The hardest part of a clinical trial often happens before it even begins: matching the right patient to the right protocol at the right time. This conversation unpacks why pre-screening has become the chief enrollment bottleneck—and how purpose-built AI, secure platforms, and real partnerships can turn that choke point into a fast lane for access to care.
Together with Hamza Hasan (CEO, Clinical AI; Co-Founder, VisionMed) and Brian Galicia (Global Partner Sales Leader, Microsoft), we map the end-to-end journey from problem to product to scale. Hamza shares how Clinical AI automates pre-screening, document generation, PHI redaction, and multilingual translation to reduce site burden and expand global reach. He also takes us inside VisionMed, a new platform that translates surgical video into structured notes and analytics—laying a practical path from assistive insights today to autonomy in the OR tomorrow.
Brian Galicia opens the hood on Microsoft’s Becoming Frontier framework—employee enablement, customer impact, process transformation, and continuous innovation—while demystifying partner types, co-sell strategy, and the power of unified marketplaces to accelerate discovery and trust.
Security threads through every decision. We talk candidly about why enterprise-grade identity, data protection, and auditability decide which AI survives contact with healthcare reality. We also track a major shift: adoption moving from elite research centers to everyday clinics, as tools integrate into EHRs, respect workflows, and deliver measurable wins like faster time-to-first-patient and fewer screen failures.
If you’re building or buying healthcare AI, you’ll leave with a clear playbook: define the why, prove product truth on real workloads, distribute through marketplaces, align incentives with co-sell, and use agents to automate the grind.
The views and discussions presented in this program may include forward-looking statements regarding the future development and potential applications of artificial intelligence, video analysis technologies, and autonomous surgical systems. These statements reflect current expectations and assumptions that involve risks and uncertainties, and actual results may differ materially. Any products, systems, or technologies referenced that involve medical or surgical applications are subject to regulatory review and clearance by the appropriate regulatory authorities before they may be marketed or used clinically.Regulatory requirements vary by jurisdiction, and compliance obligations may differ across regions.
This content is provided for informational purposes and discussion purposes only and should not be construed as medical advice, product claims, or guarantees of future performance.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (00:11):
In a few moments, we're going to continue very
quickly with talking about atopic that you haven't heard
anything at all about today.
Nothing.
AI.
And um we're gonna bring in aNASDAQ listed company,
Microsoft.
We're gonna bring in uh themoderator from uh clinical AI,
(00:31):
Kim Smith, a a true believer andsupporter of Idea Gen forever,
and a CEO of Clinical AI, HamzaHassan.
Why don't we invite you guys upnow?
You want to come up?
All right.
SPEAKER_02 (00:52):
Okay.
Nope.
SPEAKER_00 (00:55):
Welcome to the future of clinical research,
powered by clinical AI.
We provide intelligent solutionsfor every unmet need of your
trial.
Automate and refine patientrecruitment with intelligent
pre-screening.
Engage participants like neverbefore with our interactive
avatars.
Expand your global reach withfast and accurate document
translations, predict outcomes,and optimize study design using
(01:17):
trial simulations.
Instantly create new customizedclinical trial documents and
review existing ones tostreamline your clinical trials
operations.
Protect patient privacyeffortlessly with automated PHI
redaction.
And for your unique challenges,we develop custom platforms
tailored to your exact needs.
Visit us at clinicalai.us tolearn more.
SPEAKER_02 (01:52):
Very excited to be here with two esteemed
colleagues, one of which I'veknown for 20 years, one I've
just started working with in thelast few years.
And I'm going to let themintroduce themselves.
Do you want to go ahead, Ham?
SPEAKER_04 (02:03):
Yeah, absolutely.
Hey everyone, my name is HamzaSan, and I'm the CEO of Clinical
AI, the CTO of a company calledVision Med, and a co-founder of
a few other companies that we'veeither spun out from Clinical AI
or created as a joint venturealongside some of our partners.
So Clinical has been around forabout five years now.
Initially, we had created thecompany to create create a joint
(02:27):
venture between us and JohnsHopkins called Robotrials.
And we automate a lot ofdifferent workflows across
healthcare and with a specialfocus on clinical trials and
helping to increase access tocutting edge treatments for
patients around the world.
SPEAKER_03 (02:43):
Thanks, Answell.
So hi everybody, my name isBrian Galicia.
I am at Microsoft.
It's hard to believe I justcelebrated 19 years there.
Microsoft, if you haven't beenpaying attention, celebrated 50
years.
I'm not that old, but uh it'samazing how much innovation that
uh we have been doing.
And this conversation is gonnabe great because it's gonna
align to what's top of mind formany many people, AI, but also
(03:07):
partnerships.
Um I think everyone in thisroom, no matter if you're in
technology, the government,public sector, whatever it is,
there are partnerships all overthe place.
Um, and so my role at Microsoft,I'm a partner sales leader, so
my accountability with my teamis to empower and drive
partnerships so that it's ajoint win.
And we're gonna talk about someof the questions that Kim's
gonna ask, is gonna be reallyaligned to how should, no matter
(03:30):
if you're outside of technology,how can partnerships thrive,
particularly in this now new ageof AI?
SPEAKER_02 (03:37):
Fantastic.
Thank you both.
So I will start with a couple ofquestions for Hamza.
I I think some folks saw thevideo, it seems kind of
compelling.
Maybe you can give a little morecontext about the pre-screening
process, what it means to anindividual, and uh as it relates
to AI, what are some of theefficiencies and accelerators
that come with the product andcapabilities of something like
(03:58):
clinical AI?
SPEAKER_04 (03:59):
Yeah, of course.
So one of the biggest problemsin clinical trials is the
pre-screening process.
So a recent study by Tufts uhstudy for the Center of Drug
Design found that over 80% ofclinical trials face some kind
of bottleneck related toenrollment, with lack of
resources in the pre-screeningworkflow being the greatest
(04:21):
bottleneck that exists today.
And today, only 7% of cancerpatients only enroll into
clinical trials, and oftentimesthat's the best option for them
for their treatment.
So it's a really big unmet needthat we're seeing today, and uh
AI is very well suited toaddress that unmet need and help
(04:43):
patients enroll onto clinicaltrials more efficiently and also
to increase access to careglobally.
SPEAKER_02 (04:52):
Oh, that's great.
And when you think about, um andwe talked about the statistics
which blew my mind, all upwardsof almost 50,000 clinical trials
can be going on at any giventime, which you think about
that's daunting for someone whomay need access to medical
treatment or support, and theironly option is potentially a
clinical trial.
So when you think about that,how does the AI aspect of what
(05:16):
clinical AI does help thoseindividuals get access to what
they need more quickly and moreeffectively?
And frankly, the treatmentproviders know that those trials
are going on and be able toconnect the people with the
trials themselves.
SPEAKER_04 (05:30):
Yeah, so clinical trials are incredibly complex.
So to take a drug to market, youhave to spend about$2 billion
today to actually discover whatthat drug is and get it approved
and uh commercially availablefor patients.
And today there are over 60,000clinical trials that are
actively recruiting patients.
(05:50):
Um as time has gone on, thedocumentation around the
clinical trial process hasgotten more and more complex,
and each hospital that's runningclinical trials is now running
more and more trials.
So all these things are comingtogether and increasing the
burden on clinical sites thatare managing the trials, and
there's uh just a lack ofresources available to
(06:13):
effectively manage all of thedifferent components.
So at Clinical AI, what we'vedone is we've uh identified a
lot of the unmet needs that uhoccur regularly in clinical
trials around the world and havedeveloped out AI solutions to
meet all of those differentunmet needs that we've
identified and have turned thoseuh solutions that we developed
(06:34):
into products and have begun tocommercialize those products.
SPEAKER_02 (06:38):
That's good to know.
And when you think about that,the ecosystem of all the players
involved to make that happenactually eliminates some of the
complexity based on thetechnology that you've
introduced.
And when I think about howimportant ecosystems are in
technology, I think of Brianbecause he's been doing this
really throughout his career.
And so just hearing some of whatwe just talked about and where
(07:00):
you're spending time, and you'vespent time for really as long as
I've known you, connecting dotsand people and organizations
through partnerships, share alittle bit more about what it
means to be a champion forbuilding out you know things.
I'm not sure if everyone'sfamiliar with what an uh
independent software vendor isversus uh you may be a
(07:20):
consulting company, all thedifferent types of partnerships
that Microsoft manages to createa compelling ecosystem to
actually accelerate whatMicrosoft's agenda and quite
frankly the vision is, which isyou know to improve world access
to everything.
SPEAKER_03 (07:34):
Yeah, no, thanks, Kim.
Um absolutely.
When you think aboutpartnerships, it really comes
down to uh the different types.
And so Kim mentioned uh ifanyone has heard the term ISV,
if you're outside of tech, youprobably don't even know what
I'm talking about, it's adifferent language.
Think about large organizationsand software companies or uh
industry leaders building on topof the Microsoft cloud to
(07:58):
advance a joint conversation soit's a win-win-win uh across the
board.
We have other types ofpartnerships uh like uh service
integrators, and uh Mark, I'mjust looking at in the front,
where we have partnerships withthose types of uh companies
because they are drivingservices and consulting
utilizing Microsoft technology.
We have other partnerships, likeyou think about the PC that you
(08:20):
might use.
You might have Lenovo, you mighthave Dell.
Those are types of partnerships.
If you are working for a companythat has bought Microsoft,
you're working with a licensingprovider.
So there's a whole bunch ofpartnerships that come into
play, and I always fundamentallysay partnerships start, and
because we're at a leadershipconference, partnerships start
with what the Builder Bear CEOtalked about.
What's the why?
(08:41):
And if you understand what thewhy is of the partnership, it
can't just be, I want to becomea partner, how many times I get
the question, I want to become apartner of Microsoft.
How do I get started?
Which is great.
We appreciate that becausethere's a choice out there of
many different other technologyproviders that you can do that
with, but it starts with what'sthe value proposition that your
company and Microsoft will bringto market together in the types
(09:02):
of partnerships I justdescribed.
Once you define that, then itbecomes a matter of determining
is there mutual value and thendefining is it product truth?
Because if the thing isn't goingto work on the technology and on
Microsoft that it's going to bebuilt with, it's going to be
really hard to advance apartnership.
Then how do you monetize it?
(09:23):
How do you get it out there?
And we'll talk about a littlebit in regards to the future,
but you think aboutmarketplaces.
Uh, if you're dealing withanything, especially software,
what's one of the things that'sreally come to play with
partnerships is that you buysomething from a marketplace,
not just Microsoft, there'sother vendors out there that
have marketplaces.
How do you expose that?
Uh, some of the things that Kimand Hasmud said with how do you
(09:45):
scale through otherpartnerships, it's
partner-to-part.
If and it's not just Microsoft.
We have a large thousands andthousands of partnerships that
we're working together where youcould have three partnerships,
four partnerships, fivepartnerships involved outside of
Microsoft driving innovation.
And the last thing I'll say isit's then co-sell.
Especially in certain markets,you're gonna run into a
(10:07):
situation where how are yougonna get Microsoft sellers
working with your sellers todrive a conversation?
And it ends up being what is thewhy?
But for anyone in this room whoare leaders of sellers, we're
coin operated.
So the only reason why they'regonna work with partner XYZ, are
you gonna help me not just solvea problem for a customer, are
you gonna actually help meretire my quota?
(10:29):
If you can't answer thatquestion, then unfortunately,
regardless of technology or not,that's where partnerships are
one-sided.
And a part a true partnership isnot a one-sided partnership,
it's a joint value acrossend-to-end.
SPEAKER_02 (10:42):
It's really helpful, Brian.
So when I think about the factthat, okay, now we figure we
figure out the why.
We know we want to worktogether, we know we want to
advance what's in it for me andwhat's in it for you.
That's right.
Now talk to us about the role ofinnovation around digital
platforms and how that canaccelerate the partnership.
And then how do you think aboutthat for some of the
(11:03):
organizations for you knowpeople watching now that may not
be a part of the tech industry,and they're trying to figure
out, well, this is a greatmodel, this actually sounds very
interesting.
How does it translate to what Ido?
SPEAKER_03 (11:13):
Yeah, thanks, Kim.
Uh, if if you're payingattention for anyone who's
followed Microsoft, you mighthear the term becoming frontier.
And so that might just that's amarketing speak in a way, but
really it comes to truth becauseyou think about what is
happening in AI, and many of theleaders uh before us were
talking about it.
Becoming frontier really means,in in our view at Microsoft,
(11:35):
four different things.
First and foremost, it means howis AI gonna impact your
employees?
So, all of us in this room whoare leaders, you have your
employees, what's theirexperience?
And the number one thing thatwas a little talked about is the
scarcity or the people arescared of AI because the first
question that comes up, I'm sureeveryone will nod their head, is
(11:55):
gonna take my job.
And so, in a way that might betrue, but it's more of are you
innovating and being curious toenhance your skills to take
advantage of what AI can do sothat you are securing your role
but utilizing AI to help securethat?
The second is how do you impactcustomers?
(12:17):
Because at the end of the day,when you think about AI, if you
do the right thing, how often doall of us, like a simple
example, customer service?
We go have a problem, what do wewant to do?
We want it to solve it.
So if you have the right AI inplace with security and the
right things, you can help solvea ton of customer issues because
you're maximizing the use of AI.
(12:38):
Third is business process.
All of us, regardless ofindustry, tech, government,
public sector, we all have to gofrom, and again, your clinical
trials is a good example, youget from point A to point Z and
everything in between.
How can AI enable the process sothat it makes it more efficient
and gets to faster outcomes morerapidly?
(12:59):
And finally, the last is thecurve of innovation.
If anyone says, oh, I've solvedeverything and I figured out AI,
I would argue many of us arestrong, even in Microsoft, we're
still trying to figure it out.
We are on the forefront whereit's exploration, but also
having a process in place sothat it ends up being, again,
going back to partnerships.
If you know what your outcomeyou want to be, that helps to be
(13:22):
the true north, because then youcan measure it.
So, with like a partnership, ifyou want a partnership to
succeed, you have to define isthis going to be the thing that
is going to show success, andhow do we measure it?
Same thing with AI.
Someone could say, oh, I'mdeploying a whole bunch of quote
unquote, it's not an endorsementto buy Microsoft, but let's say
you buy thousands of licenses tocopilot.
Okay, that's so what?
(13:44):
Like, big deal.
It's great, but what's theoutcome?
It might be the fact that, oh,it's making my people more
efficient, it's making enhancedbusiness process.
All the things I just talkedabout, those are the things that
really come out when we thinkabout, at least at Microsoft,
that's what we define asbecoming frontier.
And the partners that partnerwith us, we want them to also
think about that because theyhave to also be embracing the AI
(14:06):
transformation because that isgoing to be the pinnacle of
innovation and where we partnertogether.
SPEAKER_02 (14:11):
Really helpful.
And when I think about whatMicrosoft has just been doing
over the last decade in thespace, one of the value
propositions has beencross-industry collaboration,
cross-industry innovation.
Um, and Hansa, as you thinkabout the different products and
services and AI capabilitiesthat you're building out, you're
also thinking about that crosscollaborative innovation,
(14:34):
regardless of industry.
You have some new capabilitiescoming out.
Do you want to talk a little bitabout what that looks like as it
relates to some of you know theideation that Microsoft has
converted to innovation throughcross-industry connections?
SPEAKER_04 (14:47):
Yeah, absolutely.
So when we think aboutinnovation, we always try to
keep uh updated on all theemerging technologies that are
coming out and test those newinnovations coming out as it
relates to our products.
So we always want to test outthe new technologies, fail fast
(15:07):
and figure out what doesn'twork, and pivot when we find out
something doesn't work, toidentify what does work and then
iterate on what does work.
So recently, what we've done iswe spun out a company from
clinical AI called Vision Medwhen we've identified a new
technology.
So our focus at Clinical AIhistorically has been on
(15:28):
clinical trials and addressingall the unmet needs.
But we receive requests tocreate custom technologies all
the time.
And one in particular has caughtour interest, and that was to
analyze videos of medicalprocedures using AI and output
notes and analyticsautomatically solely by watching
the videos through AI.
(15:49):
And you know what we've done isturned that into a commercial
product and are now bringing itout into the world and
partnering with companies likeMicrosoft and other uh
marketplaces, we can helpaccelerate the adoption of these
new technologies as they comeout by getting them onto the
marketplaces where those uh endusers are already purchasing
(16:11):
technologies from.
SPEAKER_02 (16:13):
Now, I I want to call something out that maybe
some folks don't realize.
Yes, we have two technologycompany leaders and executives
up here, but what we're talkingabout touches every aspect of an
organization.
Would you agree?
And I I'm gonna throw a questionat them that they don't know is
coming.
So I'm I I they're fast on theirfeet, so they're good.
Talk to me a little bit abouthow your audience has changed in
(16:35):
the course of the last few yearsand what that means and how the
technology is changing to adaptto meet them where they are.
SPEAKER_03 (16:43):
Sure, I I can go first.
I we're just kind of in a sideconversation.
I think what's really changed,part of it is not just AI, but
security.
Let's be honest.
Um you could have the besttechnology in the world, but if
the thing that it's being usedfor is not secure, it will fall
down.
It won't really do anything.
(17:03):
Um also creates huge risk.
And so one of the things that uhis great about Microsoft, our
fundamental foundation of again,the why and the purpose that
many of the leaders talkedabout, including what's
ingrained in Microsoft, issecurity is not job number one.
Well, besides the other thingswe do, everything is grounded
upon is the information we'redoing secure.
And the second is they expectyou think about the brand and
(17:25):
what it means and the visioningof what that is.
Hopefully, everyone, when youthink about Microsoft, hopefully
it's very positive.
Because the other thing we wantto do is with the transformation
that people are coming to usbecause of being a big
multi-billion dollar uhorganization, it comes with
trust.
We are empowered in a using theMarvel story, and I don't know
if Peter's here, but I'm a bigMarvel Marvels fan.
You think about uh Spider-Manand the comment, I'm butchering
(17:48):
the quote, but it's like whenyou have this uh this power,
what do you do with it?
And it's not to say Microsoftowns the power, but more of it's
the trust that's involved tomake sure that are we driving
the right outcomes that we wantto do across not just our
customers, but we have aresponsibility because when we
are working with our partners,the partners take on what we're
(18:08):
doing at Microsoft becausethey're representative of what
we're trying to do together.
So I I think a lot of it, Kim,comes down to changing the uh
the scenarios because we are notpeople assume Microsoft's a
government entity because we getinvolved in a whole bunch of
things.
We're not.
We we're a publicly tradedcompany that's trying to do good
in the world with ourtechnology, and we want to make
(18:31):
the right decisions based uponsecure trust, et cetera, to go
after these things and not juststand alone.
We have to have partnerships tosucceed.
SPEAKER_04 (18:42):
And uh the way we've seen the landscape evolve over
time has been in a very uniqueway because we've been around
for about five yearscommercializing AI technologies
within healthcare.
But five years ago, there wereonly innovators that were
operating in the space.
You know, you didn't have theregular doctors that were just
pri primary practice, uh primarycare physicians managing their
(19:05):
own operations.
Um you were only seeing those uhtop researchers at the academic
research centers uh adopting AIat that time.
But today um we're seeing massuh adoption of the technologies
um as they're emerging.
And it seems like everybodytoday wants to learn about AI.
(19:25):
They all they all want to adoptthe new technologies as they
come out.
And you know, we've just had animmense amount of interest
coming in over the last sixmonths or so, um, particularly
from your regular familydoctors, and it's become it's
definitely shifted over time.
We're seeing more and more ofuh, I guess, just the regular
(19:46):
physicians that are out therethat are getting interested in
AI and adopting it in theirpractices.
SPEAKER_02 (19:53):
I'm gonna ask us to close with one la final
question.
I want you to really think aboutthis, and then um I think we do
actually have a video of VisionMed.
There are some um, after theevent, we'll obviously share
some links for some of the newAI capabilities from Microsoft
and obviously from clinical AI.
Um, but as you look forward andwe think about you know
(20:14):
disruption in the industriesthat you serve, what do you
think is coming for partnershipsfrom your perspective, Brian,
and from a healthcare lifesciences perspective from your
point of view, Hamza?
SPEAKER_04 (20:26):
Yeah, um, so from the uh startup perspective, so
our VisionMed spin out is a veryinteresting technology because
we see that as being the corefor autonomous robotic surgery
systems of the future.
So today the technology that wehave can analyze bulk amounts of
surgical videos and output data.
(20:49):
And that data today, you know,it may automate different tasks
that physicians have, but asthose databases get built out
and we get very large sets ofinformation, those data sets
will be used to train autonomoussurgical systems of the future.
And today we've just embarkeddown that journey.
This technology is about oneyear old now, um, but it's going
(21:11):
to be an iterative process, andwe see it being analogous to how
self-driving cars have evolvedover time.
With uh, you know, starting fromblind spot detectors and lane
departure warnings to thedevelopment of adaptive cruise
control systems.
Uh, and you know, today we havecars that can pretty much drive
themselves, but we're currentlyat the point where we have
(21:33):
developed the uh lane departurewarnings and the blind spot
detectors as it relates tosurgery.
And you know, the nextgeneration is going to be the
adaptive cruise control systemsin surgery to assist surgeons as
they're performing surgicalprocedures, and you know,
ultimately that's going toevolve and get iterated on and
(21:55):
lead to autonomous roboticsurgical systems in the future.
SPEAKER_03 (22:00):
Thank you.
Well, I think from a partnershipperspective, it's going to be
part of it is marketplaces.
I think the thing aboutpartnerships is that how do you
expose, and I think thepredecessors here they're
talking about brain health, wehave to be able to amplify the
success and the opportunity, andone way you do it is through a
marketplace.
(22:20):
People are wanting topotentially solve a problem,
they're gonna look something upin what better way than have,
and this is just fresh off thepress earlier this week, we
announced we unified ourmarketplaces.
One of the biggest challenges ofMicrosoft is that we are
perceived to do many things,which we do.
But the challenge is we havemany different places you can
look for things.
And so one of the biginnovations that we did, which
(22:42):
is you might seem easy, but it'snot, is unifying a single
marketplace where someone whowants to do business with
Microsoft and look at thepartner ecosystem can go and
look for things based uponcertain industries.
And I again, if you look uphealthcare AI in our
marketplace, it's gonna come upwith thousands and thousands of
partners that are doing that.
And so when you think aboutpartnerships, part of it is try
(23:03):
to figure out what problem canyou solve that Microsoft or
another partner isn't doing.
And a simple way I always tellpartnerships is just do a search
on our marketplace and see ifthere's a solution out there
that solves the problem.
If it doesn't, there you go.
There's a business case or abusiness need to actually solve.
The second, again, in the spiritof AI, we actually are also,
you'll hear the term agents.
(23:25):
And does everyone know what anagent is?
Okay, I think some people do,but the simplest way is imagine
someone, uh well, it's not aperson, physical person, but
someone taking a task andautomating it so it drives an
outcome.
It's gonna be a huge thingbecause again, assuming that the
right you have the right data,the right security, the right
(23:45):
privacy, all those things, theamount of time spent to go do
something, you can have itactually have an agent do it for
you.
And a simple example ofMicrosoft, which is a huge time
saver, going into brain healthand all that stuff, like if I
showed you my calendar, how manyteam meetings I jump on and off
of throughout the day, it's itis insane and how much memory we
have to retain because of theoutcomes.
(24:07):
But simple things like aco-pilot that's a facilitator
sitting on the call with you,that imagine back in the day you
have a project manager takingthe whole bunch of notes to go
do it.
Now we have an AI agent sittingon our calls if you opt into it
to actually take all the notes,all the outcomes, et cetera.
So you end the call, guess what?
It has a summary of all thethings that were just talked
(24:28):
about.
So the power of those types ofthings that are gonna come out
and providing, again, to themarketplace an agent store so
that no matter what yourindustry is, again, it doesn't
have to be technology, it couldbe whatever industry, you can go
into that agent marketplace andfind something that actually can
innovate and advance theconversation and what you're
trying to do.
SPEAKER_02 (24:48):
Fantastic.
Well, I have to tell you howjust humbling it is to be on
stage with both of you.
Um these are leadingtechnologists.
For those of you that don'tknow, you can look them up, see
the work that they're doing.
I want to thank you for yourtime and really helping us look
at leadership in a differentway.
And even as technologists,everything that you touched on,
(25:09):
the why, the importance ofpartnerships, the importance of
collaborative innovation,working together, thinking
outside of the box, meetingpeople where they are, it all
applies here.
And sometimes people who aren'tin technology forget that you
think about that every day aswell.
So I want to thank you both foryour time today and joining us
with Idea Gen, and um lookingforward to keeping up with all
(25:30):
the growth that you are going tobring to bear.
SPEAKER_03 (25:32):
Thank you, Ken.
In a few moments, we're going to continue very
quickly with talking about atopic that you haven't heard
anything at all about today.
Nothing.
AI.
And um we're gonna bring in aNASDAQ listed company,
Microsoft.
We're gonna bring in uh themoderator from uh clinical AI,
(00:31):
Kim Smith, a a true believer andsupporter of Idea Gen forever,
and a CEO of Clinical AI, HamzaHassan.
Why don't we invite you guys upnow?
You want to come up?
All right.
SPEAKER_02 (00:52):
Okay.
Nope.
SPEAKER_00 (00:55):
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(01:17):
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SPEAKER_02 (01:52):
Very excited to be here with two esteemed
colleagues, one of which I'veknown for 20 years, one I've
just started working with in thelast few years.
And I'm going to let themintroduce themselves.
Do you want to go ahead, Ham?
SPEAKER_04 (02:03):
Yeah, absolutely.
Hey everyone, my name is HamzaSan, and I'm the CEO of Clinical
AI, the CTO of a company calledVision Med, and a co-founder of
a few other companies that we'veeither spun out from Clinical AI
or created as a joint venturealongside some of our partners.
So Clinical has been around forabout five years now.
Initially, we had created thecompany to create create a joint
(02:27):
venture between us and JohnsHopkins called Robotrials.
And we automate a lot ofdifferent workflows across
healthcare and with a specialfocus on clinical trials and
helping to increase access tocutting edge treatments for
patients around the world.
SPEAKER_03 (02:43):
Thanks, Answell.
So hi everybody, my name isBrian Galicia.
I am at Microsoft.
It's hard to believe I justcelebrated 19 years there.
Microsoft, if you haven't beenpaying attention, celebrated 50
years.
I'm not that old, but uh it'samazing how much innovation that
uh we have been doing.
And this conversation is gonnabe great because it's gonna
align to what's top of mind formany many people, AI, but also
(03:07):
partnerships.
Um I think everyone in thisroom, no matter if you're in
technology, the government,public sector, whatever it is,
there are partnerships all overthe place.
Um, and so my role at Microsoft,I'm a partner sales leader, so
my accountability with my teamis to empower and drive
partnerships so that it's ajoint win.
And we're gonna talk about someof the questions that Kim's
gonna ask, is gonna be reallyaligned to how should, no matter
(03:30):
if you're outside of technology,how can partnerships thrive,
particularly in this now new ageof AI?
SPEAKER_02 (03:37):
Fantastic.
Thank you both.
So I will start with a couple ofquestions for Hamza.
I I think some folks saw thevideo, it seems kind of
compelling.
Maybe you can give a little morecontext about the pre-screening
process, what it means to anindividual, and uh as it relates
to AI, what are some of theefficiencies and accelerators
that come with the product andcapabilities of something like
(03:58):
clinical AI?
SPEAKER_04 (03:59):
Yeah, of course.
So one of the biggest problemsin clinical trials is the
pre-screening process.
So a recent study by Tufts uhstudy for the Center of Drug
Design found that over 80% ofclinical trials face some kind
of bottleneck related toenrollment, with lack of
resources in the pre-screeningworkflow being the greatest
(04:21):
bottleneck that exists today.
And today, only 7% of cancerpatients only enroll into
clinical trials, and oftentimesthat's the best option for them
for their treatment.
So it's a really big unmet needthat we're seeing today, and uh
AI is very well suited toaddress that unmet need and help
(04:43):
patients enroll onto clinicaltrials more efficiently and also
to increase access to careglobally.
SPEAKER_02 (04:52):
Oh, that's great.
And when you think about, um andwe talked about the statistics
which blew my mind, all upwardsof almost 50,000 clinical trials
can be going on at any giventime, which you think about
that's daunting for someone whomay need access to medical
treatment or support, and theironly option is potentially a
clinical trial.
So when you think about that,how does the AI aspect of what
(05:16):
clinical AI does help thoseindividuals get access to what
they need more quickly and moreeffectively?
And frankly, the treatmentproviders know that those trials
are going on and be able toconnect the people with the
trials themselves.
SPEAKER_04 (05:30):
Yeah, so clinical trials are incredibly complex.
So to take a drug to market, youhave to spend about$2 billion
today to actually discover whatthat drug is and get it approved
and uh commercially availablefor patients.
And today there are over 60,000clinical trials that are
actively recruiting patients.
(05:50):
Um as time has gone on, thedocumentation around the
clinical trial process hasgotten more and more complex,
and each hospital that's runningclinical trials is now running
more and more trials.
So all these things are comingtogether and increasing the
burden on clinical sites thatare managing the trials, and
there's uh just a lack ofresources available to
(06:13):
effectively manage all of thedifferent components.
So at Clinical AI, what we'vedone is we've uh identified a
lot of the unmet needs that uhoccur regularly in clinical
trials around the world and havedeveloped out AI solutions to
meet all of those differentunmet needs that we've
identified and have turned thoseuh solutions that we developed
(06:34):
into products and have begun tocommercialize those products.
SPEAKER_02 (06:38):
That's good to know.
And when you think about that,the ecosystem of all the players
involved to make that happenactually eliminates some of the
complexity based on thetechnology that you've
introduced.
And when I think about howimportant ecosystems are in
technology, I think of Brianbecause he's been doing this
really throughout his career.
And so just hearing some of whatwe just talked about and where
(07:00):
you're spending time, and you'vespent time for really as long as
I've known you, connecting dotsand people and organizations
through partnerships, share alittle bit more about what it
means to be a champion forbuilding out you know things.
I'm not sure if everyone'sfamiliar with what an uh
independent software vendor isversus uh you may be a
(07:20):
consulting company, all thedifferent types of partnerships
that Microsoft manages to createa compelling ecosystem to
actually accelerate whatMicrosoft's agenda and quite
frankly the vision is, which isyou know to improve world access
to everything.
SPEAKER_03 (07:34):
Yeah, no, thanks, Kim.
Um absolutely.
When you think aboutpartnerships, it really comes
down to uh the different types.
And so Kim mentioned uh ifanyone has heard the term ISV,
if you're outside of tech, youprobably don't even know what
I'm talking about, it's adifferent language.
Think about large organizationsand software companies or uh
industry leaders building on topof the Microsoft cloud to
(07:58):
advance a joint conversation soit's a win-win-win uh across the
board.
We have other types ofpartnerships uh like uh service
integrators, and uh Mark, I'mjust looking at in the front,
where we have partnerships withthose types of uh companies
because they are drivingservices and consulting
utilizing Microsoft technology.
We have other partnerships, likeyou think about the PC that you
(08:20):
might use.
You might have Lenovo, you mighthave Dell.
Those are types of partnerships.
If you are working for a companythat has bought Microsoft,
you're working with a licensingprovider.
So there's a whole bunch ofpartnerships that come into
play, and I always fundamentallysay partnerships start, and
because we're at a leadershipconference, partnerships start
with what the Builder Bear CEOtalked about.
What's the why?
(08:41):
And if you understand what thewhy is of the partnership, it
can't just be, I want to becomea partner, how many times I get
the question, I want to become apartner of Microsoft.
How do I get started?
Which is great.
We appreciate that becausethere's a choice out there of
many different other technologyproviders that you can do that
with, but it starts with what'sthe value proposition that your
company and Microsoft will bringto market together in the types
(09:02):
of partnerships I justdescribed.
Once you define that, then itbecomes a matter of determining
is there mutual value and thendefining is it product truth?
Because if the thing isn't goingto work on the technology and on
Microsoft that it's going to bebuilt with, it's going to be
really hard to advance apartnership.
Then how do you monetize it?
(09:23):
How do you get it out there?
And we'll talk about a littlebit in regards to the future,
but you think aboutmarketplaces.
Uh, if you're dealing withanything, especially software,
what's one of the things that'sreally come to play with
partnerships is that you buysomething from a marketplace,
not just Microsoft, there'sother vendors out there that
have marketplaces.
How do you expose that?
Uh, some of the things that Kimand Hasmud said with how do you
(09:45):
scale through otherpartnerships, it's
partner-to-part.
If and it's not just Microsoft.
We have a large thousands andthousands of partnerships that
we're working together where youcould have three partnerships,
four partnerships, fivepartnerships involved outside of
Microsoft driving innovation.
And the last thing I'll say isit's then co-sell.
Especially in certain markets,you're gonna run into a
(10:07):
situation where how are yougonna get Microsoft sellers
working with your sellers todrive a conversation?
And it ends up being what is thewhy?
But for anyone in this room whoare leaders of sellers, we're
coin operated.
So the only reason why they'regonna work with partner XYZ, are
you gonna help me not just solvea problem for a customer, are
you gonna actually help meretire my quota?
(10:29):
If you can't answer thatquestion, then unfortunately,
regardless of technology or not,that's where partnerships are
one-sided.
And a part a true partnership isnot a one-sided partnership,
it's a joint value acrossend-to-end.
SPEAKER_02 (10:42):
It's really helpful, Brian.
So when I think about the factthat, okay, now we figure we
figure out the why.
We know we want to worktogether, we know we want to
advance what's in it for me andwhat's in it for you.
That's right.
Now talk to us about the role ofinnovation around digital
platforms and how that canaccelerate the partnership.
And then how do you think aboutthat for some of the
(11:03):
organizations for you knowpeople watching now that may not
be a part of the tech industry,and they're trying to figure
out, well, this is a greatmodel, this actually sounds very
interesting.
How does it translate to what Ido?
SPEAKER_03 (11:13):
Yeah, thanks, Kim.
Uh, if if you're payingattention for anyone who's
followed Microsoft, you mighthear the term becoming frontier.
And so that might just that's amarketing speak in a way, but
really it comes to truth becauseyou think about what is
happening in AI, and many of theleaders uh before us were
talking about it.
Becoming frontier really means,in in our view at Microsoft,
(11:35):
four different things.
First and foremost, it means howis AI gonna impact your
employees?
So, all of us in this room whoare leaders, you have your
employees, what's theirexperience?
And the number one thing thatwas a little talked about is the
scarcity or the people arescared of AI because the first
question that comes up, I'm sureeveryone will nod their head, is
(11:55):
gonna take my job.
And so, in a way that might betrue, but it's more of are you
innovating and being curious toenhance your skills to take
advantage of what AI can do sothat you are securing your role
but utilizing AI to help securethat?
The second is how do you impactcustomers?
(12:17):
Because at the end of the day,when you think about AI, if you
do the right thing, how often doall of us, like a simple
example, customer service?
We go have a problem, what do wewant to do?
We want it to solve it.
So if you have the right AI inplace with security and the
right things, you can help solvea ton of customer issues because
you're maximizing the use of AI.
(12:38):
Third is business process.
All of us, regardless ofindustry, tech, government,
public sector, we all have to gofrom, and again, your clinical
trials is a good example, youget from point A to point Z and
everything in between.
How can AI enable the process sothat it makes it more efficient
and gets to faster outcomes morerapidly?
(12:59):
And finally, the last is thecurve of innovation.
If anyone says, oh, I've solvedeverything and I figured out AI,
I would argue many of us arestrong, even in Microsoft, we're
still trying to figure it out.
We are on the forefront whereit's exploration, but also
having a process in place sothat it ends up being, again,
going back to partnerships.
If you know what your outcomeyou want to be, that helps to be
(13:22):
the true north, because then youcan measure it.
So, with like a partnership, ifyou want a partnership to
succeed, you have to define isthis going to be the thing that
is going to show success, andhow do we measure it?
Same thing with AI.
Someone could say, oh, I'mdeploying a whole bunch of quote
unquote, it's not an endorsementto buy Microsoft, but let's say
you buy thousands of licenses tocopilot.
Okay, that's so what?
(13:44):
Like, big deal.
It's great, but what's theoutcome?
It might be the fact that, oh,it's making my people more
efficient, it's making enhancedbusiness process.
All the things I just talkedabout, those are the things that
really come out when we thinkabout, at least at Microsoft,
that's what we define asbecoming frontier.
And the partners that partnerwith us, we want them to also
think about that because theyhave to also be embracing the AI
(14:06):
transformation because that isgoing to be the pinnacle of
innovation and where we partnertogether.
SPEAKER_02 (14:11):
Really helpful.
And when I think about whatMicrosoft has just been doing
over the last decade in thespace, one of the value
propositions has beencross-industry collaboration,
cross-industry innovation.
Um, and Hansa, as you thinkabout the different products and
services and AI capabilitiesthat you're building out, you're
also thinking about that crosscollaborative innovation,
(14:34):
regardless of industry.
You have some new capabilitiescoming out.
Do you want to talk a little bitabout what that looks like as it
relates to some of you know theideation that Microsoft has
converted to innovation throughcross-industry connections?
SPEAKER_04 (14:47):
Yeah, absolutely.
So when we think aboutinnovation, we always try to
keep uh updated on all theemerging technologies that are
coming out and test those newinnovations coming out as it
relates to our products.
So we always want to test outthe new technologies, fail fast
(15:07):
and figure out what doesn'twork, and pivot when we find out
something doesn't work, toidentify what does work and then
iterate on what does work.
So recently, what we've done iswe spun out a company from
clinical AI called Vision Medwhen we've identified a new
technology.
So our focus at Clinical AIhistorically has been on
(15:28):
clinical trials and addressingall the unmet needs.
But we receive requests tocreate custom technologies all
the time.
And one in particular has caughtour interest, and that was to
analyze videos of medicalprocedures using AI and output
notes and analyticsautomatically solely by watching
the videos through AI.
(15:49):
And you know what we've done isturned that into a commercial
product and are now bringing itout into the world and
partnering with companies likeMicrosoft and other uh
marketplaces, we can helpaccelerate the adoption of these
new technologies as they comeout by getting them onto the
marketplaces where those uh endusers are already purchasing
(16:11):
technologies from.
SPEAKER_02 (16:13):
Now, I I want to call something out that maybe
some folks don't realize.
Yes, we have two technologycompany leaders and executives
up here, but what we're talkingabout touches every aspect of an
organization.
Would you agree?
And I I'm gonna throw a questionat them that they don't know is
coming.
So I'm I I they're fast on theirfeet, so they're good.
Talk to me a little bit abouthow your audience has changed in
(16:35):
the course of the last few yearsand what that means and how the
technology is changing to adaptto meet them where they are.
SPEAKER_03 (16:43):
Sure, I I can go first.
I we're just kind of in a sideconversation.
I think what's really changed,part of it is not just AI, but
security.
Let's be honest.
Um you could have the besttechnology in the world, but if
the thing that it's being usedfor is not secure, it will fall
down.
It won't really do anything.
(17:03):
Um also creates huge risk.
And so one of the things that uhis great about Microsoft, our
fundamental foundation of again,the why and the purpose that
many of the leaders talkedabout, including what's
ingrained in Microsoft, issecurity is not job number one.
Well, besides the other thingswe do, everything is grounded
upon is the information we'redoing secure.
And the second is they expectyou think about the brand and
(17:25):
what it means and the visioningof what that is.
Hopefully, everyone, when youthink about Microsoft, hopefully
it's very positive.
Because the other thing we wantto do is with the transformation
that people are coming to usbecause of being a big
multi-billion dollar uhorganization, it comes with
trust.
We are empowered in a using theMarvel story, and I don't know
if Peter's here, but I'm a bigMarvel Marvels fan.
You think about uh Spider-Manand the comment, I'm butchering
(17:48):
the quote, but it's like whenyou have this uh this power,
what do you do with it?
And it's not to say Microsoftowns the power, but more of it's
the trust that's involved tomake sure that are we driving
the right outcomes that we wantto do across not just our
customers, but we have aresponsibility because when we
are working with our partners,the partners take on what we're
(18:08):
doing at Microsoft becausethey're representative of what
we're trying to do together.
So I I think a lot of it, Kim,comes down to changing the uh
the scenarios because we are notpeople assume Microsoft's a
government entity because we getinvolved in a whole bunch of
things.
We're not.
We we're a publicly tradedcompany that's trying to do good
in the world with ourtechnology, and we want to make
(18:31):
the right decisions based uponsecure trust, et cetera, to go
after these things and not juststand alone.
We have to have partnerships tosucceed.
SPEAKER_04 (18:42):
And uh the way we've seen the landscape evolve over
time has been in a very uniqueway because we've been around
for about five yearscommercializing AI technologies
within healthcare.
But five years ago, there wereonly innovators that were
operating in the space.
You know, you didn't have theregular doctors that were just
pri primary practice, uh primarycare physicians managing their
(19:05):
own operations.
Um you were only seeing those uhtop researchers at the academic
research centers uh adopting AIat that time.
But today um we're seeing massuh adoption of the technologies
um as they're emerging.
And it seems like everybodytoday wants to learn about AI.
(19:25):
They all they all want to adoptthe new technologies as they
come out.
And you know, we've just had animmense amount of interest
coming in over the last sixmonths or so, um, particularly
from your regular familydoctors, and it's become it's
definitely shifted over time.
We're seeing more and more ofuh, I guess, just the regular
(19:46):
physicians that are out therethat are getting interested in
AI and adopting it in theirpractices.
SPEAKER_02 (19:53):
I'm gonna ask us to close with one la final
question.
I want you to really think aboutthis, and then um I think we do
actually have a video of VisionMed.
There are some um, after theevent, we'll obviously share
some links for some of the newAI capabilities from Microsoft
and obviously from clinical AI.
Um, but as you look forward andwe think about you know
(20:14):
disruption in the industriesthat you serve, what do you
think is coming for partnershipsfrom your perspective, Brian,
and from a healthcare lifesciences perspective from your
point of view, Hamza?
SPEAKER_04 (20:26):
Yeah, um, so from the uh startup perspective, so
our VisionMed spin out is a veryinteresting technology because
we see that as being the corefor autonomous robotic surgery
systems of the future.
So today the technology that wehave can analyze bulk amounts of
surgical videos and output data.
(20:49):
And that data today, you know,it may automate different tasks
that physicians have, but asthose databases get built out
and we get very large sets ofinformation, those data sets
will be used to train autonomoussurgical systems of the future.
And today we've just embarkeddown that journey.
This technology is about oneyear old now, um, but it's going
(21:11):
to be an iterative process, andwe see it being analogous to how
self-driving cars have evolvedover time.
With uh, you know, starting fromblind spot detectors and lane
departure warnings to thedevelopment of adaptive cruise
control systems.
Uh, and you know, today we havecars that can pretty much drive
themselves, but we're currentlyat the point where we have
(21:33):
developed the uh lane departurewarnings and the blind spot
detectors as it relates tosurgery.
And you know, the nextgeneration is going to be the
adaptive cruise control systemsin surgery to assist surgeons as
they're performing surgicalprocedures, and you know,
ultimately that's going toevolve and get iterated on and
(21:55):
lead to autonomous roboticsurgical systems in the future.
SPEAKER_03 (22:00):
Thank you.
Well, I think from a partnershipperspective, it's going to be
part of it is marketplaces.
I think the thing aboutpartnerships is that how do you
expose, and I think thepredecessors here they're
talking about brain health, wehave to be able to amplify the
success and the opportunity, andone way you do it is through a
marketplace.
(22:20):
People are wanting topotentially solve a problem,
they're gonna look something upin what better way than have,
and this is just fresh off thepress earlier this week, we
announced we unified ourmarketplaces.
One of the biggest challenges ofMicrosoft is that we are
perceived to do many things,which we do.
But the challenge is we havemany different places you can
look for things.
And so one of the biginnovations that we did, which
(22:42):
is you might seem easy, but it'snot, is unifying a single
marketplace where someone whowants to do business with
Microsoft and look at thepartner ecosystem can go and
look for things based uponcertain industries.
And I again, if you look uphealthcare AI in our
marketplace, it's gonna come upwith thousands and thousands of
partners that are doing that.
And so when you think aboutpartnerships, part of it is try
(23:03):
to figure out what problem canyou solve that Microsoft or
another partner isn't doing.
And a simple way I always tellpartnerships is just do a search
on our marketplace and see ifthere's a solution out there
that solves the problem.
If it doesn't, there you go.
There's a business case or abusiness need to actually solve.
The second, again, in the spiritof AI, we actually are also,
you'll hear the term agents.
(23:25):
And does everyone know what anagent is?
Okay, I think some people do,but the simplest way is imagine
someone, uh well, it's not aperson, physical person, but
someone taking a task andautomating it so it drives an
outcome.
It's gonna be a huge thingbecause again, assuming that the
right you have the right data,the right security, the right
(23:45):
privacy, all those things, theamount of time spent to go do
something, you can have itactually have an agent do it for
you.
And a simple example ofMicrosoft, which is a huge time
saver, going into brain healthand all that stuff, like if I
showed you my calendar, how manyteam meetings I jump on and off
of throughout the day, it's itis insane and how much memory we
have to retain because of theoutcomes.
(24:07):
But simple things like aco-pilot that's a facilitator
sitting on the call with you,that imagine back in the day you
have a project manager takingthe whole bunch of notes to go
do it.
Now we have an AI agent sittingon our calls if you opt into it
to actually take all the notes,all the outcomes, et cetera.
So you end the call, guess what?
It has a summary of all thethings that were just talked
(24:28):
about.
So the power of those types ofthings that are gonna come out
and providing, again, to themarketplace an agent store so
that no matter what yourindustry is, again, it doesn't
have to be technology, it couldbe whatever industry, you can go
into that agent marketplace andfind something that actually can
innovate and advance theconversation and what you're
trying to do.
SPEAKER_02 (24:48):
Fantastic.
Well, I have to tell you howjust humbling it is to be on
stage with both of you.
Um these are leadingtechnologists.
For those of you that don'tknow, you can look them up, see
the work that they're doing.
I want to thank you for yourtime and really helping us look
at leadership in a differentway.
And even as technologists,everything that you touched on,
(25:09):
the why, the importance ofpartnerships, the importance of
collaborative innovation,working together, thinking
outside of the box, meetingpeople where they are, it all
applies here.
And sometimes people who aren'tin technology forget that you
think about that every day aswell.
So I want to thank you both foryour time today and joining us
with Idea Gen, and um lookingforward to keeping up with all
(25:30):
the growth that you are going tobring to bear.
SPEAKER_03 (25:32):
Thank you, Ken.
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