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Giving Thanks – Ken Burns “THE AMERICAN REVOLUTION”

By MIKE MAGEE

Give thanks for our America, blemishes and all. Ken Burns says as much, making it clear, we are a mess of contradictions, and that is (in part) what makes us a uniquely American.

Consider that in a single week, we have had to endure Trump’s “Things happen” as he defended the Saudi crown prince ordering the Khashoggi killing, while also rejoice in his smack-down THE HILL headlined, “The Epstein files are a turning point in the Trump presidency, but it’s not over yet.” Perhaps Marjorie Taylor Greene said it best for all of us, “I refuse to be a ‘battered wife’ hoping it all goes away and gets better.”

In the shadow of an autocratic assault unparalleled in our modern history, Americans are searching for a silver lining. Is it helpful to our Democracy to be stress tested and our Constitutional weaknesses revealed so that we might take corrective actions in the future? Should we accept some blame for supporting a culture rich in celebrity idolatry, and one tolerant of unsustainable levels of inequity? Hasn’t unbridled capitalism diminished solidarity and good government in equal measure?

It is heartening to see many of our public servants, several of whom are first generation immigrants, display their competence, professionalism and courage in support of these United States. Our citizens want to believe that they, rather than their DOJ inquisitors, represent us.

It’s encouraging that compassion, understanding, and partnership remain embedded in the caring citizens who say NO to kings, challenged mass ICE invaders, and (with the Catholic Church) lent a powerful voice to immigrants across our land.

In times like these, I rely heavily on a book my son, Mike, published with the University of Alabama Press in 2004, titled, “Emancipating Pragmatism: Emerson, Jazz, and Experimental Writing”. The book derived from his PhD dissertation at the University of Pennsylvania, and extensively delved into the writings of both Ralph Waldo Ellison, author of “The Invisible Man”, and his namesake, Ralph Waldo Emerson.

So what did he say in his book that was so compelling that I turn to it today, on the eve of another Thanksgiving Celebration?

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Katie D’Amico, Carequest–Integrating Oral Health into Medical Care

Katie D‘Amico is the VP of Innovation at Carequest, a non-profit that supports oral health–she’s a big proponent on its integration with medical care. At HLTH in October 2025 she took me on a brief tour of innovation in dental care and oral health. We had a quick look at the ability to test collagen breakdown and how to use the dental office to refer to lab tests. I also had a brief chat with Dr Ashley Lerman from Firstgrin, which is helping kids take care of their teeth, and distributing her kits and apps via health plans and hospitals–Matthew Holt

When Drug Price Transparency Isn’t Enough

By KRISTINA SMITH & PHIYEN NGUYEN

Policymakers and advocates often promote drug price transparency to lower costs and improve equity. While transparency is an important first step toward accountability and informed public budgeting, it does not guarantee affordable prices or fair access to medicines.

Transparency Has Some Benefits

Drug price transparency helps show how and why medicines cost what they do along the supply chain (i.e., from the manufacturer to the pharmacy), which makes it easier to identify where costs can be reduced or better regulated. By making this information public, transparency allows patients, payers, and policymakers to make more informed decisions and encourage manufacturers to prices drugs more fairly. Ultimately, it supports a fairer system where patients can better afford and obtain the treatments they need, improving access to care.

States with Drug Transparency Laws

While federal policy to improve price transparency is lacking, the states have moved to make things clearer for patients and payers. Vermont was the first U.S. state to enact a drug price transparency law in 2016. Since then, many others have followed suit. At least 14 states have passed some version of transparency legislation, though the details and their enforcement of these laws differ widely.

For example, only Vermont and Maine require drug companies or insurers to disclose the actual prices paid after discounts (called the “net price”). Alternately, Oregon and Nevada require drug manufacturers to publicly report their profit to state government agencies. And Connecticut, Louisiana, and Nevada mandate pharmacy benefit managers (PBMs) to report the total rebates they receive, but not the amounts for each specific drug. Despite these efforts, no state has yet achieved full transparency across the entire drug supply chain.

Transparency is Not Enough

Even with clear pricing, Americans still pay about 2.6 times more for prescription drugs than people in other wealthy countries. Early evidence suggests that these laws have done little to curb drug prices. To date, only four states – California, Maine, Minnesota, and Oregon – have published analyses of their own laws. These reports share common concerns: difficulty tracking pricing across the supply chain and uncertainty about whether state agencies have the authority (or the will) to act when data is incomplete or unreliable. 

Most transparency laws fall short on requiring detailed cost or profit data, focusing instead on broad price trends. As a result, this narrow scope makes it difficult to identify the exact drivers of high drug prices. Even when transparency discourages manufacturers from raising prices, these policies do not directly control pricing or define what constitutes an ‘unjustified’ price increase. Manufacturers can simply adjust by setting higher launch prices or implementing smaller, more frequent increases to stay below reporting thresholds. Still, the result is a system where drug costs can vary by as much as $719 for the same 30-day prescription even when prices are publicly listed.

What can also be done?

Creating a consistent national framework could replace the current patchwork of state laws and improve oversight of how drugs are priced. For example, the Drug Price Transparency in Medicaid Act (H.R. 2450) could do just that: it would standardize reporting requirements and reveal how drug prices are set, rebated, and reimbursed. But transparency alone can’t lower costs—it only shows the problem.

To make transparency meaningful, policymakers must address the underlying contracts and incentives that drive high prices.

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Nabla — It’s been a rocketship

I met the Nabla management team two years ago. Two years later they have ridden the wave of AI scribing to be one of the leaders in the field. At HLTH this year, I caught up with CEO Alex Lebrun and COO Delphine Groll to check in on their growth (150 customers and 100K users) what the next little bit of ambient AI scribing will look like (more specialties, more integration) and whether they’re scared of Epic (no!).–Matthew Holt

Struggling UnitedHealth Group is a Huge Smoking Black Box

By JEFF GOLDSMITH

In mid-April 2025, UnitedHealth Group (UNH) reported its 1Q25 operating results, including a modest shortfall in expected earnings and lowered its 2025 earnings forecast by 12%. The company blamed accelerating medical costs and federal policy changes for their most profitable service line, Medicare Advantage. Market reaction was swift and savage. UNH stock lost more than 22% in a single day. In May, United fired its CEO, Sir Andrew Witty and withdrew its earnings guidance for 2025, with the stock declining another 15%. Witty was followed out the door two months later by President and CFO John Rex, heir-apparent to longtime Chairman Stephen Hemsley.

Turns out, UNH’s market capitalization trajectory presaged the collapse in UNH’s 2025 cashflow. UNH’s projected cashflow from operations is now expected fall to be half of its 2025 forecast- a breathtaking $16 billion shortfall. In multiple investor calls, the new/old CEO Stephen Hemsley and his new crew have not come remotely close to explaining where the $16 billion went. Struggling UnitedHealth Group is one gigantic smoking black box.

2024 was a nightmare year for the company, beginning with the massive Change Healthcare cyberattack in February and concluding with the brutal killing of their senior health insurance executive, Brian Thompson, in November. It is clear in hindsight that business fundamentals for UNH’s health insurance and care delivery businesses deteriorated sharply during 2024, and its senior leadership were scrambling to repair the damage.

Health insurers across the country are experiencing record operating challenges. However, UNH’s business model enhanced their vulnerability. UNH had spent $118 billion in just five years (2019-2023) buying profitable smaller companies, almost all of which ended up inside of their enormous Optum subsidiary. These acquisitions included: multi-specialty physician groups, ambulatory surgery and urgent care, business intelligence/business process outsourcing and claims management companies.

These businesses are closely intertwined with United’s legacy health insurance business. In order to reach estimated $445 billion in total 2025 UNH revenues, one has to eliminate $165 billion in intercompany revenue flows (Examples- purchases of services by Optum Health from its consulting arm, OptumInsight, or purchase of health services from Optum Health by United Healthcare, UNH’s insurance business).

The company’s nearly fifty year old health insurance business had been a reliable 5.5-6% operating margin generator. However, in 2025, it will produce only a 3% operating margin. However, UNH’s incremental revenues and earnings growth for the past decade have not come from health insurance, but have been produced by Optum, whose revenues were growing much faster than its health insurance business.

Several pieces of Optum have also been far more profitable than United Healthcare itself. Optum Health grew into a $100 billion business (before eliminations), and used to earn an 10% operating margin. In 2025, that margin will be more like 2.5%. Optum Insight, a $19 billion business (before eliminations), which used to earn a sizzling 28% operating margin will be lucky to earn 8% in 2025. The complex interpenetration of Optum and United Healthcare’s businesses makes it impossible to gauge the seriousness of the company’s operating problems.

Optum Health appears to be a major source of the smoke, but it is impossible to tell from the skimpy disclosures where exactly the fire is.

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Support your neighborhood scientist

By KIM BELLARD

These are, it must be said, grim times for American science. Between the Trump budget cuts, the Trump attacks on leading research universities, and the normalization of misinformation/ disinformation, scientists are losing their jobs, fleeing to other countries, or just trying to keep their heads down in hopes of being able to just, you know, keep doing science.

But some scientists are fighting back, and more power to them. Literally.

Lest you think I’m being Chicken Little, warning prematurely that the sky is falling, there continue to be warning signs. Virginia Gewin, writing in Nature, reports Insiders warn how dismantling federal agencies could put science at risk. A former EPA official told her: “It’s not just EPA. Science is being destroyed across many agencies.” Even worse, one former official warned: “Now they are starting to proffer misinformation and putting a government seal on it.”  

A third researcher added: “The damage to the next generation of scientists is what I worry the most about. I’ve been advising students to look for other jobs.”

It’s not just that students are looking for jobs outside of the government. Katrina Northrop and Rudy Lu write in The Washington Post about the brain drain going to China. “Over the past decade,” they say, “there has been a rush of scholars — many with some family connection to China — moving across the Pacific, drawn by Beijing’s full-throttle drive to become a scientific superpower.” They cite 50 tenure track scholars of Chinese descent who have left U.S. universities for China. Most are in STEM fields.

“The U.S. is increasingly skeptical of science — whether it’s climate, health or other areas,” Jimmy Goodrich, an expert on Chinese science and technology at theUniversity of California Institute on Global Conflict and Cooperation, told them. “While in China, science is being embraced as a key solution to move the country forward into the future.”

They note how four years ago the U.S. spent four times as much in R&D than China, whereas now the spending is basically even, at best.

I keep in mind the warning of Dan Wang, a research fellow at Stanford’s Hoover Institution:

Think about it this way: China is an engineering state, which treats construction projects and technological primacy as the solution to all of its problems, whereas the United States is a lawyerly society, obsessed with protecting wealth by making rules rather than producing material goods.

We’ve seen what a government of lawyers does, creating laws and regulations that protect big corporations and the ultra-rich, while making everything so complex that, voila, more lawyers are needed. Maybe it’s time to see what a government of scientists could do.

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A Failure to Rescue: How Predictive Modeling Can Rewrite the Story of Congenital Syphilis

By KAYLA KELLY

Every semester I have the privilege of guiding nursing students through their maternal and pediatric clinicals. At the beginning of the semester, their enthusiasm is contagious. They share stories about witnessing their first delivery, helping a new mother with breastfeeding, and practicing developmental assessments on pediatric patients. As the semester progresses, I see their demeanor shift. “You were right, we took care of another congenital syphilis baby today.” Their reflections on the clinical day are a mixture of emotions: frustration, anger, and sadness, as they watch fragile infants fighting an infection that no child should ever have to endure.

When I first tell my nursing students that they will likely care for infants born with syphilis during their clinical rotations, they look at me with wide-eyed disbelief. “Didn’t we cure syphilis in the 1950’s?” some ask. A few of my students usually recall hearing about the Tuskegee Study, but most have no idea that we are still fighting (and losing) a battle against congenital syphilis in the United States today. 

Congenital syphilis occurs when a mother transmits the infection to her infant during pregnancy or delivery. It is almost entirely preventable with timely screening and treatment, yet the number of cases continues to rise at an alarming rate. Between 2018 and 2022, the United States experienced a 183% increase in congenital syphilis cases, rising from 1,328 cases to 3,769. This national trend was mirrored at the state level, with Texas reporting 179 cases in 2017 and 922 in 2022. During those five years, the rate of infants born with congenital syphilis in Texas rose from 46.9 to 236.6 per 100,000 live births, a sharp increase that necessitates action.

Texas now has one of the highest congenital syphilis rates in the country, despite having one of the most comprehensive prenatal screening laws. According to the Texas Department of State Health Services, policy mandates syphilis screening at three points during pregnancy:

(1) at the first prenatal visit

(2) the third trimester (but no earlier than 28 weeks)

(3) at delivery

But herein lies the problem: What happens when a woman never attends prenatal care? How do we reach those who never step into an OB/GYN office during pregnancy? Screening laws only protect those who are able to access care. In 2022, over 1/3 of Texas mothers whose infants were diagnosed with congenital syphilis did not receive any prenatal care. Each of these cases represents a failure of our current medical system, a system that should be protecting the most vulnerable yet remains unable to reach those who need it most.

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When Your Cloud Provider Doesn’t Understand HIPAA: A Cautionary Tale

By JACOB REIDER & JODI DANIEL

Jacob: I recently needed to sign a Business Associate Agreement (BAA) with one of the large hosting providers for a new health IT project. What should have been straightforward turned into a multi-week educational exercise about basic HIPAA compliance. And when I say “basic,” I mean really basic, like the definitions in the statute itself.

Here’s what happened and why you need to watch out for this if you’re building health care technology.

I’m building a system that automates clinical data extraction for research studies. Like any responsible health care tech company, I need HIPAA-compliant infrastructure. The company (I’ll call them Hosting Company or HC) is good technically, and they’re hosting our development environment, so I signed up for their enhanced support plan (which they require before they’ll even consider a BAA) and requested their standard agreement.

The Problem

HC’s BAA assumes every customer is a “Covered Entity.” That means a health plan, a health care clearinghouse, or a health care provider that transmits health information electronically.

But that’s not me. I’m not a Covered Entity. I’m a Business Associate (BA). I handle protected health information on behalf of Covered Entities. When I need cloud infrastructure, I need my vendors to sign subcontractor BAAs with me.

The Back and Forth

When I told HC that I couldn’t sign their BAA as written, they escalated to their legal department. Days later, a team lead came back with this response:

“To HC, even if you are a subcontracted or a down the line subcontracted association. It would still be an agreement between the covered entity within the agreement and HC… So even being a business associate, it would still be considered a covered entity since it is your business that is being covered.”

I had to read it twice. This is simply wrong.

Jodi: Let me chime in here with the legal perspective, because this confusion is more common than it should be.

The terms “Covered Entity” and “Business Associate” aren’t interchangeable marketing terms. They have specific legal definitions in 45 CFR § 160.103. You can’t just redefine them because it’s administratively convenient. Generally… covered entities are (most) health care providers, health plans, and health care clearinghouses; business associates are those entities that have access to protected health information to perform services on behalf of covered entities; and subcontractors are persons to whom a business associate delegates a function, activity, or service.

Here’s what the regulations actually say:

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Sachin Jain–How do we do better?

What are the practices that we have normalized that future generations will criticize us for? Sachin Jain, CEO of SCAN Health Plan, is perhaps the leading truth teller in health care who also runs a real health care organization. I had a really fun but serious interview with Sachin about what health care people are doing, what are the bad things that happen. How are good people letting this happen? How we should be changing what we are doing?–Matthew Holt

Hospitals are Incompetent Monopolists!

By JEFF GOLDSMITH

The health policy community is obsessed with hospital mergers. In a recent paper which I critiqued, the operating thesis was that hospital mergers are conspiracies in restraint of trade, enabling hospitals to extract rent from helpless local employers and patients. This logic leads directly to advocacy (lavishly funded by Arnold Ventures philanthropy) of hospital rate controls as the only way of restraining this abuse of economic power.

The reality is, as you might expect, somewhat different. The following chart, courtesy of healthcare data firm Trilliant Health, shows that hospitals are truly incompetent monopolists. It shows the correlation between hospital operating margins and market concentration for 2023. The hospitals to the far right in this chart have 100% local market shares.

Source: Trilliant Healthcare Analysis of CMS HCRIS files (Hospital Cost Reports), 2023

Do you see a correlation? I sure don’t.

According to Trilliant, the average hospital operating margin in 336 CBSAs (markets) where hospital services are “controlled by a single firm” is -1.7%.This negative operating margin average does NOT include the operating losses on their physician practices, which are not reported on hospital cost reports, so the actual operating losses are likely much greater.

Jeff Goldsmith is a veteran health care futurist, President of Health Futures Inc and regular THCB Contributor. This comes from his personal substack

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