Category: News

Amazon is continuing its aggressive push into healthcare, hiring across AI, communications, finance, and revenue cycle roles within Amazon Health Services, Amazon One Medical, and Amazon Web Services.

Here’s a breakdown of 11 healthcare-related roles and their annual base salary ranges:

1. Principal Product Manager, Technical (AWS Healthcare AI)
   $181,100 – $245,000
2. Senior Portfolio Growth Manager, Healthcare & Life Sciences (AWS Startups)
   $176,100 – $262,000
3. Senior Manager, Healthcare Communications (Amazon Health Services)
   $150,800 – $204,000
4. Software Development Engineer II (AWS Healthcare AI)
   $143,700 – $194,400
5. Applied Scientist (AWS Healthcare AI)
   $142,800 – $222,200
6. Senior Account Manager, ISVs – Healthcare & Life Sciences
   $142,800 – $212,600
7. Global Account Manager, Healthcare & Life Sciences
   $142,800 – $193,200
8. Senior Program Manager, Healthcare Finance Operations
   $115,600 – $160,000
9. Finance Manager, Healthcare (Amazon One Medical)
   $95,400 – $179,500
10. Program Manager II, Healthcare Billing (One Medical RCM)
    $74,200 – $142,800
11. Account Executive, Healthcare (Amazon Business)
    $69,000 – $132,900

What this shows:
Amazon’s hiring strategy reflects where healthcare is heading: AI driven care, cloud-based infrastructure, and more efficient financial operations. The highest-paying roles are concentrated in AI and technical product leadership, signalling just how critical data, automation, and machine learning have become in modern healthcare.

The bigger picture:
As Amazon deepens its footprint in healthcare, it’s not just competing with hospitals or insurers; it’s competing for top talent. And with salary ranges like these, it’s clear the company is willing to pay a premium to build out its healthcare ecosystem.

The Cleveland Clinic is pushing forward with plans to establish a Level 1 trauma centre at its main campus, but the proposal is facing growing resistance from competitors and lawmakers in Cleveland.

Here’s where things currently stand:

1. Expansion plans underway
   Cleveland Clinic announced in January its intent to pursue Level 1 trauma verification through the American College of Surgeons and state regulators. The plan includes expanding its emergency department, hiring more trauma specialists, and launching the centre by 2028. If approved, it would become the third Level 1 trauma centre in Cleveland.
2. Pushback from competitors
   MetroHealth has strongly opposed the move. Its CEO argued that the current trauma system already meets regional needs and warned that adding another centre could dilute patient volumes, potentially impacting clinical expertise and care quality across existing facilities.
3. Lawmakers demand answers
   Local legislators have stepped in, requesting detailed justification for the expansion. They are seeking clarity on:

• Whether the region truly needs another trauma center
• Potential effects on patient outcomes and case distribution
• How the system plans to staff the facility amid workforce shortages

4. Calls for a pause
   Lawmakers have urged Cleveland Clinic to pause its plans until an independent regional needs assessment is completed. Meanwhile, a key consultation for provisional designation is scheduled for June 10, which could allow early trauma operations to begin as soon as July if approved.
5. Cleveland Clinic’s position
   The system maintains that it already transfers hundreds of trauma patients each year to other providers and believes keeping those patients in-house could improve outcomes. It also emphasizes its scale, resources, and expertise in handling complex, high-acuity cases.

The bigger picture:
This debate highlights a recurring issue in healthcare: balancing access with volume. While more trauma centres can improve geographic access, too many in one region may reduce the patient volumes needed to maintain top-tier clinical skills. The final decision will likely hinge on whether regulators believe Cleveland’s population and demand justify a third Level 1 trauma centre.

JPS Health Network has officially broken ground on a $1.5 billion hospital in Fort Worth, marking a major milestone in its long-term transformation strategy.

The new hospital will serve as the centrepiece of JPS’ broader $2.5 billion master facility plan, aimed at modernizing infrastructure, expanding capacity, and improving care delivery across the region.

Key highlights of the project:

• Major capacity and care expansion
  The new inpatient hospital will significantly increase capacity while introducing advanced clinical services in modern, integrated care environments.
• Campus-wide modernization
  The project includes expanding an existing pavilion and replacing outdated infrastructure with flexible, future-ready facilities designed to support both patients and care teams.
• Long-term timeline
  Construction is expected to be completed by 2030, reflecting the scale and complexity of the development.
• Part of a larger transformation plan
  The hospital is one piece of a broader $2.5 billion initiative that includes new outpatient facilities, infrastructure upgrades, and expanded specialty services.
• Recent and upcoming developments
  JPS has already opened new facilities, including a primary care clinic and Tarrant County’s only psychiatric emergency centre. Additional projects include:
  • A new women’s health center opening in 2026
  • A medical outpatient building and central utility plant expected by 2029
  • A newly completed parking garage to improve campus access

The bigger picture:
As Fort Worth and surrounding communities continue to grow, JPS is investing heavily to keep pace with rising demand. The new hospital is not just about size; it’s about redesigning how care is delivered, improving efficiency, and strengthening its role as a leading teaching institution for the future.

Donald Trump has signed a new executive order aimed at accelerating the research, approval, and access to psychedelic drugs for treating serious mental illnesses, marking a significant shift in federal health policy.

With more than 14 million U.S. adults affected by serious mental illness and suicide rates rising sharply over the years, the move signals growing urgency around alternative treatment options, including substances like ibogaine.

Here are four key takeaways:

1. Fast-tracked FDA review
   The order prioritizes the U.S. Food and Drug Administration review of psychedelic therapies that have received “breakthrough therapy” designation, aiming to speed up approval timelines.
2. Expanded patient access pathways
   Both the FDA and the Drug Enforcement Administration are tasked with creating pathways for patients to access these treatments under the Right to Try Act, potentially opening doors for individuals with limited options.
3. Federal funding boost
   The U.S. Department of Health and Human Services will allocate at least $50 million through the Advanced Research Projects Agency for Health to support state-led research and clinical programs.
4. Broader research and data efforts
   Federal agencies, including HHS, FDA, and the U.S. Department of Veterans Affairs, are directed to expand clinical trials, improve data sharing, and generate real-world evidence for these therapies.

The bigger picture:
Psychedelic compounds like ibogaine, classified as a Schedule I substance since 1970, have long been restricted due to concerns about safety and abuse potential. However, emerging studies suggest potential benefits for conditions such as addiction, depression, and traumatic brain injury, especially among veterans.

This executive order reflects a growing willingness to revisit those restrictions, but it also raises important questions around safety, regulation, and the pace at which these treatments should be introduced into mainstream care.

Community Health Systems is expanding its ambulatory surgery centre (ASC) footprint in 2026, combining new developments with strategic acquisitions across Alabama and Alaska.

Here are six key takeaways shaping the expansion:

1. Growing ASC network
   CHS has opened new ASCs in Birmingham and Foley, Alabama, and acquired a majority stake in a surgery centre in Anchorage, Alaska, bringing its total to 36 affiliated ASCs.
2. Another acquisition on the way
   The system expects to reach 37 ASCs with its pending acquisition of Surgical Institute of Alabama in Vestavia, Alabama. The multispecialty centre performs over 8,000 cases annually and features six operating rooms and two procedure rooms.
3. Anchorage expansion strengthens capacity
   CHS acquired a majority interest in South Anchorage Surgery Centre, which focuses on gastrointestinal and interventional pain procedures. The facility supports surgical demand for Mat-Su Regional Medical Centre.
4. Birmingham market growth
   Through its affiliate Grandview Health, CHS opened the Birmingham Musculoskeletal Institute, bringing its total number of ASCs in the Birmingham market to four.
5. Foley investment and expansion
   Affiliate Baldwin Health launched a specialty surgery centre in February, offering orthopedic, gastroenterology, and pain management services. This aligns with a broader $154 million hospital expansion to increase inpatient capacity and services.
6. Broader system scale
   CHS operates 64 hospitals and more than 900 care sites across 13 states, continuing to shift care toward outpatient settings for efficiency, cost control, and patient convenience.

The bigger picture:
This expansion reflects a broader industry trend moving more procedures to outpatient settings where costs are lower and patient throughput is higher. By investing in ASCs, CHS is positioning itself to improve margins, expand access, and enhance the surgical experience for both physicians and patients.

Mark Cuban is once again shaking up the economics of U.S. healthcare this time by targeting how hospitals and health systems get paid.

Speaking at the Becker’s Spring Chief Pharmacy Officer Summit in Chicago, Cuban emphasized his mission to challenge what he calls an opaque and inefficient system dominated by insurers. His latest move builds on the success of Cost Plus Drugs, the transparent online pharmacy he cofounded in 2022.

Now, he’s extending that same philosophy into a new platform called Cost Plus Wellness, an “open source” direct contracting model designed to connect self insured employers directly with healthcare providers.

Instead of relying on traditional intermediaries like pharmacy benefit managers or insurers, the platform promotes:

• Transparent, publicly available contracts
• No prior authorization requirements
• No hidden administrative fees
• No balance billing
• Guaranteed payment within 30 days

Cuban argues that the current system allows large, vertically integrated insurers to inflate costs through complexity and lack of transparency. By removing those middle layers, Cost Plus Wellness aims to lower costs for employers while ensuring providers are paid more efficiently.

The platform already includes:

• 27 published contracts
• Over 9,200 providers
• 193 healthcare facilities

One of the earliest major adopters is Baylor Scott & White Health, signalling growing interest from large health systems.

Cuban’s pitch is simple but bold: hospitals may actually lose money on their biggest insurance contracts once administrative burdens, delayed payments and claim denials are factored in.

He encourages health systems to rethink their approach not by immediately abandoning insurers, but by starting direct conversations with employers whose patients they already serve.

The broader context makes his timing strategic. With around 67% of U.S. workers enrolled in self-funded employer health plans and rising frustration over healthcare costs, direct contracting is gaining traction as an alternative model.

Still, Cuban acknowledges the challenge: this shift requires behavioural change across the industry. But his message is clear: health systems don’t have to accept the current structure as the only way to operate.

“It can be done easier,” he said, “but it won’t be easy.”

A recent survey by executive search firm B.E. Smith shows that almost 2 in 3 healthcare leaders are contemplating leaving their current organizations, highlighting ongoing workforce instability in the sector. The survey, conducted via email between September 30 and October 23, 2025, collected responses from 703 executives across hospitals, health systems, clinics, and post acute care settings.

Key Findings from the B.E. Smith 2026 Healthcare Leadership Trends Survey

1. Executive retention is uncertain:
   • 37% of respondents have no intention of leaving, up 3 percentage points from 2024.
   • 7% plan an immediate exit, 11% within six months, 17% within one year, and 27% within three to five years.
2. Tenure and leadership level affect exit plans:
   • Leaders with 6–10 years of tenure are most likely to seek change immediately (17%) or within six months (35%).
   • Vice president-level respondents are 50% more likely than directors and 80% more likely than C-suite executives to pursue a near-term move.
3. Job satisfaction varies with exit timing:
   • Among those considering leaving, 73% reported satisfaction with their role, and 60% with their employer.
   • For those planning an immediate departure, satisfaction drops to 40% for their job and 32% for their organization.
4. Factors influencing retention:
   • Top motivators to stay include organizational culture, compensation, and colleagues.
   • Career advancement, flexible scheduling, and management support follow, while remote work ranked lowest.
5. Promotion and career growth concerns:
   • Only 21% feel they are on a promotion track.
   • 26% believe leaving their organization is necessary to advance their careers.
6. Outlook for organizations versus the industry:
   • Nearly 3 in 4 executives expect their own organization to perform the same or stronger in 2026.
   • 52% predict a decline for the healthcare industry overall.
7. Financial pressures dominate:
   • 84% cited financial pressures as the primary threat in the coming year.
   • Lowering operating costs is the top performance priority over the next five years (72%).
8. Growth strategies for stability:
   • Expanding existing service lines (50%) is the most common strategy for financial stability.
   • Other strategies include cost reductions (38%), new service lines (37%), partnerships with payers or health systems (33%), value-based reimbursement expansion (33%), telehealth (28%), and enhanced consumer marketing (27%).

The survey underscores the ongoing risk of losing strong healthcare leaders despite generally high job satisfaction, with organizational culture, career advancement, and compensation playing critical roles in retention.

Source: Becker’s Hospital Review Kristin Kuchno, 2 in 3 healthcare executives considering exit: Survey (2026).

Republican lawmakers are considering additional healthcare spending reductions as part of a broader federal budget package that could allocate up to $200 billion toward military operations involving Iran and expanded immigration enforcement, according to a recent Axios report.

The early stage discussions signal a potential return of major healthcare policy debates that could significantly affect insurance coverage, healthcare costs, and hospital financial stability across the United States.

ACA subsidy changes return to policy discussions

One proposal under consideration involves adjustments to subsidies connected to the Affordable Care Act (ACA). The plan would fund cost-sharing reductions while scaling back certain subsidies. Analysis from the Congressional Budget Office suggests the policy could lower benchmark premiums by about 11% but increase the number of uninsured Americans by roughly 300,000 annually through 2035. The changes are projected to save the federal government nearly $36 billion.

Meanwhile, the Centres for Medicare & Medicaid Services (CMS) has already proposed benefit and payment rule changes for 2027 that would allow higher cost-sharing in bronze marketplace plans and expand eligibility for catastrophic coverage options. Hospital groups warn these adjustments could reduce marketplace enrollment and increase patient financial burden.

Medicare and Medicaid reforms under review

Lawmakers are also evaluating Medicare and Medicaid policy changes, including expanding site-neutral payment policies and addressing Medicare Advantage upcoding practices. Site-neutral payment reforms, which align reimbursement rates regardless of care setting, are already affecting hospital revenues after CMS expanded such policies in its 2026 outpatient rule.

Industry analysts caution that health systems heavily reliant on outpatient hospital departments or Medicare Advantage reimbursement structures may face heightened financial pressure if Congress expands these policies further.

Existing legislation already impacting providers

Healthcare providers are still adjusting to the financial effects of the One Big Beautiful Bill Act, enacted in 2025. The law is projected to reduce federal Medicaid spending by $911 billion over a decade and could lower hospital revenues by as much as $25 billion annually.

Key provisions, including Medicaid work requirements set to begin in 2027, have raised concerns among hospital leaders, who warn they could increase coverage losses and uncompensated care, particularly for safety-net hospitals.

Fast legislative timeline expected

According to Axios, lawmakers aim to advance legislation within 60 to 90 days, setting up a rapid policy debate with potentially wide-ranging consequences for insurance coverage, reimbursement models, and healthcare system finances.

Source: Becker’s Hospital Review, Alan Condon, Republicans eye further healthcare cuts: Report (2026).

Billionaire entrepreneur Mark Cuban has publicly endorsed the proposed Break Up Big Medicine Act, legislation aimed at limiting vertical integration across the U.S. healthcare industry.

The bill, introduced in February by Sens. Elizabeth Warren and Josh Hawley, would prohibit companies from owning both a health insurer or pharmacy benefit manager (PBM) and healthcare providers or management services organizations. The legislation also seeks to prevent prescription drug or medical device wholesalers from owning provider organizations.

Cuban highlights employer cost pressures

In a March 24 post on X, the Cuban founder of Cost Plus Drugs argued that employers are struggling under rising healthcare costs driven largely by large vertically integrated insurance companies. He urged the public to contact lawmakers in support of the proposal.

According to Cuban, large insurers use extensive subsidiary networks to increase costs and exploit system inefficiencies, stating that breaking up major insurers would help reduce healthcare spending.

Push toward broader healthcare reform

In additional posts later in March, Cuban called on Sen. Bernie Sanders to support the bill, arguing that structural reform is necessary before broader healthcare models, including single-payer systems, can become viable.

Scrutiny of vertically integrated insurers

The legislation comes amid growing scrutiny of UnitedHealth Group, the nation’s largest healthcare company. Reports have indicated the organization operates nearly 2,700 subsidiaries, though many were not disclosed in certain 2025 SEC filings.

During congressional testimony in January, UnitedHealth CEO Stephen Hemsley defended the company’s structure, stating that integration improves care delivery and overall value within the healthcare system.

The proposal reflects ongoing bipartisan debate over consolidation in healthcare and whether separating insurers from provider operations could improve transparency, competition, and affordability.

Source: Becker’s Hospital Review Elizabeth Casolo and Mark Cuban back a bill to break up vertically integrated insurers (2026).

Mount Sinai Health System in New York City has partnered with OpenEvidence to integrate the clinical decision support platform directly into its Epic EHR, marking the AI company’s first enterprise health system agreement.

Key Details:

• The platform will be accessible to all clinicians across Mount Sinai’s seven-hospital network, including physicians, nurses, and pharmacists.
• Users can ask medical questions in natural language and receive answers backed by clinical guidelines and peer-reviewed literature.
• Girish Nadkarni, MD, Chief AI Officer at Mount Sinai, emphasized that the integration provides real-time, evidence-based insights within clinicians’ workflows, supporting more informed decision-making.
• OpenEvidence, currently valued at $12 billion, is reported as the most commonly used medical AI platform among U.S. physicians.

This collaboration highlights Mount Sinai’s focus on AI that is clinically meaningful, trusted, and seamlessly integrated into care delivery.

Source: Becker’s Hospital Review, Giles Bruce, Mount Sinai inks 1st enterprise deal with OpenEvidence (2026).