Latest / Becker’s Healthcare Podcast / The Future of Diagnostics, AI and Precision Medicine with Dr. William Morice II

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The Future of Diagnostics, AI and Precision Medicine with Dr. William Morice II · Becker’s Healthcare Podcast

• 0:02
  - There's a small circle of people who truly
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  - understand what it takes to lead a health
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  - system right now. The decisions are enormous.
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  - The variables are constantly shifting, and the stakes
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  - of getting a call wrong don't stay contained.
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  - That's not a complaint. It's a structural reality.
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  - And it's why the most effective c suite
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  - leaders are deliberate about where they go to
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  - pressure test their thinking.
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  - Becker's fourteenth annual CEO and CFO roundtable
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  - brings together more than 1,500
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  - executive level attendees
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  - and nearly 400 speakers for four days built
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  - around growth, financial sustainability,
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  - workforce strategy, and the leadership questions that don't
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  - have easy answers.
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  - Join us November second through the fifth in
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  - Chicago.
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  - For the agenda and event details,
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  - visit beckershospitalreview.com
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  - and click on the events tab in the
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  - upper right.
• 0:50
  - This is Laura Dierdahl with the Becker's Healthcare
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  - podcast. I'm thrilled today to be joined by
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  - doctor William Maurice, president and chief executive officer
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  - of Mayo Clinic Laboratories.
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  - Doctor Maurice, it's a pleasure to have you
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  - on the podcast today. It's great to be
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  - here. Thank you. Absolutely. And I'm excited for
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  - our conversation. I know we're gonna talk a
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  - lot about some of the great things that
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  - you have going on there at Mayo Clinic
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  - Laboratories as well as your perspective on the
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  - future. But before we dive in, can you
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  - tell us a little bit more about yourself
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  - and your background?
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  - Sure. Happy to. So I go by Bill,
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  - doctor Bill Maurice. I am currently, as you
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  - said, the president and CEO of Mayo Clinic
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  - Laboratories.
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  - By way of background, I'm actually been at
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  - Mayo Clinic for my whole career, did my
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  - MD PhD training here, and then eventually went
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  - on staff as a hematopathologist.
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  - So pathologist
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  - focused on the diagnosis of, disorders of, of
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  - the blood and bone marrow, particularly cancer.
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  - Did that for the went on staff in
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  - 2000,
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  - eventually became the department chair for laboratory medicine
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  - and pathology here at Mayo Clinic in in
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  - Rochester, Minnesota in 2015.
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  - In that role, I was responsible actually for
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  - the performance of the business as well. And
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  - then in 2023,
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  - Mayo Clinic decided to,
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  - establish Mayo Clinic Laboratories as a separate for
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  - profit company still wholly owned by Mayo Clinic,
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  - and I was asked to go over and
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  - lead that enterprise. So that's kinda me in
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  - a nutshell.
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  - That's great to hear. And, you know, very
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  - impressive to see all the different things that
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  - you've done within your career and then obviously
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  - taking you to the where you're at today
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  - with Mayo Clinic Laboratories. So could you give
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  - us a quick state of the union? What
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  - has gone well this year so far, and
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  - what are you focused on for the rest
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  - of 2026?
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  - Yeah. It's well, so the State of the
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  - Union has been a very strong year for
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  - Mayo Clinic Laboratories.
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  - We continue to grow and serve more patients,
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  - so growing both in volume test volumes and
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  - revenue, but most importantly, the number of lives
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  - that we've touched.
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  - The focus has always been, as it has
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  - been, is really finding patients' access to Mayo
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  - Clinic knowledge and services,
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  - particularly in this case, in the realm of
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  - diagnostics in a way that really keeps their
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  - needs at the center. Of course, the needs
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  - of the patient come first is sort of
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  - the the
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  - the the central point that all Mayo Clinic
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  - activities are focused towards, including Mayo Clinic Laboratories.
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  - And so,
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  - really, I think that growth and our growth
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  - reflects a real appetite in health care and
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  - really in society for access to diagnostics.
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  - And it's really in terms of how do
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  - we take established clinical diagnostics that have that
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  - have been in use for some time and
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  - understand the best ways to use them to
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  - make decisions for patients and for individuals.
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  - And at the same time, really focus on
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  - innovation as well. I mean, we continue to
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  - see great advances in health care,
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  - both therapies and interventions and treatments. And
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  - and, of course, diagnostics really serve as as
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  - the the guidepost for how to use those
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  - and measuring their effectiveness. And so we continue
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  - to be really focused on providing all the
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  - services that our patients need, whether they're on
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  - our campus in Rochester or one of Arizona
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  - or Florida in the health system,
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  - or they're reaching out to us through Mayo
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  - Clinic Laboratories,
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  - but also continuing to innovate so that as
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  - health care advances,
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  - Mayo Clinic Labs is advancing with it in
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  - a way that's really meaningful for patients.
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  - That makes a lot of sense. And, you
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  - know, it's really cool to hear about the
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  - different ways that you're looking to,
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  - connect with patients and understand the best therapies,
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  - new treatments, interventions, and more. So I I'm
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  - curious. What's the most exciting thing that you've
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  - seen, come up in the last couple years
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  - or so? What really is cutting edge when
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  - you think about what you're able to do
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  - right now in Mayo Clinic Laboratories?
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  - Yeah. Well, there's there's so many different dimensions
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  - to that. But I think,
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  - you know, the the beauty one of the
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  - reasons I've stayed at Mayo Clinic for my
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  - career is, you know, we have our, you
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  - know, Mayo Clinic Franciscan values. One of those
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  - is teamwork. And so you always feel when
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  - you're here at Mayo Clinic that you're part
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  - of a team that's been assembled for each
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  - and every patient that we interact with. But
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  - then as I've had my career in in
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  - health care sort of take the many different
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  - turns as you and and developments as you
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  - kinda pointed out, you know, realize that that
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  - that health care really is a team sport
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  - outside of Mayo Clinic as is innovation.
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  - And so as we really focus on providing
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  - patients with the diagnostics that we need that
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  - they need, really start to understand that we
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  - had to evolve our business model from being
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  - a conduit
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  - or pipeline into our academic laboratories in at
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  - Mayo Clinic for the for access to patients
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  - outside of Mayo Clinic to really transition to
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  - a platform. Because there's so much innovation happening
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  - in health care and in the diagnostic space
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  - that really finding, like minded,
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  - companies and individuals that were innovating also with
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  - the needs of the patient at the center,
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  - helping them get access to the market and
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  - patients get access to them. That's really kinda
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  - taken off. So now we're not just about
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  - Mayo Clinic innovation, but more about health care
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  - diagnostic innovation
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  - and how we make those accessible,
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  - and really important areas that are impactful for
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  - patients. One that gets a lot of traction
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  - is core or notice right now is neurodegenerative
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  - changes,
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  - Alzheimer's disease and some of those. And and
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  - that's an area where there's advancing therapies, there's
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  - advancing understanding, and there's advancing diagnostics. And that's
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  - an area where we've been able to bring
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  - the diagnostics that we've developed in support of
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  - our practice
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  - with our own department of lab medicine and
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  - pathology,
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  - out to patients. But then also collaborating with
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  - companies like c two n, which has a
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  - different methodology and a different type of test
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  - really for a kinda slightly different kinda use
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  - case to for the diagnosis of Alzheimer's disease.
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  - It that test just got FDA cleared, but
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  - we've been able to make that available to
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  - patients as well. So to me, that's really
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  - exciting. It validates the need for innovation. It
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  - validates the need for patients to have access
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  - to diagnostics in a holistic way, meaning that
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  - all the diagnostic tools that are needed for
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  - their health care journey and and the ability
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  - of Mayo Clinic Laboratories to be a trusted
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  - partner to help create that those kind of
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  - spaces for patients and and diagnosticians
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  - to interact has been super exciting.
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  - That's cool to hear. Thank you so much
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  - for digging a bit deeper and sharing with
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  - us. Now I wanted to ask you about
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  - the future as well. What are some of
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  - the big headwinds that you're keeping an eye
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  - on and preparing for?
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  - Well, I mean, there's really
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  - there's quite a bit that's out there and
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  - they sent they they I'm now getting long
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  - enough in my career that I see some
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  - come and go and come back. Right now,
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  - probably the biggest for the diagnostic injury series
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  - as a whole
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  - are the, as a protection to access to
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  - Medicare Act or PAMA,
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  - which has, as part of it, getting market
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  - based pricing for laboratory testing,
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  - that involves both data reporting and then mod
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  - modification
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  - of the clinical laboratory fee schedule by CMS
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  - in response to that data.
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  - I won't go into all the details, but
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  - there's kinda some challenges with how that bill
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  - has been implemented.
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  - And we are facing we just got done
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  - with our last round of data collection that
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  - had been forestalled for several years because of
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  - COVID.
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  - And then if that bill,
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  - if that law stays in place, I should
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  - say, we'll be facing likely a round of
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  - cuts that will be coming,
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  - for the eschedule in 2027,
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  - which would be very difficult for for us
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  - to to for the all those of us
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  - in the lab industry and in the clinical
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  - laboratories to to really honestly maintain the level
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  - of service that we need to maintain in
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  - the face of decreasing reimbursement. You know, I've
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  - been very engaged with this issue. One of
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  - my other responsibilities is that as the chair
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  - of the board of directors for the American
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  - Clinical Laboratory Association, the trade association for labs.
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  - And so there are, there is another bill
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  - that has been introduced to kinda remedy some
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  - of the challenges with PAMA, the results act.
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  - So we'll be keeping a close eye on
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  - that. Everyone will, really, in the diagnostic space.
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  - The other are kind of kind of a
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  - mixed blessing, I should say, or a mixed
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  - bag if of both kinda headwinds on the
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  - one hand and opportunities on the other. I
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  - think that one of the things that has
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  - happened in my career is just the amount
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  - of information
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  - coming out of diagnostic laboratories has really exploded,
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  - in terms of both the array of testing
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  - that we can do for cancer and other
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  - conditions,
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  - as well as the intensity of data that's
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  - coming out of some of those tests, like
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  - next generation sequencing
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  - or liquid biopsy testing, for instance, that we
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  - can see all sorts of cancers
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  - detected in the peripheral blood. So those are
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  - great opportunities
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  - really to to continue to improve diagnostics, but
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  - they are also overwhelming
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  - both for laboratories and for clinicians. And so
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  - how do we then start to embrace tools
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  - like AI,
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  - and understand how they can help address some
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  - of these challenges, but also being cognizant that
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  - they need to really be responsibly used just
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  - like every other
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  - test and and interpretation that we provide for
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  - the practice of medicine. So so it's really
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  - there's a there's decreasing reimbursement. There's a lot
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  - of technological innovation that's happening. How do we
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  - actually bring that forward in a meaningful way
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  - to patients in in a way that's sustainable?
• 9:31
  - That's fascinating and, you know, I think especially
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  - when you think about innovation,
• 9:36
  - trying to understand
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  - what's gonna be the tools and the
• 9:41
  - technology that'll make the biggest difference. I know
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  - as you mentioned AI is obviously a huge
• 9:47
  - point of conversation right now and is coming
• 9:49
  - in to transform so many aspects of health
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  - care.
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  - And so to really see that be front
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  - and center for you, in addition to some
• 9:56
  - of the other headwinds are helpful. And I
• 9:58
  - can imagine on the flip side, you're looking
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  - at a lot of growth as well. What
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  - are some of the big opportunities that you're
• 10:04
  - excited about for the next two to three
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  - years? There's really I mean, there's there's several,
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  - but I think really kind of threefold. One
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  - is continuing kind of our core our core
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  - business and our core mission, and that is,
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  - you know, keeping diagnostics at the center as
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  - close to the patient as possible in terms
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  - of how the data is created, and then
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  - also as interpretable as possible or as complete
• 10:26
  - as possible by providing kind of the backstop
• 10:28
  - for patients when they need access to Mayo
• 10:30
  - Clinic level of care.
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  - So really partnering with, you know, the hospitals,
• 10:35
  - and health systems that are our customers. We
• 10:37
  - really help them to grow their labs, understand
• 10:40
  - how their labs are now even more important
• 10:42
  - for them as health care delivery systems than
• 10:45
  - ever, in large part because they are generating
• 10:47
  - the majority of the quantitative data that's going
• 10:50
  - into the medical record. And as you think
• 10:51
  - about AI, AI is fed by data. Labs
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  - are kind of the engine supplying much of
• 10:56
  - that data into the health record. So for
• 10:58
  - health system to understand that
• 11:00
  - and to really value that as part as
• 11:02
  - a really crown jewel of what they what
• 11:04
  - they do in terms of driving patient care,
• 11:07
  - also an important source of revenue for for
• 11:09
  - health systems. So how do we help our
• 11:11
  - hospitals, health care systems, and health care providers
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  - understand the role of the laboratory,
• 11:15
  - help reinforce the strength of laboratories within their
• 11:18
  - systems, and provide them the support that they
• 11:20
  - need through Mayo Clinic Laboratories to really make
• 11:22
  - their their offerings most complete,
• 11:24
  - both from breadth as well as knowledge. That's
• 11:26
  - that's a gonna be continued focus area for
• 11:28
  - growth for us.
• 11:29
  - Other areas continue to grow as well. As
• 11:32
  - we see precision medicine, we've kinda touched them
• 11:34
  - already, liquid biopsy,
• 11:36
  - some of the things that'll be more directly
• 11:38
  - available to patients in the outpatient setting.
• 11:40
  - We'll continue to focus on growth in those
• 11:42
  - areas as well, both through direct
• 11:45
  - test development within our academic practice as well
• 11:47
  - as through some of our platform partners. How
• 11:50
  - do we provide kind of tools in the
• 11:51
  - outpatient setting that that allow,
• 11:53
  - and for patients to really have, you know,
• 11:56
  - a more complete journey because more and more
• 11:58
  - care is provided outside of the hospital. So
• 12:00
  - how do we continue to grow our relevance
• 12:02
  - in communities
• 12:03
  - both domestically and I would also add internationally?
• 12:05
  - We continue to look at international growth as
• 12:07
  - well. Certainly, there's a demand globally for access
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  - to diagnostics that we're participating in. And then
• 12:12
  - last but not least is really looking about
• 12:14
  - what's you know, what are some of the
• 12:16
  - other growth areas that are really looking like
• 12:18
  - they're starting to take off. And I think
• 12:20
  - we can learn from GLP ones and the
• 12:23
  - uptake of that class of drugs so quickly
• 12:26
  - in The US and really across the globe.
• 12:28
  - A lot of great health benefits that come
• 12:30
  - come from those drugs. But actually, what they're
• 12:32
  - really driving is a lot of consumer demand
• 12:34
  - for specialized
• 12:35
  - pharmacy,
• 12:36
  - which on the heels of that is also
• 12:38
  - meaning that patients are getting more and more
• 12:40
  - engaged in their health care and wellness even
• 12:42
  - outside of a physician, officer physician visit. So
• 12:45
  - how do we start to think about, in
• 12:47
  - that world, what are the expectations of patients
• 12:49
  - for access to diagnostics in their home, and
• 12:52
  - as they're making daily decisions about their health
• 12:54
  - and wellness and life choices? I think that's
• 12:56
  - something that, you know, we don't traditionally have
• 12:58
  - a presence in, but is revolving quite quickly
• 13:01
  - and that we're gonna continue to understand that
• 13:03
  - how that grows, how can Mayo Clinic participate
• 13:06
  - in that growth such that it stays centered
• 13:08
  - on the needs of the patient and and
• 13:10
  - the needs of the individual in this case.
• 13:11
  - So those are just a few areas for
• 13:13
  - us that we're gonna be really kinda focused
• 13:15
  - on in the coming years.
• 13:17
  - Thank you for sharing. I I think that's
• 13:19
  - really critical to have that type of road
• 13:21
  - map, of where the growth is coming from,
• 13:23
  - what is going to be interesting, and how
• 13:25
  - you can leverage technology
• 13:27
  - in order to, stay focused on the the
• 13:30
  - best solutions for patients and where they're really
• 13:34
  - demanding from their journey is next. And I
• 13:36
  - think it's interesting to hear you talk about
• 13:38
  - the specialized pharmacy as well. You know, so
• 13:40
  - much is,
• 13:42
  - going in on and and being talked about
• 13:43
  - when you think about the health health and
• 13:45
  - wellness space,
• 13:47
  - that having that type of personalization across the
• 13:49
  - board, I can imagine, makes a really big
• 13:51
  - difference.
• 13:52
  - Yeah. Exactly. And I think it's an area
• 13:53
  - where where labs, again, can actually help be
• 13:56
  - a sort of a forerunner for health care
• 13:58
  - systems. Because for all of us, you know,
• 14:00
  - myself included, that was raised in that very
• 14:03
  - traditional setting of hospital centric and, you know,
• 14:06
  - physically
• 14:07
  - physical facility centric health care delivery.
• 14:10
  - What are the changing expectations of patients and
• 14:12
  - consumers
• 14:13
  - as they wanna interact with health care on
• 14:15
  - their own terms? Diagnostics will be part of
• 14:17
  - that. I think diagnostics will still always be
• 14:20
  - primarily supplied
• 14:21
  - by health care systems. So understanding how to
• 14:24
  - be relevant in our communities, I think it's
• 14:25
  - a great opportunity for us, but there's a
• 14:27
  - lot of learning that's gonna have to happen.
• 14:29
  - And, again, it's maybe with some new partners
• 14:31
  - that we haven't engaged with in the past
• 14:32
  - that really understand the experiences that people wanna
• 14:35
  - shape or have and have shape for them
• 14:38
  - out in any setting. And so I I
• 14:39
  - know with Becker's, we've talked about kind of
• 14:42
  - the whole retail movement into health and some
• 14:44
  - of those things. I think that we'll see
• 14:46
  - some interesting intersections in the future as as
• 14:49
  - as patients and individuals really expect health care
• 14:51
  - system to understand,
• 14:53
  - what they wanna experience outside when they're outside,
• 14:56
  - not not directly receiving care. I think labs
• 14:58
  - will actually be a a good test case,
• 15:01
  - for many health care systems to start to
• 15:02
  - gather that information.
• 15:05
  - Very much so. Now before we wrap up
• 15:07
  - our conversation, I am curious,
• 15:09
  - who do you admire as a leader really
• 15:11
  - from any industry and why?
• 15:13
  - Yeah. Well, it's a lot. I mean, I
• 15:15
  - have a I have a a variety of
• 15:17
  - different,
• 15:18
  - inspirations, I should say, from from the world
• 15:21
  - of leadership. Not of course, first and foremost,
• 15:23
  - really are the Mayo leaders,
• 15:25
  - the the Mayo brothers.
• 15:27
  - Their kind of belief in in understanding,
• 15:30
  - developing the team based environment through their first
• 15:32
  - integrated practice,
• 15:33
  - finding ways to disseminate their knowledge across the
• 15:35
  - globe through education,
• 15:37
  - advance their knowledge through research, and then also
• 15:39
  - doctor Henry Plummer, who was a really the
• 15:42
  - one of the very first or very early,
• 15:44
  - I should say, Mayo Clinic staff physicians who
• 15:46
  - understand the need to build systems to deliver
• 15:48
  - those things. That's all you know, having grown
• 15:50
  - up in this culture, it's hard not to
• 15:52
  - look at to those as real as kind
• 15:54
  - of real icons to to shape my own
• 15:57
  - thinking and what I need to do to
• 15:59
  - execute on Mayo Clinic's mission. I did need
• 16:01
  - to move in that direction.
• 16:02
  - Certainly, there are there are a lot of
• 16:04
  - other leaders that are out there,
• 16:06
  - that I admire.
• 16:08
  - Alan Mulally, who was actually a former Mayo
• 16:10
  - Clinic trustee, and his his his vision to,
• 16:13
  - you know, to really create profitable growth for
• 16:15
  - all through stakeholder engagement. I think that's key
• 16:18
  - to just what we just discussed. All these
• 16:20
  - different stakeholders
• 16:21
  - need to be engaged in a way that's
• 16:23
  - really moving society and patient care forward. So
• 16:25
  - he's another one. Peter Drucker, the great kind
• 16:28
  - of thinker about about management and some of
• 16:31
  - his philosophies is another one that I I
• 16:33
  - still read his quotation book daily. So there's
• 16:36
  - a lot that are out there. But by
• 16:38
  - and large, it's people that really stay focused
• 16:40
  - on, you know, the bigger needs that they
• 16:42
  - can help be a part to fulfill,
• 16:44
  - maintain humility and curiosity.
• 16:47
  - Those are kind of the key attributes I
• 16:49
  - that I try to aspire to as a
• 16:50
  - leader.
• 16:52
  - Great examples of leadership in in such important,
• 16:55
  - qualities to have in leaders as well today
• 16:57
  - as health care is changing so quickly and,
• 17:00
  - really in need of strong leadership.
• 17:02
  - Thank you so much, doctor DeMaurice, for your
• 17:04
  - time today. This has been such a fun
• 17:06
  - conversation. Really, really helpful to hear what you're
• 17:08
  - doing at Mayo Clinic and how you're thinking
• 17:10
  - about things, and I look forward to seeing
• 17:11
  - you as well this fall at our CEO
• 17:13
  - CFO roundtable. I know you'll be speaking on
• 17:15
  - a panel and,
• 17:16
  - you know, we'll dig into more of these
• 17:18
  - topics there. So look forward to seeing you
• 17:19
  - in person.
• 17:20
  - I look forward to seeing you in person
• 17:21
  - as well and really appreciate appreciate, excuse me,
• 17:24
  - the opportunity to join you today. So thank
• 17:25
  - you.