will. So these this nexus of science medicine treating people,

(02:12):
I felt this was the right thing, and I started
reading quite a bit within those spaces of neuroscience and
the functioning of the brain and deep issues related to
the physics and the laws of physics and swans. So
a lot of those things came together in this profession.
And when I went ultimately to medical school, I was
very inclined towards the neurosciences, but it was a very

(02:34):
long training program and that made me back a little bit,
but ultimately I chose to do that, and then that
brought me to where I was as a trained neurosurgeon.
From there, I went through the process of practicing your surgery,
trying to treat my patients. Recognizing the needs I think
in the community, pushed me towards certain elements of administration,

(02:57):
saying that I don't think I can get my properly
done unless I put my hands into administrative elements and
started to build neuroscience programs that would support the overarching
work that I wanted to do. At some point I
realized that's still not enough. That entire ecosystems and infrastructures
go beyond a simple program embedded within a hospital, but

(03:19):
the entire system has to be set up. So in
doing so, that expanded my vision even further, where it's
not really about just in neurosciences. There's the heart, there
is the gi system, there's multiple other things that one
can touch lives with without being an expert in that
field and so on. And then I went into that

(03:40):
and started to explore that until I realized that that
isn't enough either. And then when the definition of health
to me, I think is truncated and it's not really
as wide of an arc as it should be. In
that you know, beyond the idea of treating end of
life and difficult situations and disease states, you have to

(04:00):
look into issues related to personalized health preventative medicine. But
even deeper beyond that one are the factors that lead
to the lack of accessibility to health and swan These
are the social determinents of health. So when you look
at the full arc of healthcare with the goal of
making people healthier, how do you not then think about

(04:20):
the poorest of the poor within our country that don't
have access to education, they don't have access to alterns
of resources, broken homes, low income situations, and then wonder
what's going to happen twenty years later. You come from
a community like Flint where if father's not in the picture,
there's a broken home. Educating system is not strong what

(04:41):
do you think is going to happen when someone's twenty
and thirty years old in terms of their access now
to health and so on. So we have to go
deep into these deep social questions and address them, and
I believe resolve them in order to really achieve good health.
And so that then led me into exploring a system
that has all those elements within it, embedded within it

(05:03):
to then resolve these issues of healthcare well.

Speaker 1 (05:06):
And you've addressed quite a wide spectrum of elements that
can affect a person's well being over quite a long
period of time, and so I think it'd be helpful
for everybody to understand, for those who are unfamiliar with
insight health systems, how you address such a wide scope.
Can you tell us about the organization what sets it
apart in the healthcare space that addresses those elements that

(05:27):
you've mentioned.

Speaker 2 (05:28):
What differentiates us is? I would tell you there's a
few things I would say. Number one I would say
is our overarching mission or approach to healthcare. We are
not simply here to prescribe a medication. We want to understand,
you know, intrinsically, what's wrong at a disease state level.
It's one thing, for example, to give someone medications for depression.

(05:50):
On the other hand, if to come from a bad situations,
social circumstance, et cetera, to address all of that's equally important.
Coming for a two minute visit and leaving with the
prescriptions not going to risk all those issues. So our
overarching approach is to produce great health, and that does
involve us getting into areas that are not traditionally medicine.
I think that very much sets us apart. We'll go

(06:11):
deep into the cities and we will offer tutoring programs
because we think that that will change the trajectory of
a young person. Is that medicine in the traditional sense, No,
it's not. But for us, the health of the community
is very critical. So I believe that's one strong differentiator.
The second thing that I believe is very different about
us is that we very much believe that we will

(06:35):
take all patients in wherever they are, however they are,
we try and embrace them and then figure out how
to make that work financially. So the idea that we
do such an incredibly large percentage of low income uninsured,
yet still we're solvent. I think that's very unique about
us to understand this space and find non traditional ways

(06:56):
of generating the revenue necessary to run the system. So
I think that's very unique about us. And I think
the third thing is that I really honestly believe that
nobody on Earth offers better medical care than us, with
all humility, with all sense of other systems, nobody in

(07:16):
the country, nobody in the world offers better medicine than Insight.
Now why am I so bold in saying that while
trying to remain humble. It's because of our attitude. It's
not because of us being the best doctors and best
nurses on Earth. But me, as an EU assurgeon, I
know full well when a proton beam is needed, and
that proton beam may be in a center this in Texas,

(07:38):
it's a particular subspecialist, it's exceptional at delivering that therapy.
It might be in California. I might be a duke.
There might be a research protocol that I know. It's
at Cleveland Clinic or an expert at MALE. I believe
all of those institutions are mine. They're part of me.
Whether I call them insid or not. My patients have
access to them through me. So coming through our doors.

(07:59):
Shouldn't be about me hoarding a patient that somehow has
a financial number attached to them. It should be what's
the best way to treat this patient. Certainly, if there's
nowhere else to go they don't have the means, the ability,
we will embrace them. If we're the best at what
we do clinically, we will embrace them. If we know
there's something better out there, who better than someone like

(08:20):
us knows that. And so we cannot have the attitude
that our patients are coming here and to get tricked
to get some kind of inferior treatment. Our attitude should
be very different. That I think is also unique about us.
We don't see ourselves as competitive. If someone's doing great work,
let's get our patient over there, and the patients then,
whether they know it or not, they're now getting the
best treatments on earth. Because it's not just us, it's

(08:42):
the whole world. It's the old country. And we will
send patients overseas, we will send them within the country
different places. We're very happy to do that, not because
of financial reasons, but because we feel this is the
best treatment. So therefore, I think we're very unique in
that attitude.

Speaker 1 (08:57):
You said in the beginning that you know, you kind
of talked to a little bit about your career path
and how you realized it at this point it wasn't enough,
and at this point it wasn't enough. And at this
point it wasn't enough. And the things that you've said
have indicated that it's a social and a health kind
of combination of serving the patient and using all resources available,
regardless of whether you have them in your possession or not.

(09:20):
How did that philosophy evolve.

Speaker 2 (09:22):
I think it happened a little bit accidentally in that
what I was very much segregating our medical work and
doing it as in traditional medicine. But then I was
leveraging that to do other things that I thought was
important for the community. So we bought, for example, old school,
We started rehabit, We started to do some of the

(09:42):
work that I was mentioning. And much to the chagrine
of my CFO, who said, you're mixing the two things.
You're going it's not going to work. Well, this is
not a good idea. One is revenue generating, one is
losing money left and right, and that's you know, like,
don't mix the two. At some point I realized that,
you know what, I'm going to do the opposite. I

(10:03):
am going to mix the two because people care and
the staff actually cares more about that stuff, and so
does the communities. And I said, it's that it is
intrinsic to who we are as a group. I even
asked the key leadership around me, the executives, about how
they felt and how they thought about these issues, and
we started to look at really our core values, like

(10:25):
who are we actually what do we want to achieve?
Starting to ask ourselves those deeper questions, that is, is
it really another is medicine and way of generating money
or revenue as a business. Is another corporation happens to
be medicine or is it that we're generating revenue to
then achieve a higher purpose? Like which of the two

(10:45):
is it? So upon, you know, concluding the what we did, then,
of course, no question. We said that this is intrinsically
part of what we do, and the idea that there's
such an intersection with these issues is very obvious to me.
When we went to Chicago, there was a study I
think it was published by I'm pretty sure was Harvard,

(11:05):
but I'm not sure who published the study, maybe it
was New York University, but they were saying that the
average age of life at the Loop in Chicago was
about eighty eight. So this is, you know, just two
miles away from our hospital in Chicago, in South side
of Chicago, which is where we are, it's sixty. There's
no larger discrepancy in the country twenty five thirty years.

(11:27):
So when you look at that is unquestionable that there's
something wrong. So to say that I'm going to sit
there and treat our heart attack or to get a
brain tumor makes me definitely feel wonderful. I mean, I'm
happy that we have the system that can do that,
but you're not really addressing the real issues that are
really affecting the health of that community. So the idea that,

(11:48):
you know, are we a health system or are we
a corporation that happens to be in medicine. Those questions
led to this.

Speaker 1 (11:55):
Conclusion, let's explore the services and specialties insight health systems
offer to the community. Since you're talking about such a
wide spectrum of help that you give people.

Speaker 3 (12:05):
You know, every jurisdiction is different in that we're working
you know, specifically in that site and a lot of
things require hands on treatment.

Speaker 2 (12:15):
So GI your surgery, neurology, physical medicine, cardiac services like
so all that gamut of subspecialties that might reach into
over one hundred subspecialties. At the same time, a lot
of medicine, now you can see with AI and with
tech doesn't require physical presence. It requires intellectual presence. But

(12:36):
the way we're building is more of a national model
of the medical staff and therefore a specialist in one
city can interact with the specialists from another city to
then have those collaborative moments and so on. So we
look at it more as a national approach to some
of the subspecialties, so we offer that in multiple places.
But again hands on you certainly need specialties. So every area,

(12:58):
depending on their needs, grow So we normally start with
the idea of what are the needs in the community,
what are the specialties that we have, and then start
to grow from there. And then once we've resolved those
critical areas, then we go into areas that we're very
passionate about or that we're uniquely exceptional at An example
I can give you is stroke that you know a

(13:20):
community doesn't know what they don't know and what I
as a system and as a neurosurgeon understand something very
different than the community. If somebody has a stroke and
I'm able to give a one minute dosage of TPA
to dissolve the clot, then that patient's going to live

(13:41):
their life, moving their body, speaking normally and having a
good life. If I delay that by an hour, they
may never recover, but they'll survive, and they're going to
now be a burden on their family. It'll be very
difficult for them, they'll never work. All those things will happen.
So that is extremely time sensitive. So we have to
be in a position now to deliver that. If it

(14:03):
is not delivered in a particular you know, jurisdiction or
in a particular hospital, or it's not available, the community
doesn't know what they missed. You know, dad had a stroke,
he was transferred. They couldn't really do anything. They don't
realize that every minute one loses fourteen billion synapses irreversibly.
So that's my job now when it comes to the

(14:26):
critical needs of the community. I have to do my
best to define and resolve and do whatever we can
for that. Now, if it's something that's more elective, then yes,
I can choose this is something which is an elective specialty.
It's good for the community, it's good for the institution.
Then let's build that out. But let's start with what
are the critical needs of the local community and build

(14:46):
from there.

Speaker 1 (14:47):
And how is insight addressing the evolving needs of patients
and the healthcare industry.

Speaker 2 (14:52):
We're doing our best at multiple levels. First of all,
as I mentioned, the social level, we're trying to identify
ways to uniquely treat patients whilst remaining solvent. So if
someone has insurance, does not have insurance as bad insurance.
The changes in healthcare which we're anticipating in the next
couple of years, all these things we're telegraphing and trying

(15:14):
to prepare ourselves for. So we're doing our best within
that sphere to you know, to maintain and to grow
our ability to treat patients. We're also very much involved
in innovation where we believe that you know, the world
is changing and I can say fundamentally has changed, particularly
with AI, so we cannot we have to recognize that

(15:36):
is while it's a great tool, it's also a challenge
and we have to utilize these things. So for example,
we have a company that's being built around a biomarker
called PTAW two seventeen and p TAU two seventeen is
a biomarker for Alzheimer's. Now, most of the time when
you diagnose Alzheimer's, you get an MRI, there is a
mild cognitive decline, you get a lumber puncture, you get

(15:59):
a PETS and the treatment everything just to get to
that point when you're already losing memory and so on,
you know it's almost too late, and now you can
start some truncated treatments. What we have been able to
do now is actually get that through an FD approved
testing methodology Expert edit approval. We can detect PETI two

(16:22):
seventeen in the blood. We can get to these patients
twenty years early. So you can imagine in both for
you know, well off communities and poor communities, to be
able to know when is headed towards dementia fifteen twenty
years early and then institute nutraceuticals and other things to
try and change that and then to get the treatments.

(16:43):
That's exciting to me, but that's an innovation approach that
will never see the light of day unless you build
a company. So now we've spun off a company that
will then generate revenue for other things that we're doing.
So the research and the spinoff effects of some of
the things that we do are constantly, you know, helping
to fund us, but at the same time also helping
to actually treat So in the innovation space, what are

(17:06):
the areas There is the so called intraoperability problem in
the US, where different software is supposed to communicate with
each other. You go to a hospital in California and
then you go to one in Michigan, your data is
not going to be transferred properly. We have to resolve interoperability,
although government has mandated it, so we're building. We've built
and utilized our own software to help address that within

(17:28):
an external to our system. That's an innovation, I believe.
I think innovation within the space of specifically having patients
buy into medicine going to the South Side of Chicago.
When we first went, two percent of our patients came
to see us in follow up. Not until we built
an entire system where we said, listen, you have insurance,

(17:49):
you don't have insurance, you need to come see us.
Let me get your proper cell phone. No one's going
to try and track you down for other reasons. Just
come and so we move that percentage from two to
seventy six. That was an innovation in operations. We have
advice that can move people's legs post paralysis. That's patented,
and that's an innovation in tech meeting the needs of

(18:11):
paralyzed patients. Long ways to go to monetize that and
to grow it. But the fact that we're exploring, exploring
in every space allows us to deliver more and more.
And I can can give you so many stories, but
the number of publications that have come out of our
institution is enormous. At the same time, the innovation in
the back end, patents, et cetera. Are also very significant,

(18:33):
so we know we have to be in that space
in the evolving changes in healthcare.

Speaker 1 (18:38):
When you talk about innovations, what are some of the
bigest challenges you've faced today and how do you approach them?

Speaker 2 (18:44):
One of the most important untalked of problems in innovation
is our materialistic approach to the world. How can I
explain that? So if there is no financial incentive for something,
what incentive do we have to continue to explore that
particular area. So if you look at the idea of

(19:05):
a science as a technique for exploration, whereas a science
as approached to harness the powers of nature, these are
very two big distinctions. And back in eighteen thirty one
was the first time the term scientists was used. Isaac
Newton was a natural philosopher, So the idea that science
was meant to explore and to look and so on.

(19:27):
When the technologists started to understand science, they said, well,
these are techniques we can use to be better technologists. Right, So,
now what do we actually find. We fund things, whether
at a country level, whether at a local level, whether
it's industry, things that will then turn a profit. And
that's okay, I mean that's how capital markets work, that's

(19:48):
human nature. I agree with that. But are we really
exploring things that are as we talked about nutraceuticals? Are
we exploring things that are not patentable? There's so many
things out there that you see across the world. But again,
in order for that to now become standard treatment, it
has to go through a process. You do publications, you

(20:10):
get peers to approve and agree with it, you have
to go through the FDA. FDA says, yes, this is
refine medical treatment. You can advertise it as such. That
whole process is very difficult to get through. If there's
no financial motive, you don't have the support, you don't
have researchers, you can't fund the research. But that's all
going back to I think a societal issue that you know,

(20:33):
we're so driven by the materialistic elements philosophically that we
don't stop to think that there's other ways and the
whole force is not around that idea. So to me,
that is by far a systemic challenge across the world
as to what do we actually explore and why That,
to me is perhaps the central problem.

Speaker 1 (20:54):
What you talk about must be extremely rewarding to your team,
this philosophy that you operate under. Can can you tell
us a little bit more about them and how they
contribute to the hospital's success.

Speaker 2 (21:04):
Yes, you know, we have an incredible team, and I
think that there's a sense that there's a what I
call a mission centric approach to what you're doing, and
there's an emphasis on that from the top down. So
the entire team is functioning in that sense. One of
the central themes around which we build a lot of

(21:26):
our apparatus is what we call patient experience. So you know,
there's fifty million questions one can ask about patient experience.
How did you like the facility? Was it nice? You know,
was the food good? How is the doctor? How is
the nurse? But all of it. If you were to
try to imagine what what's the one question you can
distill down and this one question will define all of that.

(21:48):
So the biggest question we had is called the family question,
that will you send your friends and family to this institution?
And you know, if you're going to send your mom here,
that means we've done a good job, but not simply
at an average level, but we really knocked it out
of the blocks and the idea that we're at ten
out of ten, you know, So that question is the
single most important driver of all elements of decision making.

(22:11):
So that flows from a patient experience officer and from
there we that question moves everywhere. And so if I get,
you know, the statistics showing that something went down in
an area within even at my level looking over the institution,
within twenty four hours, I'll know that something happened and
it went down in that week, on that day. And

(22:32):
then the reaction will be made, not for ten patients
or for statistic the single patient will drive that change.
So that of course now emanates from our patient experience officer.
We have a chief strategy officer who's outstanding. We have
exceptional work at the financial level, and a lot of
the people that have joined, many of them honestly and

(22:52):
joined me, you know, within their bachelor's degrees, they've gone
on to get higher degrees and MBAs and so on.
The superstar physicians that have joined. I'm really I know
that I speak a lot about multiple things happening. That's
because of them, not because of me. These are exceptional people.
They've done great work. They've joined us from all over
the place. I have to develop within us. But that's

(23:13):
really what the asset of the organization is. It's not
physical properties, it's not bank accounts, it's these people.

Speaker 1 (23:20):
Where do you envision Insight Health Systems heading in the
next five, ten, fifteen years.

Speaker 2 (23:25):
You know, Colleen, I have to tell you that, you know,
we're not a competitive group from the sense that we
want to grow just to grow, like, we only want
to go to places that actually need us. If there's
another group or another several groups that are competitive and
would like to do that work. We're fine with that.
We're good with that. In fact, we even see that
us helping them be successful is totally part of our

(23:47):
mandate and mission. We're very good with that. But areas
that need us, we would definitely like to be there
and do our best to try and you know, do
all the work that I discussed. That fortunately is I believe,
going to be a bigger and bigger need in the country.
As I'm seeing on a daily basis, there isn't a

(24:09):
week that goes by that we are not offered or
asked to get involved in a hospital, either to consultancy, advice, management,
or taking it over purchasing it. Literally, there's not a week.
This last week, I think there's seven hospitals that reached
out to us. So the idea that the country now
is struggling now, you know, over delivery of healthcare, the

(24:29):
financial elements of it, the operational elements of it, and
it's struggling. And so I believe that the system is
growing very rapidly and if I can say exponentially, the
numbers of patients and lives that are being capture and increasing,
and so I anticipate that we're going to be all
over the country very soon. As we take each of

(24:51):
these difficult circumstances and do our best to stabilize, we're
developing cadence and understanding. That's I think, very very deep
and exceptional.

Speaker 1 (25:00):
Or are there trench you see shaping the healthcare landscape
in the coming years?

Speaker 2 (25:04):
There are? There are some very very critical and important elements.
Number one, number two, number ten, number ninety nine, put
them all. There is AI. You know, I think that
we are not really understanding the capability of AI, perhaps
the dangers of AI. But this is going to affect us,

(25:25):
and we should be very deeply involved as a medical
community and as a system to really shape that. AI
can lie, It can give you wrong answers, so how
do you sort through that? At the same time, it
can be a powerful tool at a local or patient
level to provide information, guidance, even diagnoses. It can reshape
how care is delivered. So medicine in general, I find

(25:49):
systems are twenty thirty years behind. If you look at
our best software systems, they look like they belong in
the nineteen nineties or something. You know, they're old, archaic,
They're not using the mosticated tools. So when it comes
to the future, I believe that AI has to really
be reflected on from everything from the top down, like
all the way down to medical education. What are we doing?

(26:11):
It becomes more of an issue of being able to
search than it is memorizing a ton of information. You know,
look what are the skill sets a new practitioner needs?
So so I think that that is going to reshape things.
The second, you know thing I think that's really not
talked enough about is the demands of society. If society

(26:31):
wants a Rolls Royce, then there's a cost associated with that.
Our demands over healthcare way beyond what they should be,
and is that driving this incredible expense on society more
so than we see. This has to be addressed. And
you know, instantaneous medicine as opposed to running and eating

(26:55):
properly and staying in shape, Like where's our focus as
a group and as a society. But I think that
that also will shape shape a trend that has to
shape the future intentionally. We have to think that seriously.
And of course the financial solvency issues have to be addressed.
I mean, it's just it is very hard to continue
to survive for a traditional system unless to go outside

(27:17):
the box. I think what we're doing is very difficult
traditionally to survive in this setting.

Speaker 1 (27:23):
Insight health systems emphasize community health and education. How do
you prioritize these to shape your workday?

Speaker 2 (27:32):
My My workday is super interesting. I have to say
evolution for me, predicularly this last two years, where the
more more and more I'm realizing you cannot be involved
in everything you know, so it changes who you are.
You're not scaling, you'r a different organization. So I can
set up leadership and it can be something I'm passionate about,
but I'm not there and there can be problems. I

(27:55):
can lean on the leaders, but I cannot be fully involved.
So I have two elements to my work day, and
I tell you even my team around me doesn't know this.
But I start by saying, look, intentionally, what do I
actually want to do today given my three month and
one year and ten year goals for all the different divisions.
So what today is very critical that I need to

(28:15):
do at an intentional level to unlock the ability for
everyone else to get their work done. So I pick
those things that are I have to choose what I'm
going to do. Then the second part is really about
fixing problems and getting people the resources decisions that they need.
So I separate into those two things. So every day
I have my daily thoughts, I think about that, and

(28:37):
of course at a weekly and monthly level, I also
do that. But that way I'm moving things forward is
traction to what I'm doing, and every day is moving
the organization to better direction.

Speaker 1 (28:46):
In addition to research and innovation initiatives, Insight is also
known for its neuroscience and advanced specialty programs. Can you
speak a little bit about what makes those programs unique?

Speaker 2 (28:56):
In some of our advanced programs, like neurosciences, we have
the full gamut of care and ability to deliver care,
from the most sophisticated ways of laser delivery of radiation,
photons and protons to a wide degree of partners or
intrinsically within the organization itself. So you know, you name it,

(29:17):
we do it. You know, from you know nerve injury
to a functional surgery all the way to deep brain
stimulation to this you know, skull based surgeries, advanced spine cases,
So all those neurosurgical elements we have covered at the
same time, as I mentioned, in the space of neurrogen,

(29:38):
which is neurogen biomarking, which is now spun off. It's
the tremendous amount of interest because the number of patients
we're identifying that are quote unquote biological Alzheimer's. Our statistics
are not yet known publicly, but we're for the number
of patents we've tested, twenty percent of them are positive.
It's kind of crazy. So now that means this person

(29:59):
has no idea that twenty years from now they're going
to be in trouble, but we've identified them. That's generally tremendous,
you know, sort of the interest among industry to fund us,
to invest, to do all the things necessary and to
grow it. Particularly the companies that now supply the medication.
They're like, wait a second, you're going to find a
way to deliver these patients to us that need these treatments,

(30:22):
and of course this is a financial side to that
as well. So those are some of the areas that
we're looking at. Great age student came up with an
incredible project that he patented showing us a better way
to have helmets, and those helmets now are built on magnets.
Whereas the magnets come together, they slow the brain down.
The problem with protecting the brain with a helmet is that,

(30:45):
you know, the brain bounces if you have a hard,
hard helmet. So the idea is not having a hard
helmet to protect the skull. It's the deceleration of the
brain that you need to exploit. Nothing better than magnets
or tests have shown that he achieved his patent. We're
trying to, you know, make this company go alive for
this young guy. He discovered it when he was in
grade eight. That's when he came to us with the idea.

(31:06):
And now he's, you know, I think around in his
early twenties and now he wants to turn it into
a company. He finally won all his patent fights just recently,
so the idea he now wants to turn it into company.
So again much to explore. But most deep issue is
the is the question I initially wrote, you know, raised
when I started, is what is a human being like?

(31:28):
That is the research that really needs to be thought about.
There is something we do not understand about this universe
and this world that is allowing this you know, wonderful
existence of this consciousness and awareness and those those are deep,
deep questions that go deep into science and philosophy and
so on. And I think these are the questions that

(31:50):
we love exploring.

Speaker 1 (31:52):
How does Insight collaborate with local organizations to improve healthcare
outcomes in underserved communities.

Speaker 2 (31:58):
We are very collaborative. We do not want to go
in a competitive model where we want to replicate something
that is already being done well. If we can help
by funding or by supporting or or collaborating, we'd rather
do that. If you look at our work in Flint,
for example, where we established the SPEV we call it
Sylvester Groom Empowerment Village where the youth would come. You know,

(32:20):
Uber offered us you know, free free rides for the
kids when they knew that we needed to get the
kids to us. Will Smith donated and came down. I
don't know if I should use that example. His kid
Jaden was unbelievable in helping us during the water crisis.
If you look at the Mott Foundation, they jumped in
and supported us financially. I can just go through the

(32:40):
names local hospitals, universities, people. So I think that we
see ourselves as a catalyst. So yeah, there's tons of organizations,
from churches to synagogues, to mosques, to Hindu temples to
people of no religion. I mean everyone seems to jump
in as long as you can be an itis where
you do the great and work. It's really need to

(33:01):
do the core work. Everyone's ready to support and not
ready to do the core work most of the time.
But the surrounding support work you can get a lot
of people joining and that's kind of what we do.

Speaker 1 (33:11):
Our guest today has been doctor Jawad Shaw. He's the
president of Insight Health Systems. Thank you for joining us today,
doctor Shaw

Speaker 2 (33:18):
Thank you very much.