ICE Magazine September 2025

Kenneth Saltrick, President of Engineering Services in Twinsburg, Ohio, knows from his long experience that C-arm machines themselves are absolute workhorses.

For customers looking to blend the gap between expensive OEM and unreliable used assemblies, WE have your solution.

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XperTIS

XperTIS

What is XperTIS?

What is XperTIS?

Tri-Imaging Solutions introduces a cutting-edge platform that enhances supply chain management, engineer performance, and system monitoring. It provides engineers with diagnostic tools and video tutorials, and streamlines parts ordering and tracking. Designed for efficiency, the platform minimizes downtime and optimizes operations, setting a new standard for reliability in medical imaging.

Tri-Imaging Solutions introduces a cutting-edge platform that enhances supply chain management, engineer performance, and system monitoring. It provides engineers with diagnostic tools and video tutorials, and streamlines parts ordering and tracking. Designed for efficiency, the platform minimizes downtime and optimizes operations, setting a new standard for reliability in medical imaging.

Objectives Solutions

Objectives Solutions

XperTIS proactively monitors system health, supports engineers in repairs, and enhances the supply chain process by giving teams seamless access to parts ordering and order tracking.

XperTIS proactively monitors system health, supports engineers in repairs, and enhances the supply chain process by giving teams seamless access to parts ordering and order tracking.

XperTIS offers step-by-step repair guidance, helping engineers troubleshoot efficiently while ensuring faster, more accurate parts ordering. This helps maximize uptime and minimize repair costs.

XperTIS offers step-by-step repair guidance, helping engineers troubleshoot efficiently while ensuring faster, more accurate parts ordering. This helps maximize uptime and minimize repair costs.

www.triimaging.com

FEATURES

DIRECTOR’S CUT

Don’t panic and provide calm leadership. Here are some tips on how to adopt this approach.

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COVER STORY

Service contracts call for a team effort because of the variability and complexity of structuring such an agreement. These contracts require careful consideration and a detailed review by subject matter experts. 10 48

RISING STAR

MU Health Care Radiology

Supervisor Beth Benne provides excellent care with an eye on the future.

PRODUCT FOCUS

IMAGING NEWS

A look at some of the hot topics and latest news from the imaging realm.

Check out imaging parts that can boost uptime for your facility.

EMOTIONAL INTELLIGENCE

True experience must be deliberately built and constructed. And, the more authentic experience we develop, the more skilled we can become at clearing the path to success.

President

Vice

Kristin

Vice

Jayme

Senior

Editorial

Art

Kristin

Accounting

RISING STAR

BETH BENNE, DX, CT, MR

As a high school student working as a CNA, Beth Benne was drawn to radiology because of the variety of challenges it presented.

MU Health Care Radiology Supervisor Beth Benne’s imaging career has not taken her far from home. She graduated from a nearby high school. She earned an Associates of Science degree in radiology from Sanford-Brown in Kansas City and a Bachelor of Biology from Stephens College. She also earned a master’s in health administration with an emphasis on health care informatics from Capella University. She holds board certifications in diagnostic radiology (DX), computed tomography (CT) and magnetic resonance (MR).

ICE Magazine recently found out more about this Rising Star.

Q: WHERE DID YOU GROW UP?

A: I am from the Bootheel of Missouri, although I graduated from Macon High School just up the road. I moved to Columbia immediately after college.

Q: HOW DID YOU FIRST DECIDE TO START WORKING IN IMAGING?

A: I always wanted to work in health care. While working as a CNA in high school, I was drawn to radiology. Every day is different. Each day presents a variety of challenges. I am constantly learning.

“ Healthcare presents many unique challenges every single day. These challenges provide opportunities for growth to myself and the staff around me.”

Q: WHAT IS THE MOST REWARDING ASPECT OF YOUR JOB?

A: When I started out it was about improving myself as a technologist. Now, I like the satisfaction of helping the newer generation become well-rounded technologists. I also love helping them find it within themselves to develop as emerging leaders.

Q: WHAT DO YOU LIKE MOST ABOUT YOUR POSITION?

A: I like the analytical aspects. It is empowering to have the ability to analyze data, identify patterns and find solutions to improve the department and patient care.

Q: WHAT INTERESTS YOU THE MOST ABOUT THE IMAGING FIELD?

A: Healthcare presents many unique challenges every single day. These challenges provide opportunities for growth to myself and the staff around me.

Q: WHAT HAS BEEN YOUR GREATEST ACCOMPLISHMENT IN YOUR FIELD THUS FAR?

A: One of the biggest challenges I was faced with when stepping into my leadership role was a critical staffing shortage. This challenge is still felt by many other areas throughout the hospital. I feel that I have created a supportive environment and have developed mutual respect among those within my area. I have strived to improve the work environment ensuring the staff feel they are supported. I could not have fostered this environment without the help of key individuals.

Q: WHAT GOALS DO YOU HAVE FOR YOURSELF IN THE NEXT 5 YEARS?

A: To continue to strengthen teamwork within the diagnostic department. •

FUN FACTS

FAVORITE HOBBY: Hanging out on the dock at the lake, reading and doing puzzles.

FAVORITE SHOW: I enjoy crime and drama shows. My husband and I are into “The Pitt” right now.

FAVORITE VACATION SPOT: Any place that involves water.

1 THING ON YOUR BUCKET LIST: Travel more!

SOMETHING YOUR CO-WORKERS DON’T KNOW ABOUT YOU: I am a pretty good water-skier. I could two-ski and slalom skied as a kid but now I like to wake board.

SPOTLIGHT

FOCUS IN

STACEY BASS, MD, PH.D.

Stacey A. Bass, MD, Ph.D., is an accomplished physician-scientist with extensive training and expertise in diagnostic and interventional radiology, as well as a specialized focus on vascular anomalies. She graduated magna cum laude from Cornell University with a Bachelor of Science in Biology and subsequently pursued her medical and doctoral training through the NIH-supported Medical Scientist Training Program at the University of Virginia School of Medicine.

Bass joined the Yale School of Medicine as an assistant professor of vascular and interventional radiology and pediatrics and serves as medical director of pediatric interventional radiology. Her leadership expertise has since earned her the role of cochief of interventional radiology, clinical affairs section chief. At Yale, Bass directs her efforts toward her primary academic and

clinical passion: the study, diagnosis, and treatment of vascular anomalies. She founded and directs the Yale New Haven Children’s Hospital Vascular Anomalies Program, a globally recognized multidisciplinary group dedicated to advancing care and innovation in this specialized field.

Her decision to work in healthcare is something she can trace to her childhood.

“I always knew I was going to be a doctor since I was a kid. I mean, my mom told me she knew since I was in elementary school that that’s what I was going to do,” Bass said. “I always knew I wanted to do something with my hands, something surgical. Blood never bothered me, and I was always handy at figuring out creative solutions with my hands and my mind, like MacGyver. I was also fascinated with the brain and how the mind processes information. So naturally, neurosurgery made sense.”

“In medical school I gained some experience in neurosurgery and met several neurosurgeons. For many reasons, I realized that neurosurgery was not for me,” she added.

A suggestion from one of her medical school colleagues prompted her to consider imaging.

“While having lunch he said to me, ‘I’m going to do IR, you should really come check it out. I think you would be really good at it,” Bass shared. “And so, I did. I shadowed him in the IR suites in between my Ph.D. experiments. I was instantly hooked. ‘This is really cool’ was the first thing I remember when observing live IR cases. It was much more procedural than I thought going into it.”

Bass continues to enjoy IR.

“We have access to so many cool instruments and tools and we are asked to use them to fix problems that can’t be fixed surgically, either because there is no surgery that you can do for that, or the patient’s just so sick they’re not a surgical candidate,” she said when asked why she loves her job. “And we have to figure out ways to fix a problem because if we can’t do it, there may be no other way for that patient.”

“You really get to use your mind and just figure it out. So, we really are the MacGyvers of medicine, where sometimes we have to use our tools not in the way that they were designed, but in a way that I know it’s going to work,” Bass said.

Among her accomplishments, Bass says the development of the Vascular Anomalies Program at Yale is the one she is most proud of thus far in her career.

“I had to find people, stakeholders, from everywhere, from dermatology, hematology, all different kinds of surgeons,

genetics, even nutrition, physical therapy, child life, radiology. I had to develop protocols and go to international meetings. And now we are a referral center for vascular anomalies,” Bass explained. “We diagnose and treat all kinds of anomalies, from a hemangiomas which affects 20% of all births. Those are basically like those strawberry marks that a lot of kids have that mostly just kind of fade over time. That’s the most common type of vascular anomaly that you think of and see without imaging. But some other types are life threatening or can cause significant disability – they could be in your eye, in your tongue, they could be in your airway. These complicated locations require a team of specialists, such as ENT, IR, hematology/ oncology to prescribe the medications. It takes a village to take care of these patients.”

Leading by example is not a cliché for Bass. For her, it is the only way to lead.

“There’s always the easy way or the hard way, of doing anything. And I usually choose the hard way, not because I’m a masochist, but because it’s usually the right thing to do. And I’m not afraid of that,” Bass explained. “And so that’s how I lead, I will take the pain because that way I can expect others to take the pain as well. But if I’m not willing to go through it, how can I expect anyone else to?”

Listening, really listening, and knowing how the people she works with process information is another key aspect of her leadership.

“I think emotional intelligence is huge, too. I don’t go into meetings with ego. I go in assuming I’m there to participate and learn as much as I’m in there to instruct,” Bass said. “It’s important to be able to project yourself into someone else’s shoes so you can see where they’re coming from and knock down any barriers before they get in the way of progress.”

Bass points out that she is fortunate to work with amazing people.

“I have benefited from many mentors who each have influenced me in different aspects of my professional life. For example, one of my first mentors was from my previous job, he was the president of the radiology company, and he’s the

STACEY BASS

MD, Ph.D.

Q: What is the last book you read? Or, what book are you reading currently? It’s the novel “You.” My friend told me about the Netflix series but said I should read the book first. It’s kind of really messed up but I’m enjoying it!

Q: Favorite movie? “The Princess Bride.” It just has everything, from comedy, drama, action, romance. It’s everything.

Q: What is something most of your coworkers don’t know about you? I don’t talk about it much but I’m a marksman, I like to shoot pistols. I’m not competitive, but that it something I really enjoy. I also was a finalist for “The Real World,” which nobody really knows.

Q: What is one thing you do every morning to start your day? Peloton, cup of coffee. The Peloton is not, I guess, every day – I mean, who’s that good? But always the cup of coffee.

one who really taught me about leadership, and how to lead by example and, you know, stay calm in the face of doctors screaming at you,” she said. “If you can be the one person in the room who stays calm, everyone looks to you for direction.”

“He taught me to just stop and think, count to five, but think quickly and don’t freak out,” she added.

She also had a mentor specific to IR.

“In terms of IR, my biggest mentor was my chief from my previous job. He was like my IR dad,” Bass said. “He taught me all of these skills. He also taught me practice development, how to build a business, how to get people on your side, how to build a referral base.”

“I took a small community hospital, a 200-bed community hospital, and I built a fibroid embolization program from the ground up. And that’s because he taught me how to partner with an OB/GYN, and then how to directly get to the patients instead of having to go through primary care, and all of the business skills,” she added. “He was instrumental in my ability to do that and how to defend against competing practices on the outside. So, he taught me offense. He taught me defense. He taught me recruitment, everything like that.”

Away from work, Bass says work-life balance is important because burnout is a real challenge.

“You know, I think I didn’t have work-life balance my whole life. So that’s a learned thing. And it’s not instant. I think my generation is probably the last generation who really sacrificed self for the job. And I think that is not a good thing,” she said. “You do really burn out. And I think it’s important that we value each other and our time. And so, I set aside time for my family. But the boundaries are for them, too! I’ve got a 15-year-old daughter who wants me answering her text messages the second she sends them. But I respect my patients and I protect them from, you know, my interruptions for my family, and I protect my family, and myself, from interruptions from my work.”

In summary, Bass loves IR, her job and her family. Her childhood dream to work in healthcare continues to motivate her as she reaches new heights. •

Q: Best advice you ever received? Don’t be afraid of the hard way. Be willing to do the hard thing, because the payout is so much more in the end.

Q: Who has had the biggest influence on your life? My parents. My dad gave me a lot of my drive and my mom was the emotional side that I needed, the shoulder to cry on. One side without the other could have been a disaster, but having the two was perfection.

Q: What would your superpower be? I just think the ability to fly would be so cool.

Q: What are your hobbies? I make sure to find time for gardening and cooking. I love to cook what I grow so that’s a real passion of mine. Had I not been a doctor, I would have been a pastry chef, most likely. Baking has such variety and it’s so scientific, and also takes incredible skill and patience!

Q: What is your perfect meal? A rib eye on the grill, rare, with garlic smashed potatoes and perfectly done green beans.

Clock Off THE

ANGELICA M. JARAMILLO, R.T.-R, MANAGER OF PROGRAM OPERATIONS, UTSW MEDICAL CENTER

BY MATT SKOUFALOS

Sometimes, an unexpected setback can pave the way for a new opportunity. For Angelica Jaramillo, it was the back injury she sustained while working as a radiologic technologist at the University of Texas Southwestern Medical Center. As she recuperated, Jaramillo was temporarily reassigned to the radiation safety office to perform less physically intense responsibilities.

What started as a recovery assignment evolved into much more. Drawing from her years of frontline experience as a rad tech, Jaramillo brought a practical perspective to safety work that the department hadn’t had before. In the process of auditing various imaging facilities across UTSW, she became an invaluable asset, offering first-hand insight grounded in the daily realities of patient care and imaging workflow.

“I learned all the regulatory requirements and audited to my heart’s content,” Jaramillo said.

Her attention to detail and grasp of imaging operations stood out so much that, when a colleague was promoted to an imaging manager role, they asked Jaramillo to join them and assist in auditing construction projects under their oversight.

“It started with me trying to keep track of our capital in imaging and perioperative services,” Jaramillo said, “but I noticed so many times that they’d have to go back and ask for more money to finish these projects.

“Before I came on board, they were budgeting only for the price of equipment, and not taking into consideration any of the cost of construction,” Jaramillo said. “Now, even before we replace equipment, we have to prove that it’s worth it.”

Jaramillo didn’t just bring technical experience to the table, but a drive to understand the entire ecosystem of UTSW imaging projects, from compliance and safety requirements to construction logistics. She helped communicate the practical impact of design decisions as they played out in real-world clinical settings.

“A lot of our capital projects were having issues because imaging equipment has such unique installation requirements to keep everything safe,” Jaramillo said. “The people who work in these rooms don’t know how they’re built, but I had the perspectives of being a rad tech and working in the radiation safety office.”

Jaramillo said she’s driven by a desire to create an environment that will serve everyone who interacts with imaging equipment – patients, technologists, service technicians, even cleaning crews. Whether it’s something as simple as keeping enough head clearance to improve workflow, or something as complex as a negative air pressure system in a SPECT/CT suite, she emphasizes designing for safety and usability.

During a recent PET/CT suite construction, Jaramillo caught a critical oversight just in time; one that could have compromised image quality and led to costly rework. The construction team was preparing to install lead shielding directly on top of the concrete slab upon which the imaging equipment would be situated, and then pour Quikrete over the lead to create the finished floor.

“The medical physicist wanted an extra set of eyes” during a routine lead inspection, Jaramillo said. “I said, ‘You’re going to have to rip all of this out.’ ”

Project documentation had specified that the PET/CT scanner must sit directly on the structural concrete slab, not

on top of lead, or any poured material. Had the lead been installed as planned, it could have shifted over time due to the weight of the scanner and the softness of the lead. A slight misalignment could have thrown off the scanner calibration, leading to image degradation that can undermine diagnostic confidence and patient care.

Intervening before the lead was installed saved the team from having to tear up both the shielding and the concrete overlay, preserving the integrity of the project, the performance of the imaging system, and the quality of care patients receive.

Following that incident, Jaramillo created a comprehensive modality requirements inventory – a master checklist encompassing shielding specs, construction materials, structural needs, airflow and pressure requirements, and much more – becoming an internal go-to resource for imaging-related construction.

As she took on more responsibilities, Jaramillo didn’t wait for someone to teach her what to do next. She immersed herself in architectural drawings, building codes, technical manuals, and design standards, learning to speak the language of engineers, architects, and administrators alike.

What has begun as self-preparation soon became intrinsic to her work, which evolved into a critical bridge between clinical operations and capital planning.

“I remember in one of my first meetings, one of the old-school project managers told me I couldn’t attend a meeting because the men ‘got really heated,’ ” Jaramillo said. “Now, any time they need to award a design contract, before any leadership sign off, they’ll send it to me and say, ‘Please review this.’ ”

While balancing the demands of her career, Jaramillo is pursuing concurrently a master’s degree in biomedical engineering and imaging informatics, which will broaden her professional opportunities. Along the way, she taught herself Python – initially to support her coursework – and found herself drawn into the possibilities of programming. For one of her first Python projects, Jaramillo created a billiards tournament app for her partner, who was frustrated by a glitchy, hard-to-use app.

“There’s only one out there and it’s not very good,” she said. “I figured I could make something simpler that actually worked the way we needed it to.”

Outside of academics and coding, Jaramillo is also a fiction writer who’s working on her first novel. When she’s not at her desk, she’s keeping pace with her high-energy pack: a trio of huskies named Kaya, Lycan and Treiko.

“I didn’t intend to have three,” she said. “They had babies … and then I accidentally kept one. He’s my grand-pup!”

While she tends to shy away from the spotlight, Jaramillo credits several mentors with encouraging her to step forward when needed. Their support has helped her find the confidence to present her work, lead projects, and take on roles that stretch her comfort zone.

“I can come into meetings in defense of imaging, or with something being wrong,” Jaramillo said. “I’m driven by efficiency.”

“I accidentally became important just because I wanted to fix things and make them better.” •

Imaging News

A LOOK AT WHAT’S CHANGING IN THE IMAGING INDUSTRY

RADNET’S DEEPHEALTH ACQUIRES ICAD

RadNet Inc. has completed the acquisition of iCAD Inc., a global leader in AI-powered breast health solutions. The integration of iCAD’s complementary commercial, technology, and regulatory capabilities into DeepHealth advances DeepHealth’s mission to address clinical and operational challenges in screening and diagnosis by harnessing the power of AI and imaging.

Kees Wesdorp, president and CEO of RadNet’s Digital Health segment, commented, “We are excited to welcome the iCAD team to DeepHealth. The integration of iCAD further empowers DeepHealth to meet the real-world clinical needs of today, from improving the accuracy and early detection of breast cancer to orchestrating large-scale screening programs, while shaping the future of breast cancer management. Our combined capabilities position us for accelerated growth and rapid delivery of transformative, AI-powered population health solutions.”

iCAD’s AI portfolio – including breast cancer detection, risk evaluation, breast density, and breast arterial calcification assessment – is deployed in more than 50 countries. This portfolio will be integrated with DeepHealth’s end-to-end screening and diagnostic solutions, further improving both cancer detection rates

and workflow efficiency. By uniting complementary technologies and datasets, the combined portfolio can further enhance AI model performance and enable the delivery of a comprehensive suite of AI-powered image interpretation and workflow solutions that address realworld clinical needs across the cancer screening and detection pathways.

With expanded market access through iCAD’s installed base of over 1,500 healthcare provider locations worldwide, this strategic acquisition enables DeepHealth to scale its impact to over 10 million mammograms annually. This global reach aims to accelerate AI adoption and screening compliance by bringing advanced AI-powered solutions to communities around the world, including those that are underserved.

SECTRA EQUIPS MULTI-SITE HEALTH SYSTEM WITH ENTERPRISE IMAGING AS A CLOUD SERVICE

International medical imaging IT and cybersecurity company Sectra will provide a U.S. health system with its enterprise imaging solution as a cloud service, Sectra One Cloud, including its AI service, Sectra Amplifier Service. The fully managed cloud service will strengthen the health system’s security and scalability, and streamline workflows within its radiology, breast imaging, and cardiology departments. This transition will support them in further enhancing patient care.

Consolidating multiple systems into one eases the health system’s IT workload. Unifying radiology, breast imaging, and cardiology in a single solution will accelerate their data and image sharing, streamlining patient care pathways.

Sectra One Cloud and Sectra Amplifier Service are cloud services fully managed by Sectra. This means that the health system receives an AI-enabled enterprise imaging solution that Sectra monitors, optimizes and manages. With Sectra Amplifier Service, they can integrate third-party AI applications into clinical

workflows. It allows all applications to run on a single, unified infrastructure, eliminating the need to manage multiple separate systems, in turn reducing security risks. Sectra takes full responsibility for the entire workflow – from integration and deployment to hosting and ongoing support – further reducing IT burdens.

Isaac Zaworski, president of Sectra Inc., said, “An increasing number of U.S. healthcare providers are recognizing AI’s benefits, making it a critical factor in the evaluation and selection of enterprise imaging providers. I’m proud that we at Sectra can support this healthcare provider with a solution that accelerates their AI adoption and be a part of their commitment to decreasing workload and advancing patient care.”

The five-year contract was signed in the fourth quarter of Sectra’s 2024/2025 fiscal year. The health system performs approximately 700,000 imaging exams per year. It will initially utilize the modules for radiology, breast imaging and cardiology, and AI applications for radiology, breast imaging, and orthopaedics.

L L P A R T S A T

PHILIPS SHARES FDA 510(K) CLEARANCE OF SMARTSPEED PRECISE DUAL AI SOFTWARE

Continuing its momentum in AI-powered MR, Philips has received FDA 510(k) clearance for SmartSpeed Precise MR’s latest deep learning reconstruction software, marking a major milestone in the journey toward autonomous, personalized MRI. SmartSpeed Precise is the industry’s first integrated dual AI solution, delivering up to 3x faster scanning and up to 80% sharper images – all in just one click, according to a news release.

Unveiled at ECR 2025, SmartSpeed Precise is now cleared for clinical use across Philips’ entire portfolio of 1.5T and 3.0T MRI systems, including its extensive installed base. This makes it one of the most scalable and impactful innovations in the MRI market.

“This FDA clearance is a powerful validation of Philips’ leadership in AI-powered MRI innovation,” said Ioannis Panagiotelis, Ph.D., Business Leader MR at Philips. “SmartSpeed Precise reflects our commitment to continuous innovation that addresses clinicians’ realworld pressures. By integrating dual AI with our proven Compressed SENSE engine, we are enabling faster, sharper, and smarter MR scans – making high-quality imaging more accessible and efficient than ever before.”

The healthcare industry faces growing demand for MRI scans while battling widespread staff shortages, increased wait lists and rising burnout among healthcare professionals worldwide. Radiology departments are under immense pressure to deliver more with fewer resources, all while ensuring diagnostic accuracy and maintaining a high standard of care. The Philips Future Health Index 2025 Global Report shows healthcare professionals recognize AI’s potential: not just to reclaim time lost to administrative tasks, but to diagnose diseases more precisely, reduce avoidable hospital readmissions, and improve patient outcomes.

SmartSpeed Precise directly addresses these challenges as the technology is seamlessly integrated into the MR system, enabling a transformative leap in workflow efficiency and throughput, all without compromising image quality. This deep integration allows radiology teams to harness the full power of AI in a single, intuitive solution that simplifies daily operations, accelerates scans, and consistently delivers sharp, high-quality images across clinical settings.

“SmartSpeed Precise helps us do what was previously thought impossible – deliver sharper, faster MRI with less effort,” said Dr. Julian Luetkens, professor of radiology, University Hospital Bonn. “In breast MRI, we saw acquisition times reduced by up to 50%, with image quality improving compared to previous Compressed SENSE protocols. That’s a game-changer.”

SmartSpeed Precise combines three powerful technologies into one seamless solution which includes:

• Compressed SENSE, Philips’ gold-standard acceleration engine;

• An AI-powered denoising engine, enhancing image clarity by reducing noise; and

• A second AI engine for image sharpening and antiringing, ensuring exceptional definition and diagnostic quality.

The unique integrated dual AI approach sets SmartSpeed Precise apart in the industry. Technologists can now deliver high-quality exams at record speeds, using a single-click workflow that adapts to their preferred denoising settings. This ease of use makes the solution valuable for seasoned and less experienced staff – an essential advantage in today’s understaffed healthcare environments.

SmartSpeed Precise delivers a powerful combination of speed, precision, and simplicity that directly addresses the most urgent challenges facing radiology departments today. With scan times up to three times faster, providers can reduce patient backlogs by increasing throughput without compromising quality, reducing diagnostic scan times to levels not seen before, including a less than 10-second brain scan. The system delivers up to 80% sharper images, boosting diagnostic confidence in complex areas like neurology, oncology, and cardiology. Its streamlined, one-click workflow promotes consistent imaging across teams and patient anatomies, with easy protocol optimization ensuring reliable results, even in challenging cases like pediatric, elderly or uncooperative patients.

SmartSpeed Precise is available for new Philips MRI installations and across Philips’ installed base of 1.5T and 3.0T MR systems [4], offering healthcare systems a scalable, cost-effective upgrade path that boosts clinical performance without requiring new hardware.

ACR PLANS AI ECONOMICS COMMITTEE

The American College of Radiology (ACR) is launching a new Artificial Intelligence (AI) Economics Committee to help consolidate available resources and develop financial strategies to address development and deployment of radiologic AI tools. The committee will specifically address Medicare, Medicaid and private insurance coverage and reimbursement for AI tools used in radiologic care.

“The ACR has long been at the forefront of navigating the intricate and rapidly evolving imaging artificial intelligence landscape,” said Gregory N. Nicola, MD, FACR, Chair of the ACR Commission on Economics. “Many ACR commissions and volunteers have dedicated themselves to scenario planning, federal rulemaking response, and collaborating with government and multi-specialty thought leaders on how to bring this impactful technology to the bedside of our patients. The Artificial Intelligence Economics Committee will enable us to consolidate resources across the college by bringing together a diverse range of expertise to continue this vital work.”

The new committee – chaired by Frank J. Rybicki, MD, Ph.D., FACR – will have approximately 10 members expert in relevant medical-economic areas – including:

• Medicare and Medicaid Payment schedules (MPFS and HOPPS)

• AMA/Specialty Society Relative Value Scale Update Committee (RUC)

• CPT code development and implementation

• Informatics and the ACR Data Science Institute

• Computer Science and applications of Convolutional Neural Networks

“Radiologic AI challenges and opportunities are significant,” said Rybicki. “Developing an AI economic strategy – including revenue cycle and reinvestment in the best technologies – will require the dedication and expertise of ACR volunteer radiologists, staff, allied professionals, patients and their advocates. I look forward to leading this effort.”

Christina Berry, ACR Team Lead on Economic Policy, will serve as lead staff for the new committee – which will interact with member volunteers and staff in many areas of the college – including the ACR Informatics Commission, the ACR Government Relations and Quality and Safety departments, and the ACR Data Science Institute.

“The ACR Data Science Institute convenes imaging AI users and thought leaders through our DSI Summit and year-round events, while our ARCHAI and ASSESS-AI programs help practices safely implement and monitor imaging AI,” said Christoph Wald, MD, Ph.D., MBA, FACR, vice chair, ACR Board of Chancellors and chair of the ACR Commission on Informatics. “We are eager to inform AI economic strategy with real-world insights from these previous landmark ACR initiatives.”

Simplifying The Imaging Equipment Ownership Experience

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RADIOGRAPHY/FLUOROSCOPY PLATFORMS RECEIVE FDA CLEARANCE

Siemens Healthineers has received Food and Drug Administration clearance for two multifunctional imaging platforms for radiography and fluoroscopy, or real-time 2D imaging: the remote-controlled Luminos Q.namix R and the Luminos Q.namix T with tableside control. The two new platforms, which can be used for specialized and complex examinations, can simplify workflows at low patient radiation doses through intuitive controls, integrated components, and built-in workflow guidance supported by artificial intelligence (AI). This enhanced efficiency can enable faster procedures, reducing patient wait times and increasing overall productivity.

“With these two new platforms, Siemens Healthineers offers the radiography and fluoroscopy communities a long-sought, user-friendly alternative to imaging systems of unnecessarily complex design, which have been a barrier to more efficient workflows,” said Niral Patel, head of X-ray products at Siemens Healthineers North America.

Unlike many 2-in-1 rad/fluoro systems, the Luminos Q.namix platforms have a fully integrated, highly intuitive design, which Siemens Healthineers developed over a six-year period with input from more than 160 customers who are fluoroscopy experts. Both platforms feature ergonomic controls and a streamlined touch interface with automated functions for dose and workflow optimization. Functionalities with live camera and AI support enable users to acquire images of consistent quality at a low radiation dose, regardless of their experience level. The new generation of wireless detectors can improve imaging

of microstructures in radiography and works with compatible Siemens Healthineers systems and imaging software.

The remote-controlled Luminos Q.namix R can be operated either in the control room to avoid user radiation exposure, or from inside the exam room at the bedside, depending on patient and exam requirements. It is designed for fluoroscopy procedures that include lower and upper gastrointestinal exams, as well as swallow and joint injection studies that require contrast media. It also can be used for radiography exams, including general exams of the chest, bones, and joints; and orthopedic imaging, including automated long leg and long spine imaging. The Luminos Q.namix R’s source-to-image distance (SID) of 180 cm (71 inches) can increase productivity during radiography exams by reducing geometrical distortions caused by the distance between the X-ray tube and detector. The in-room control panel allows the user to operate the system adjacent to the patient table, which can be particularly beneficial for pediatric patients and during certain types of fluoroscopy exams.

The Luminos Q.namix T with tableside control is ideal for non-ambulatory patients and examinations that require intensive patient interaction, including pediatrics, bariatrics, and gastroenterology. Multiple touch panels provide easy access to imaging parameters, while the OptiGrip ergonomic handle lets users save fluoro images or loops without diverting their attention from the task at hand. The digital fluoro tower parks automatically, allowing seamless switching between radiographic and fluoroscopic exams.

INTELLIGENT AUTOMATION FEATURES FOR THE FDR VISIONARY SUITE DIGITAL RADIOGRAPHY ROOM

FUJIFILM Healthcare Americas Corporation has launched several advanced automated functions for its FDR Visionary Suite digital radiography room. Optimized to support high-volume imaging in hospital radiology departments and imaging centers, the automation features are designed to enhance workflow and improve the patient and technologist experience for a wide range of general radiology exams.

The advanced automated functions help simplify exam set-up and patient positioning. For example, the system’s Intelligent Camera Assist feature, which is built into the suite’s collimator, offers a live view of the patient from the control room, as well as positioning guidance at the tube and optional motion detection to help guide positioning accuracy and prevent retakes. The SpeedLink feature automatically sets preferred, dose-saving techniques and collimation field size to the selected exam. The FDR Visionary Suite’s automated positioning guidance overlays and advanced pre-exposure motion detection alerts help technologists prevent retakes.

In addition to the system’s automation features, the system is designed with patient comfort in mind. FDR Visionary Suite accommodates patients of all sizes and patients with mobility challenges, as it features a large tabletop and stroke with motorized elevation, and a weight capacity of 649 pounds. Additionally, the system automatically captures long length images of up to 63

inches upright and 47 inches supine. Misalignments caused by patient movement can be corrected through automatic motion correction software, and images can be captured in as little as 20 seconds, for a better patient experience.

“Built for performance and exceptional patient care, the advanced features and automation of FDR Visionary Suite are designed to enable clinicians to perform routine and complex exams with impressive speed, accuracy and repeatability,” said Rob Fabrizio, director of strategic marketing, diagnostic imaging, FUJIFILM Healthcare Americas Corporation. “With increased workflow efficiency and consistent accuracy, radiographers can better focus on the patient and speed diagnosis and treatment.”

The versatile, digital radiographic X-ray suite is powered by Fujifilm’s latest DR detectors, which are well known for their enhanced ultra-low dose and exceptional image quality performance, achieved by combining cesium iodide with Fujifilm’s patented Irradiation Side Sampling (ISS) technology. The FDR Visionary Suite incorporates a robust technologist acquisition console, known as the FDX Console with Fujifilm’s Dynamic Visualization intelligent feature recognition processing. Dynamic Visualization automatically recognizes characteristics of the region of interest and applies the optimum image processing parameters throughout the entire exposure field, dynamically extending visibility, contrast, and window and leveling capabilities for more confident diagnosis. •

ICE webinar recap

WEBINAR SHARES MEDICAL LASER SAFETY OFFICER IMPORTANCE

The recent ICE webinar “Laser Safety in Medical Imaging: The Importance of a Medical Laser Safety Officer” was presented by Vangie Dennis, MSN, RN, CNOR, CMLSO, FAORN, Perioperative Consulting LLC, and Patti Owens, MHA, BSN, RN, CMLSO, CNOR, AestheticMed Consulting International LLC.

The subject matter experts discussed the need for a Laser Safety Officer (LSO). The webinar covered guidelines, standards, and procedures for safe laser use in medical settings, as well as defined the roles and responsibilities of an LSO.

The webinar clarified whether an LSO is required based on specific guidelines and standards for laser use. The presenters, with expertise in laser safety, addressed the crucial aspects of laser safety, including biophysics, tissue interaction and safety protocols. A question-and-answer session delivered additional insights as the presenters answered questions from attendees.

The session also included a question-and-answer session. The presenters provided additional insights via thoughtful answers to questions from attendees.

One question was, “As a young clinical engineer, I served as the co-LMSO with a nursing counterpart. Do you see organizations using this model? Does it have advantages over having only a technical or a clinical MLSO?”

One presenter replied, “I’ll take that because I was actually a contracted medical laser safety officer for a large hospital system out of Atlanta and that was their model and it actually worked extremely well. They were both MLSOs. It depends on what your organizational structure is going to be. The issue is you do you have somebody that is a medical laser safety officer, but the other one is a deputy, but they have both imperative roles that relate to the success of the program.”

“I mean, yes, the nurse or the surgical tech has the clinical background, but they don’t have the engineering methodology of why a laser does what it does in so many senses of the word. I think it’s a great model, but it really depends on how your hospital would like to set it up.”

Another question was, “How do you quantify the degree of laser exposure to a person?”

“There’s really several ways,” Owens answered. “The standards, I’d say, Patti, what was it about eight years ago just changed to where baseline examinations were not required. And the confusion was that if an exposure occurred, it was hard to differentiate it cumulatively. If they ever reported it to begin with, whether it’s an exposure from some other type of radiation or lasers.”

“Usually, if you’re exposed to a flash or not having glasses on and you think you are, it means immediately setting up an examination by an ophthalmologist to assure that retinal damage hasn’t occurred. You can tell an old burn from a new one.”

Another question that came up was, “Who is the best person in an organization to take on the role of LSO when lasers are used in multiple facilities?”

“Once again, you know, it’s all up to your facility. I think Vangie and I have seen everyone come through our courses. And it’s, you know, let’s say you’re a lot of, let’s say you’re a radiation safety officer, you have no idea what the surgical or the aesthetic or dermatology or the ophthalmology ENT, you have no idea of that, we still have to perform a laser hazard evaluation, then if you said, get someone who has that clinical background, you take ownership, you start going into the sites and seeing where these lasers are already being used,” Owens said.” Work with the laser operator, work with the laser user, work with the laser manufacturer, read the user guide, which is really informative, and that will help bring you up to speed also.

“So, it’s a little bit more of an uphill challenge, but a couple of lead hospitals that I have been working with, they were radiation safety officers and over a period of a year, they were able to bring that program up to a very, very viable and competent level,” she added. •

For more information, visit ICEwebinars.live.

AHRA 2025 DELIVERS EXCEEDS EXPECTATIONS

Avibrant energy could be felt throughout the AHRA 2025 Annual Meeting. It was the largest annual meeting in over a decade with more than 1,600 individuals in attendance including hundreds of first timers.

The AHRA 2025 Annual Meeting wrapped up a highly impactful gathering of imaging leaders as it delivered an experience tailored to the needs of busy healthcare professionals. Held August 2-5, at the Paris Las Vegas the event brought radiology directors, imaging supervisors, operations managers and administrators together for four days of education, innovation and connection.

AHRA’s Annual Meeting is built specifically for imaging management professionals. This year’s event responded to attendee feedback with a streamlined schedule, focused content tracks and expanded networking opportunities. Each aspect was carefully designed to maximize value while minimizing time away from home departments.

The meeting launched on Saturday, August 2, with a trio of high-impact workshops. The CRA Exam Workshop provided a comprehensive review for professionals pursuing the Certified Radiology Administrator credential. Meanwhile, the Executive Leadership Workshop focused on strategic thinking and healthcare transformation, ideal for those considering senior leadership roles. Rounding out the offerings, the Imaging Negotiation Workshop helped attendees build essential negotiation skills for navigating vendor contracts, budgeting discussions and team collaboration.

These pre-conference sessions allowed participants to dive into critical topics before the general conference began, equipping them with actionable tools to take back to their organizations.

The core of AHRA 2025 was its robust lineup of educational sessions, spanning key areas such as operational efficiency, leadership development, finance, safety, and emerging technologies. Dozens of breakout sessions and expert-led keynotes gave attendees the opportunity to gain insights and continuing education credits, including those applicable toward CRA and ARRT renewals.

Designed for all levels of experience, the sessions ensured that each attendee could leave with practical strategies to improve performance and patient care.

The keynote sessions proved inspirational messages and left attendees motivated to reach new heights.

The exhibit hall, also known as The Gathering Place, returned with expanded hours and new opportunities for engagement. Featuring over 100 exhibitors, the hall allowed attendees to test the latest imaging technologies, explore software solutions, and meet with vendors offering products designed to streamline clinical operations.

Sunday access and earlier daily openings gave attendees more flexibility to explore sponsored learning labs, mini-sessions and one-on-one vendor meetings throughout the week.

Sunday ended with the AHRA Annual Meeting President’s Welcome Reception.

AHRA 2025 placed a strong emphasis on intentional networking, introducing new events and refreshing familiar favorites. A New Member and First-Time Attendee Reception was a big hit as it welcomed newcomers and encouraged early connections. Sunday evening’s Drinks on ICE at Beer Park, sponsored by IAC, offered a lively atmosphere for informal meetups and fun.

The week concluded with The Closing Party on Tuesday, August 5 – a celebratory sendoff featuring music, food and camaraderie among new and longtime colleagues.

As AHRA continues to evolve alongside the imaging field, the 2025 Annual Meeting stood out as a model for how professional conferences can be high-impact and highly efficient. By prioritizing quality over quantity, AHRA once again demonstrated its commitment to elevating the imaging profession and equipping its leaders for tomorrow’s challenges.

Incoming AHRA President Wes Harden noticed a positive energy and the Annual Meeting.

He wrote, “This warm atmosphere is not unique to the Paris Hotel venue here in Vegas, because I have experienced the same connectivity and spirit at every other Annual Meeting, I have ever attended over my nearly 20 years as a member! Reflecting on this week could involve touching on a few other items such as the outstanding job that the Design Team did in being key drivers in putting this meeting together; being highly visible, super helpful, knowledgeable, and approachable. I could say the vendors once again knocked it out of the park with their support of AHRA and their outreach.”

“Finally, reflecting on this week, what occurred here is a clear case of ‘what happens in Vegas’ shouldn’t stay here, but be shared throughout facilities and clinics with others from coast to coast and beyond, serving as notice that the AHRA 2025 Annual Meeting represents a tide that lifts all medical imaging boats!” Harden added.

The AHRA 2026 Annual Meeting is set for Orlando, Florida. •

DIRECTOR’S CIRCLE

In this issue of ICE Magazine, experts share insights and tips regarding imaging parts. ICE Magazine invited several imaging service directors to participate and share their imaging parts knowledge with readers. Participants in this month’s director’s circle article are:

• Intelas Regional Director of Operations Eric Massey;

• Banner Imaging Director of Imaging Service Julian Reyes teamed up with Banner/Entech Associate Director Diagnostic Imaging Justin Rhodehouse; and

• St. Luke’s Health System Manager, HTM, Medical Imaging Services Dean Skillicorn.

Q: WHAT ARE THE MOST PRESSING CONCERNS REGARDING PARTS FOR THE SERVICE OF IMAGING DEVICES?

MASSEY: Parts arriving dead on arrival (DOA) remains one of our top concerns. A DOA part means extended system downtime, delayed patient care and significant financial impact for the hospital.

REYES/RHODEHOUSE: The most pressing concerns regarding parts is availability and reliability. With capital constraints in today’s healthcare environment, we have to keep our equipment in top shape as long as it is reasonable. Once a unit becomes end of service life, parts become increasingly harder to come by. The concern over reliability has always been an issue. Parts get refurbished which in turn degrades the parts reliability over time.

SKILLICORN: Availability of parts for EOS devices in

the after-market setting. Hospital systems are now making choices about extending life to defer capital costs where needed. This is a difficult process for most as most institutions do not project capital budgets past 2-3 years. This trend is changing as large institutions are finding value in planning replacement of systems 5-10 years in advance and trying to understand where systems will be placed in future plans for their organizations.

Q: HOW DOES YOUR FACILITY OBTAIN PARTS FOR IMAGING DEVICES?

MASSEY: We source parts through both OEM and third-party providers. For newer systems where thirdparty inventory is limited, we rely more heavily on OEMs. Older systems are more flexible with third-party options.

REYES/RHODEHOUSE: Our facility obtains parts using multiple providers. We use OEM and third-party companies to source our parts. Where we get them from could be determined by contracts, price and availability. We also use companies that can repair the part for you. There is a lead time to complete repair since you have to the ship part to them, but they offer very competitive pricing compared to purchasing outright.

SKILLICORN: We utilize the OEM in several cases for shared services type agreements. In cases where we are not contractually obligated to do so or in the case of EOS systems, we use a multitude of third-party

vendors to purchase parts as necessary.

Q: WHAT SHOULD A FACILITY LOOK FOR IN A PARTS PROVIDER?

MASSEY: Prioritize quality and process integrity. Visit the provider’s facility, observe their harvesting and shipping processes, and confirm that they use proper electrostatic discharge (ESD) protection from start to finish. Poor ESD protocols are a leading cause of DOA parts. Also train your own staff – if technicians don’t use ESD straps properly, even a single touch can destroy a board.

REYES/RHODEHOUSE: The main things our facility looks for in a part provider are price, can they delivery on time, and do they offer any warranty on their parts. We have found that third parties are obtaining more stock on older parts to stay competitive while offering warranties on their parts.

SKILLICORN: Great question. Outside of our shared services agreements, we look for pricing, discounting and availability. Quick ordering processes are very attractive to us.

Q: WHAT TIPS AND ADVICE CAN YOU SHARE FOR OTHERS TO IMPLEMENT REGARDING PARTS FOR IMAGING DEVICES?

MASSEY: Partner with vendors who have proven ESD and testing procedures. Implement strong ESD protocols internally as well. Also consider forward stocking high-failure parts to minimize downtime.

REYES/RHODEHOUSE: One tip of advice I could offer regarding parts for imaging devices is there is always a thought that when a part gets replaced it will be brand new. In most cases the parts being installed will be

refurbished and tested before sent out to an imaging location. Price on a new part versus a refurbished part can be drastically different. Sometimes your only option is the part in stock which may be new or may be refurbished.

SKILLICORN: Research, research and research. Have these organizations present to you what they can do. Many have additional services that can be very helpful.

Q: WHAT ELSE WOULD YOU LIKE TO SHARE WITH ICE MAGAZINE READERS REGARDING PARTS FOR IMAGING DEVICES?

MASSEY: In imaging, quality should always outweigh price. Choosing the cheapest part provider often leads to repeat failures and higher total costs. Do your research, verify their processes and stay loyal to those who deliver consistently.

REYES/RHODEHOUSE: The last thing I could share regarding parts for imaging devices is parts come in many different varieties depending on the modality and age of equipment. You will find parts involving electronics, mechanical devices, hydraulics and pneumatics. They can range in all different sizes and weights. Some parts after being installed will require calibrations to complete repair. My advice would to be keep your options open when searching for parts depending on your patient needs.

SKILLICORN: When comparing parts purchases, be sure that you are providing the correct version level of the parts. This is critical as most parts have multiple version levels. Getting the correct part quickly is key in servicing imaging equipment in a safe manner and being effective. •

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Market Report

IMAGING PARTS MARKET EXPANDS

STAFF REPORT

The diagnostic imaging parts market is a substantial segment within the broader medical imaging industry, focusing on the supply of replacement parts for various imaging modalities like MRI, CT, X-ray and ultrasound. This market is driven by factors such as the increasing demand for diagnostic imaging procedures, the aging population and the need for cost-effective solutions for maintaining and repairing existing equipment.

The market includes a wide range of parts, from essential components like keyboards and mice for specific imaging systems to more complex parts like tubes, detectors and other critical components.

The market involves both original equipment manufacturers (OEMs) who produce the original equipment and independent service organizations (ISOs) who provide maintenance, repair and replacement parts for various brands.

The market offers both new and refurbished parts, with refurbished options often providing a more cost-effective solution for hospitals and clinics. International supply chains are crucial for sourcing materials and components used in manufacturing imaging equipment and parts.

The market has regional differences, with the U.S. and other developed countries often having a larger market share due to higher healthcare expenditure and advanced technology adoption.

The increasing prevalence of chronic diseases and the aging population are driving the demand for diagnostic imaging procedures, which in turn drives the demand for parts.

Market Research Intellect reported that the global medical imaging equipment services market is projected to expand from approximately $60 billion in 2024 to around $85 billion by 2031, at a compound annual growth rate (CAGR) of 5.0%. This growth reflects increasing investments in healthcare infrastructure and advancements in imaging technologies.

The report states, “This growth is fueled by the increasing prevalence of chronic diseases, advancements in imaging technology and rising healthcare expenditures. The market’s expansion reflects a heightened demand for high-quality maintenance and support services to ensure the reliable performance of imaging equipment. As healthcare systems globally invest in advanced diagnostic tools and infrastructure, the need for comprehensive service agreements covering maintenance, repair and technical support continues to grow, driving the market forward.”

Market Research Intellect also states that technological advancements are “a major driver in the medical imaging equipment services market. Innovations in imaging technologies, such as high-resolution MRI, CT scans, and ultrasound systems, are pushing the demand for sophisticated service solutions. These advancements introduce new complexities in equipment operation, necessitating specialized maintenance and support services to ensure optimal functionality and compliance with regulatory standards. The integration of artificial intelligence and machine learning in imaging systems further increases the need for advanced technical support. The continuous evolution of technology ensures that service providers must stay abreast of the latest developments to deliver effective solutions, thereby driving market growth.”

An increased emphasis on preventive maintenance is also shaping the medical imaging equipment services market.

“Preventive maintenance strategies, designed to identify and address potential issues before they result in equipment failure, are becoming more prevalent,” according to Market Research Intellect. “This approach helps in reducing downtime, improving diagnostic accuracy, and extending the lifespan of imaging equipment. Healthcare facilities are increasingly recognizing the cost benefits of preventive maintenance over reactive repairs, leading to a growing demand for service contracts that include routine checks and upkeep. By prioritizing preventive maintenance, organizations can ensure continuous operational efficiency, which drives the expansion of the market.” •

Product Focus

IMAGING PARTS

X-RAY AMERICA LLC X-ray Tubes

X-Ray America LLC manufactures X-ray tubes for diagnostic imaging, including radiographic, R/F, C-arms, and mobile systems. X-Ray America utilizes components from the U.S. and Europe, including technology from IAE S.p.A. Founded by X-ray industry veterans, X-Ray America makes ordering X-ray tubes easy and convenient. Drop-in compatible replacement X-ray tubes ship the same day from X-Ray America’s in-stock inventory. All X-Ray America tubes come with an ample warranty against defects. Technical phone installation support is available.

RAY-PAC

X-ray Tubes

Ray-Pac is leading manufacturer of 3-inch and 4-inch aftermarket X-ray tubes. With over 40 years in the industry, Ray-Pac knows what it takes to help customers stay competitive in the medical marketplace. This year, Ray-Pac reintroduced the INTERAY name to the X-ray tube replacement industry as its self-branded line of 3-inch and 4-inch Canon/Toshiba diagnostic tubes.

2 3

RSTI EXCHANGE

Imaging Replacement Parts

Since 1985, RSTI (Radiological Service Training Institute) has been a trusted leader in diagnostic imaging — proudly celebrating 40 years of excellence — now in parts, training, and support services. RSTI eXchange offers one of the largest inventories of imaging replacement parts, supporting most modalities-including X-ray, CT, MRI, mammography, ultrasound, and more — from major OEMs. Most parts are repaired, tested, and verified in-house to ensure quality and performance. If it’s not in stock, and a customer would like assistance, RSTI can source it through its partner network. RSTI also provides technical support, troubleshooting, and

service solutions backed by experienced engineers. As the 2025 TechNation Tech Choice Outstanding Vendor of the Year, peer-nominated and voted, RSTI is proud to be recognized for its industry impact. In addition to parts and support services, RSTI has trained over 15,000 imaging professionals from 50+ countries through 50+ annual courses in radiology, mammography, CT, ultrasound, networking, PACS, DICOM and more. Whether it’s a single part or full system support, RSTI delivers performance customers can count on. Engineered for Life means long-term value and reliability across the imaging landscape.

INNOVATUS IMAGING

Ultrasound Transducers & MRI Coils

Innovatus Imaging is an ISO-13485:2016 certified repair provider for ultrasound transducers and MRI coils. Expertise spans the entire device life cycle – from design, development, and manufacturing to service and support. The company has a legacy in MRI coil manufacturing and is an FDA-registered manufacturer of ultrasound transducers. Having restored over 185,000 transducers and 45,000 coils, Innovatus has the experience and proven results to be a trusted service partner for multiple OEMs and independent service organizations as well as the most prominent names in healthcare and HTM asset management. Headquartered in Pittsburgh, Innovatus maintains Centers of Excellence in Tulsa, OK and Denver, CO.

For more information, visit innovatusimaging.com.

MW IMAGING Probe Exchange

The Philips X11-4t mini 3D TEE was designed for the toughest cases. With a more compact design and advanced 3D imaging, it helps you see clearly even in the smallest of spaces, whether you’re working with small children, older adults, or anyone in between. It’s easy to use, familiar if you’ve worked with the X8-2t and X7-2t. The X11-4t gives you the reach, angles and confidence to take on more cases with less stress. When precision matters, the X11-4t is the tool that fits your patients, your procedures, and your practice. MW Imaging offers a standard 6-month warranty on all X11-4t exchanges for end users. MW Imaging can be reached at info@mwimaging.com or 877-889-8223.

AMIRIX IMAGING

X-ray Tube

Amirix Imaging specializes in OEM-quality replacement components that elevate imaging system performance. Its flagship LM33-T mammography X-ray tube is a direct replacement for the Varex M-113T, designed to meet the rigorous demands of modern breast imaging with seamless compatibility and enhanced durability. The LM33-T features a double-focus design with high-speed anode rotation, built for use in high-throughput mammography systems. A reinforced 78 mm metal anode combined with a rhenium-tungsten target ensures consistent high-dose output, optimal image sharpness and extended tube life. The specially engineered anode also supports superior heat dissipation, reducing downtime and increasing patient throughput. With over 100 units deployed globally in the first six months, the LM33-T has quickly established itself as a trusted solution for providers seeking performance, reliability and cost efficiency. Backed by dedicated technical support and designed for easy system integration, Amirix Imaging delivers diagnostic confidence where it matters most.

MAMMO.COM

HD

Detectors

Mammo.com offers refurbished PRD-04420 Hologic Dimensions Clarity HD Detectors, a premium upgrade designed to enhance diagnostic confidence in breast imaging. Engineered for high-resolution clarity, this detector captures ultra-detailed images that help radiologists identify subtle abnormalities with greater precision, improving early detection and reducing recall rates. Built for seamless integration with Hologic Dimensions systems, the PRD-04420 ensures dependable performance with minimal downtime. Its durable construction stands up to continuous clinical use, offering both reliability and long-term value for high-volume imaging environments. Each refurbished unit is meticulously restored and tested to meet stringent quality standards, backed by a 90day warranty (with extended coverage available), and supported by expedited shipping, with cutoff times as late as 8:30 p.m. EST. Whether sourcing a replacement or planning an upgrade, our team of experts is available 24/7 to support your facility’s unique needs. From installation by certified field engineers to eco-conscious sourcing, Mammo.com is committed to providing highquality, sustainable solutions that elevate your imaging capabilities and empower better patient outcomes.

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SERVICE CONTRACT INS & OUTS

By Matt Skoufalos

One of the most significant, costly and critical components of owning any piece of medical imaging technology is establishing a network of support around keeping it functioning at a high level for as long as possible. Critical to ensuring that support is a robust service contract; however, the variability and complexity of structuring such an agreement requires careful consideration and a detailed review by subject matter experts.

Dean Skillicorn is the medical imaging service manager for clinical engineering at St. Luke’s Health System in Boise, Idaho. A veteran of the medical imaging service industry, Skillicorn has decades of experience in contract management

and device repair. He said the most important piece of advice he can offer to anyone working through a service contract is knowing, in detail, the terms and conditions of the deal.

“People need to understand what they’re trying to buy, first of all,” Skillicorn said. “What type of service agreement are we talking about? Is it a full coverage service agreement? Shared services? Point-of-sale versus warranty expiration? Organizations really need to understand the playing field of what they’re buying.”

When reviewing contract language, the organization should have a process by which legal, supply chain, IT, HTM, and the user of the equipment all understand the terms and conditions and what value those terms, conditions and options bring to the organization, he said.

“We have a group that’s been developed specifically for contract management in our organization,” Skillicorn said. “Supply chain owns the relationship with the vendor. They are brilliant about it. They ask HTM about what’s hidden in these contracts. Organizations need to manage their vendors, and it has to be through supply chain.”

Even in full-service agreements, explicitly defined terms and conditions can help protect a medical imaging customer from a significant, unanticipated bill. Moreover, Skillicorn noted, negotiating an “out clause,” whereby the parties have options for exiting a deal that no longer serves their interests, is another critical component of a contract.

“You have to understand what’s included, and the cost of that inclusion,” Skillicorn said. “If they have options – or what look to be options – buried in the service agreement, you need to have them separate those options out, and give you a value if you were to do it on a time-and-materials basis. A lot of people miss this opportunity, and they don’t understand the value of it. Customers need to become more knowledgeable about what is in their contract language and manage it for their benefit.”

Skillicorn also underscored that customers must understand their coverage options, whether they make sense, and if those coverages should be strengthened or relaxed based upon utilization data. For example, in covering CT scanner tubes, which are high-replacement parts, some vendors have moved on from measuring their lifespans in terms of number of slices used to the number of exams conducted.

“When organizations are reviewing and designing service agreements, they must understand their exposure for large-dollar and high-utilization components such as tubes, detectors, etc.,” Skillicorn said. “Customers have to understand their utilization. I’m not against point-of-sale service agreements, but customers need to be concerned with discounting and length of term after warranty expires. They need to better understand what they are purchasing.”

Comparably, for advanced imaging modalities, it’s advisable that customers specify contract clauses relevant to the unique nature of those technologies and their replacement parts. In cases such as these, Skillicorn suggests writing into the contract uptime performance standards that are related to device utilization. This means not only measuring the uptime during contractual hours, but understanding how those contracted hours affect the availability of systems should they be unavailable for service during peak utilization hours. He also advised that the contract should include expectations about parts delivery – including availability, restocking, and shipping costs – and performance penalties against each clause of the contract due to performance.

“These agreements are profitable for the vendor,” Skillicorn said. “You’re betting that they’re going to be in your organization servicing your equipment a specific amount of

time, and you want that large value out of the deal. They’re betting that they can control that service and the cost of the parts based on remote diagnostics. The challenge is to make sure that as the customer you are getting the biggest advantage of your service dollars as possible. The goal? Significant uptime, very little service, and very little interference with peak utilization hours where the equipment is truly needed to deliver high levels of care.”

Skillicorn believes that the most important new option in today’s service agreements is an obsolescence management program.

“These programs can help an organization extend the life of a piece of equipment, and keep technology current, and keep upgrades off the capital books,” he said. “This is all about partnering with your vendor, but you have to be thinking about the life of that equipment and how long you can keep it in the organization. The solution that the vendor offers to extend life can be awfully attractive.”

“In addition to keeping medical imaging equipment functioning to the fullest, customers who have the resources and experience to manage their service needs in-house still need device-specific training and software keys to service those devices. Both should be included in the construction of any service contract,” Skillicorn said.

Vendors should be flexible on options and designing coverages for organizations based upon organizational needs.

“If you have the resources and the experience in house, you need the vendor because you need the service keys,” he said. “Aligning with the OEM, in my opinion, allows training and service keys to be brought to bear by in-house service organizations. Partnering with OEMs is important.”

“Some of the service agreements today, specifically for major imaging devices, come with the opportunity to have user education options, and I advocate purchasing those packages for users,” Skillicorn said. “Take a look at the education components of the contract. They can be beneficial to keeping staff updated on how to appropriately operate the system and educate new users.”

Finally, Skillicorn noted that all service contracts should utilize definable performance indicators and the vendors’ compliance with them. He advises evaluating the known history of a device over the lifetime cost of the contract as compared with time and materials costs for servicing it. Other opportunities might exist within that lead to negotiate relevant needs for the organization within the terms of the deal, including scheduling off-peak hours for repairs and preventive maintenance, stocking common replacement parts locally, and scheduling routine performance reviews to maintain compliance with terms of the deal.

“We create our own scheduled business reviews depending upon the organization and how much business a vendor does with us,” Skillicorn said. “We will do quarterly, semi-annual, and annual reviews. Normally we work with the vendor and

say, ‘These are our expectations, and this is the penalty if performance expectations are not met.’ ”

“If expectations are not met, then it’s my job to engage supply chain management to assist in resolving performance issues,” he said. “When you start putting pressure on holding vendors accountable, then vendors start complying better. Utilizing routine business meetings provides you with performance data to ensure you meet your established performance standards.”

Eric Massey, regional director of operations, field service, for Intelas, described contract negotiations from the perspective of an independent, third-party medical imaging equipment servicing provider. Massey’s differentiators over other service options include Intelas’ quick response times from site-based service engineers and OEM-trained technical support engineers.

“What sets us apart is our commitment to putting dedicated technicians and engineers on-site,” Massey said. “It’s a model designed to give hospitals immediate response and peace of mind. Add remote access capabilities, and the response is instant – eliminating long waits for an engineer.”

He added that maintaining control of technical documentation is just as critical as rapid response. Hospitals, he said, should ensure they hold the service manuals, the latest software revisions, and preventive maintenance backups for their imaging devices. Without them, service can be delayed or limited, regardless of who performs the work.

Intelas maintains a network of imaging engineers and biomedical technicians who are capable of providing surge capacity or vacation coverage. Having the combination of on-site, field service, on-demand traveling BMETs, regional and national imaging support provides a breadth and depth of experience that is unparalleled in the HTM service world. This flexibility also allows for cross-training and career path

opportunities, including a robust BMET apprenticeship program, and a BMET-to-imaging program. This enables continual investment in and expansion of talent. To meet specialized hospital needs, Massey brings in expert talent and simultaneously trains the on-site team, ensuring immediate resolution and long-term service readiness.

“We have a talent pipeline built that can quickly fill in and support a wide range of needs across the HTM spectrum,” said Massey.

In addition to on-site engineers with remote access, Intelas can offer predictive service modeling based on remoteaccess data and error logs, which can be used to anticipate common device failures before they happen and proactively schedule repairs on critical assets including CT, MR and interventional imaging systems.

Intelas leverages its forward stock warehouse locations nationwide to support sameday repairs, a capability that helps meet key performance indicators critical to clinical teams.

Massey emphasized that structuring contracts carefully is essential to balancing coverage, cost and longterm readiness. He advises hospitals to evaluate service requirements for new equipment, especially if it is a new platform. In some instances, it makes sense to consider extended warranty terms or a short-term OEM service contract until the new technology is proven and reliable.

“It allows time for our team to evaluate the technology, build the service plan and put a training program in place to transfer knowledge to the hospital’s on-site staff,” Massey said. “That way, they’re fully supported when the OEM warranty or contract expires.”

He added that in many cases new equipment is built on an existing platform where Intelas already has deep expertise. In these scenarios, the transition can happen sooner.

COVER STORY

Looking beyond that initial new technology maturation period, Massey said the focus shifts to ensuring stability and efficiency over the long term.

“By the time we assume service, we already have the data, the trained staff and the forwardstocked parts in place,” he said. “That means hospitals see a seamless transition with no disruption to patient care.”

Critically, Massey emphasized that service providers must be candid with clients about what they can provide and whether those needs can be met immediately or in the future.

“While our service process follows proven standards, each program is customized to the specific needs of the hospital,” Massey said. “Every customer has unique requirements. For new clients, we typically request a 60 to 90day startup period to develop and implement a service plan that meets their goals and ensures continuity. For existing clients, we provide a comprehensive inventory and contract database, giving customers options and time to refine their service program next steps with confidence.”

That proactive approach not only prevents disruption but also supports financial predictability and productivity for the organization.

Importantly, Massey said that each service contract is built around key performance indicators (KPIs), like service response time and device uptime, with financial penalties tied to each if they are unmet.

“That holds us accountable. I’m fully transparent with my customers,” he said.

Shelby McCarty, imaging director of service at Renovo Solutions in Irvine, California, highlighted key considerations that often may be overlooked when medical imaging device customers review service contract terms. These include technician training, coverage exclusions, end-of-life agreements, loaner equipment provisions during downtime, and contract termination options.

Although most contracts outline scope of coverage for issues such as replacement parts, labor rates, service hours, and software support, McCarty emphasized the importance of setting clear expectations between equipment owners and service providers, including escalation processes for managing issues, and exit strategies for moving out of an agreement, if necessary. Shared-risk agreements among service providers are increasingly common, he noted, as are contracts tailored to specific operational needs.

In evaluating contracts, McCarty identified valuable performance indicators that should be stipulated in the agreement, including mean time to repair (MTTR), first-time fix rate (FTFR), preventive maintenance

compliance, and response time windows. Performance-based contracts should detail how these metrics are measured, and include penalties for non-compliance. Robust contracts also feature escalation and penalty clauses, along with processes for documenting issues; if terms are not met, customers may renegotiate, switch vendors or, as a last resort, pursue legal action. Regular contract reviews (quarterly, or more frequently) can help avoid major issues, he said.

When drafting contracts, McCarty said professionals with expertise, budgeting authority, and operational roles should be involved, including those in clinical engineering, imaging leadership, supply chain, finance, legal, IT teams, and executive leadership, when possible.

Whether signing a service contract with an OEM servicer, an ISO (independent service organization) provider, or creating a hybrid, shared-responsibility model, each offers benefits, McCarty said. OEMs may offer system upgrades and exclusive software access, while ISOs can provide flexibility in parts sourcing, service levels, and sometimes even onsite staffing.

“Cost savings and flexibility are key,” he said. “ISOs often excel in servicing equipment past end-of-life dates and focus solely on service, not equipment sales. Hybrid models can also succeed when roles are clear and internal support is strong.”

For customers who don’t sign with OEMs, it’s critical that they have plans for sourcing replacement parts, technical manuals, and service delivery, McCarty said. He recommended ISO-certified suppliers for OEM and aftermarket parts, AIAT documentation portals for access to OEM service documents, and trusted, vendor-agnostic thirdparty remote monitoring service providers.

“Remote monitoring of ‘big-iron’ devices is crucial in today’s healthcare economy when device downtime is often detrimental to hospitals,” McCarty said. “Troubleshooting time and travel time to the site can often be greatly reduced through these remote access capabilities. This leads to fast diagnosis and better uptime for the organization and more scan time for the customer.”

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For rural or distributed hospitals facing resource or staffing challenges, McCarty recommended remote support, shared services, tiered contracts, or training onsite staff for basic maintenance.

In every case, however, he believes that the service contract review process is where organizations can make informed decisions that optimize service, value and flexibility. The review process can also ensure that all stakeholders are prepared to choose the best path forward for their organization. •

BALANCING TECHNOLOGY & SERVICE EXPERTISE FOR RELIABLE IMAGING PERFORMANCE

BY ERIC MASSEY

According to a report by Business Wire, the global market for medical imaging equipment services is estimated at $20.9 billion in the year 2022, is projected to reach a revised size of $29.7 billion by 2030.

Remote monitoring is not just about automation. It’s about empowering engineers with better information to deliver high-quality service. By integrating realtime data insights with hands-on problemsolving, hospitals can achieve greater reliability, efficiency, and cost savings. While predictive alerts help prevent some failures, skilled engineers remain essential for troubleshooting, repairs and calibrations. Technology alone cannot replace the judgment, precision and problem-solving capabilities of experienced professionals.

Strategically combining remote monitoring with onsite service allows hospitals and service providers to proactively address maintenance needs, optimize workforce utilization and ensure uninterrupted imaging services. This balanced approach enhances equipment reliability, minimizes operational disruptions and ultimately enables healthcare providers to focus on delivering high-quality patient care.

BENEFITS OF REMOTE MONITORING

Enhancing Onsite Efficiency: Remote monitoring amplifies the effectiveness of onsite engineers by providing actionable insights before they arrive. While remote

alerts help anticipate potential failures, final diagnosis and resolution still require handson expertise.

At a client location recently, remote access alerted us to a compressor failure in an MRI system over a long holiday weekend. The imaging center was closed, and without remote access, we wouldn’t have known until Monday. Remote monitoring detected the issue early, allowing us to order a new compressor and complete the repair over the weekend – preventing significant helium loss and avoiding extended downtime.

Optimized Resource Allocation: By functioning as a triage system, remote monitoring helps service providers prioritize onsite interventions based on issue severity. This ensures engineers focus their efforts where they are most needed, minimizing downtime and improving operational efficiency.

Stronger Collaboration Between

Technology and Expertise: Together, these elements create a comprehensive strategy for imaging equipment reliability. While remote monitoring delivers precise diagnostics, onsite engineers provide the critical thinking, adaptability, and hands-on expertise needed to implement effective solutions. By analyzing data to predict potential failures, remote monitoring helps reduce unplanned downtime and improve service operations efficiency.

Operational Efficiencies Beyond Repairs: A reported 83% of healthcare providers claim they do not have automated visibility into

their fleet-wide utilization. Beyond failure prevention, remote monitoring improves operational efficiency:

• Systemwide Performance Optimization: Provides a comprehensive view of imaging equipment across multiple locations, allowing hospitals to benchmark performance, streamline maintenance processes and ensure consistent service quality.

• Smart Maintenance Scheduling: By analyzing usage patterns, hospitals can strategically plan preventive maintenance during off-peak hours, minimizing disruptions to patient care.

• Better Resource Utilization: Monitoring data helps identify underperforming or underutilized assets, ensuring imaging systems are used effectively.

NAVIGATING THE GAPS

While remote monitoring offers significant advantages, it has limitations that necessitate onsite expertise.

• Insights Alone Aren’t Enough: While remote monitoring delivers real-time data and predictive insights, its value depends on skilled engineers to interpret the information and act. Without expert analysis and intervention, data alone cannot prevent failures or optimize equipment performance.

• Mechanical Failures Require Onsite Expertise: While remote solutions shine at diagnostics, onsite engineers remain essential for resolving mechanical issues, calibrations, or physical repairs, ensuring full functionality is restored.

• Cybersecurity Concerns: While remote monitoring systems can introduce potential entry points for unauthorized access, our approach prioritizes cybersecurity through strong encryption, multi-factor authentication and strict access controls. These measures, combined with regular system audits, allow us to identify and address potential vulnerabilities.

BEST OF BOTH WORLDS

Integrating Remote Monitoring with Onsite Expertise

Remote monitoring is not a singular fix for imaging equipment downtime. While technology enhances how we work, it’s the insight, adaptability, and expertise of our people that ensure exceptional outcomes. By combining cutting-edge platforms with the insight and care of the service teams, we deliver solutions that go beyond expectations – driving reliability, efficiency, and better patient care.

We’re expanding our remote monitoring system’s functionality with planned CMMS integration. This will allow remote diagnostics to detect errors or failures, generate a work order, and assign it to the appropriate engineer based

on service delivery plans, streamlining service coordination and improving response efficiency.

Remote Monitoring as an Amplifier: Remote monitoring enhances onsite engineers’ efficiency by providing actionable insights before they arrive. For example, realtime diagnostics might detect a failing power cord allowing an engineer to prepare for a targeted repair bringing the correct replacement part and reduce repair time.

We’ve used remote access to detect tube failures in CT scanners and CATH labs – repairs that typically take around eight hours. By identifying a failing tube early, we can replace it outside of business hours, ensuring imaging services remain uninterrupted.

Tailored Resource Allocation: Hospitals can use remote monitoring to triage repairs, prioritizing onsite interventions based on issue severity. This approach ensures engineers focus their efforts where they are most needed, reducing downtime and improving operational efficiency.

Collaborative Problem-Solving: Technology and human expertise must work together. Big data, AI and human expertise each play a distinct yet complementary role in imaging equipment management. Big data serves as the vast pool of collected information, while AI and machine learning analyze patterns and predict potential failures. However, AI alone does not solve problems – it provides insights that require expert interpretation and action.

By identifying subtle performance differences, AI-driven tools allow targeted interventions before failures occur, reducing downtime and improving efficiency. Yet, engineers remain essential for interpreting AI-generated insights, implementing repairs and ensuring imaging systems function at peak performance. The synergy between analytics and hands-on service is key to creating a proactive maintenance strategy that enhances equipment reliability and patient care. Together, they create a comprehensive strategy for imaging equipment reliability.

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As healthcare technology continues to evolve, maintaining the critical systems that support it demands adaptability and forward-thinking solutions. I’d love to hear how you are using remote monitoring or AI in your daily operations. To discuss how we’re integrating data-driven insights with hands-on service – or to share your perspective on the role of AI and machine learning in the industry – email me at Eric. Massey@intelashealth.com. •

— Eric Massey is a regional director of Operations, Field Service for Intelas. To learn more about joining the Intelas team, contact Eric at Eric.Massey@intelashealth.com.

PREVENTATIVE MAINTENANCE – TO DO OR NOT TO DO?

BY JIM RICKNER

In my day-to-day duties, I often get asked, do ultrasound systems need routine preventative maintenance? While this seems like a simple question, it is often complicated by language used by OEMs in their service manuals.

There are several manufacturers that state “no PMs are required” and then list several items that must be done before each use, daily, weekly, monthly, semi-annually and annually. This places the burden of many of these tasks squarely on the daily users and not skilled technicians of ultrasound equipment. So, how do I answer the question of whether a PM is required? Let’s take a few minutes to discuss why PMs should still be performed on your ultrasound equipment.

Let’s begin with identifying the different protocols used to evaluate ultrasound systems. The three categories are preventative maintenance (PM), quality control (QC) and quality assurance (QA). Preventative maintenance is a protocol used to identify and resolve problems with the ultrasound system prior to a malfunction. Quality control consists of a series of tests on system and probes that ensure they are meeting manufacturing specifications. And finally, quality assurance protocols rely on several tests to determine if the system and probes are working correctly for clinical efficacy.

While some OEMs state preventative maintenance is not necessary, they give the users many tasks required to keep the system operating at peak performance. Despite this, there are many items that are not checked if

a skilled ultrasound technician is not involved. Items such as a routine backup are not mentioned. Backups ensure that any changes made by the staff are saved and can be restored if a failure occurs. Electrical safety is talked about, but the user does not have the necessary equipment and in most cases the knowledge to perform such tests. During a preventative maintenance session, the card cage and computer are opened and thoroughly cleaned to prevent heat buildup from excessive dust. Power cords and system cabling are checked for damage. Correct operation of brakes and steering are tested during a PM. These items are all checked by a field service or clinical engineer during semi-annual or annual PMs.

QC specifically tests the system and probes to manufacturer’s specifications. QC tests share many of the tests needed to complete a preventative maintenance or quality assurance inspection, but they only hold themselves to the manufacturer standards. As an example, electrical safety on probes is accomplished during a PM but must meet manufacturer standards during a QC.

QA testing states that it is in the best interests of every ultrasound user to routinely monitor equipment performance. The frequency of QA evaluations should be based on the user’s specific needs and clinical practice. For example, some OEMs state that “it is recommended that the user perform quality assurance tests at least every three months or every 400 patient studies.” OEMs also recommend tests after a service call, a software upgrade or dropping a probe. Recommended tests include lateral and axial measurement accuracy, lateral and axial resolution, functional and contrast resolution, penetration, gray scale photography and measurement accuracy. This is considered a user responsibility. While most users are very capable of performing these tests, hardly any have access to a required tissue mimicking phantom.

There are also additional accreditations that facilities may participate in. These accreditations include the American College of Radiology (ACR) accreditation, the Intersocietal Accreditation Commission (IAC), the American Association of Physicists in Medicine, among others. Each accreditation program will detail its requirements to remain compliant. These may require semi-annual or annual PMs as part of the accreditation program. Knowing which departments in your hospital are accredited will help you determine the need for PMs. The ultimate goal of evaluating system performance as a service professional is to make it safe for the users, the patients and have it operate as designed. PMs improve the reliability and uptime of each ultrasound system, assures safety of users and patients and obtains objective evidence of proper system and transducer performance. Without these programs in place, diagnostic efficacy is at risk. Some examples follow: A study done at a hospital group in the U.S. found over 20% of probes in use had clinically significant problems. A case study in Sweden found 250 of 704 probes (40%) were defective. Another case study in Sweden found a probe with over 10 dead elements which resulted in the missed diagnosis of a 12-year-old girl with ductus arteriosus. At facilities with no ultrasound QA program, greater than 20% of probes have a defect that is negatively affecting efficacy and/or safety. When looking at this information, it is evident that having a PM program in place for each ultrasound system will reduce downtime while ensuring patient and user safety. It will also provide records that contain objective evidence of proper system and probe performance. This is a win for the hospital and patients. •

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– Jim Rickner is the director of service and training for Advanced Ultrasound Systems, an ISO 13485:2016 company.

‘DON’T PANIC’: OPERATIONAL WISDOM FROM AN UNLIKELY SOURCE

DIRECTOR’S

CUT

BY NICOLE DHANRAJ

If you’ve spent any amount of time leading in radiology, you know the job is less about having all the answers and more about navigating nonstop unpredictability. Imaging volumes swing. Staffing is tight. Systems go down. Patients walk in late, confused, or not at all.

What your team watches most isn’t what you fix – it’s how you respond when the day doesn’t go as planned. That’s where real operational leadership starts.

And it starts with one mantra: Don’t Panic.

Popularized by “The Hitchhiker’s Guide to the Galaxy,” this phrase may sound lighthearted. But in the context of healthcare operations, it’s a leadership discipline.

STAYING

CALM ISN’T A TRAIT. IT’S A TAUGHT BEHAVIOR

In healthcare, we often elevate operational leaders based on efficiency, clinical expertise, or problem-solving skills. But emotional presence? That’s rarely on the job description – yet it’s what makes or breaks a team during disruption.

When the day unravels, people don’t just need a plan. They need to know whether they’re in safe hands. Are you rushed, reactive, short with your words? Or are you observant, steady, and calmly prioritizing?

“Don’t panic” is not passive. It’s active self-regulation. When leaders model stability – even when the solution isn’t obvious –they anchor their team. Teams don’t absorb policies. They absorb tone.

Staying calm doesn’t mean minimizing urgency. It means tuning into the signal, not the noise. It means responding without escalating. The most effective leaders reduce emotional friction. They breathe slower. They ask better questions. They prioritize visibly.

WHEN METRICS REPLACE MEANING

In “The Hitchhiker’s Guide,” a supercomputer calculates the answer to the ultimate question of life, the universe, and everything: 42. The problem? Nobody remembers the question.

That’s not far off from how we sometimes treat data. In radiology, we are inundated with KPIs: turnaround times, daily volumes, error rates, wait times. A directive comes from above, and we implement it – without asking whether the question that triggered it was sound.

Being answer-oriented instead of problem-oriented is an easy trap. A CT turnaround time increases by 12 minutes. The instinct? “Add another tech.” But was it case complexity? Transport delay? Radiologist workflow?

True leadership involves pausing and reframing. Not rushing to answers. Not reacting to metrics in isolation. These metrics are important – but they aren’t the story. They’re signals, not solutions.

We must ask:

• What is this metric actually measuring?

• What are the root causes driving it?

• What unintended behaviors might it be encouraging?

Too many leaders react to numbers before understanding the question behind them. “Don’t panic” means slowing down long enough to investigate meaning before mandating change.

BUREAUCRACY AND BURNOUT: YOU ARE THE HUMAN BUFFER

One of the satirical elements in Adams’ book is that Earth is destroyed not out of malice – but as a casualty of interstellar bureaucracy. The paperwork was filed. No one objected. It proceeded.

There’s a quiet warning in that. Because when radiology departments run purely on policy, spreadsheets, or topdown targets, they lose their human edge – and eventually, their people.

As a leader, you exist between the system and your staff. And your influence is often felt in how you translate one to the other. Can you protect techs from punitive scheduling decisions? Can you challenge a metric that’s out of sync with clinical realities? Can you explain a policy in a way that preserves dignity?

The leader who filters pressure through a lens of empathy becomes the difference between a team that burns out and a team that adapts.

START WITH POISE, END WITH PATTERN

Crisis management is a given in radiology. But your job is not to live in constant fire drills. Your job is to see patterns.

Are emergent orders clustering at specific times?

Are certain workflows failing repeatedly under volume pressure?

Is a single modality or process creating systemic drag?

“Don’t panic” opens the door to clarity. It gives you the pause you need to lead beyond the moment – and gives your team the space to examine cause, not just manage symptoms.

HUMOR ISN’T OPTIONAL – IT’S LEADERSHIP GLUE

One of the most powerful tools in “The Hitchhiker’s Guide” isn’t the spaceship. It’s the ability to laugh in the face of the absurd.

Radiology isn’t just technical – it’s bizarre. Patients show up without orders. The printer jams during a site visit. The scanner is working … until the radiologist sits down to read.

If you want to build a resilient team, give them permission to laugh. Not at the work, but at the weirdness of the work.

A team that can smile in hard moments is a team that trusts each other. That trust translates into safety – and safety is what drives sustainable performance.

Leaders who are too serious all the time burn out themselves – and everyone around them. Humor is oxygen. Share it generously.

LEADERSHIP CULTURE IS WHAT YOU TOLERATE, MODEL & CELEBRATE

Your daily habits – the way you walk the floor, how you respond to mistakes, how often you ask questions instead of give orders – become the unspoken curriculum for your team.

When you stay calm under pressure, others learn to trust their own response.

When you elevate good questions over fast fixes, others start thinking more critically.

When you prioritize people over policy, others feel safe to lead with integrity.

This is legacy work. Not flashy. Often invisible. But it’s the difference between a radiology department that functions … and one that flourishes.

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CALM IS STRATEGIC POSITIONING

We reward fast thinking in radiology operations, and often that’s necessary. But great leadership – especially in moments that feel unmanageable – isn’t about speed. It’s about discernment. When to act. When to step back. When to ask more questions. When to simply pause.

You won’t always have the right answer. But if you bring calm to the storm, curiosity to complexity, and humanity to the system, your team will trust you through anything.

And that’s when real operational leadership begins. Calm isn’t just emotional discipline. It’s strategic positioning. It builds trust, reduces noise, and makes space for real problem-solving.

“Don’t Panic” isn’t a slogan. It’s a challenge. A daily invitation to lead deliberately in a world that doesn’t stop moving. •

HOW ML CAN TRANSFORM MRI OPERATIONS

PACS/IT/AI

BY MARK WATTS

Note: this submission was inspired by Eric Siegel’s Practical ML Thinking.

Across the healthcare industry, MRI units often represent some of the most underleveraged and expensive assets on the balance sheet. While demand for diagnostic imaging grows, many health systems still operate with fragmented scheduling, underutilized scanners, and reactive operational strategies. This isn’t a technology gap – it’s a business optimization gap.

Machine learning (ML), when applied thoughtfully, can transform MRI operations by turning predictive insights into prescriptive actions. This article outlines a business plan for a health system managing 30 fixed MRI units across 14 sites, showcasing how ML can unlock operational, financial and clinical value through better utilization.

STEP 1: DEFINE THE BUSINESS PROBLEM

The MRI department faces three primary challenges:

• Uneven Utilization: Some MRI units run at near capacity while others operate far below optimal thresholds.

• Inefficient Scheduling: Static scheduling templates fail to account for realworld demand fluctuations, leading to bottlenecks at some sites and idle time at others.

• Operational Blind Spots: Lack of predictive insights prevents proactive decision-making around staffing, resource allocation, and patient routing. The net result: lost revenue, extended patient wait times, and missed opportunities to maximize existing assets.

STEP 2: SET CLEAR BUSINESS OBJECTIVES

Any ML initiative must tie directly to measurable business goals. For MRI operations, these are clear and impactful:

Objective: Target

• Increase MRI Utilization: +10-20%

• Increase Revenue: +$3M to $6M annually

• Reduce Patient Wait Times: -20%

• Improve Operational Efficiency: +10% throughput per FTE

• Enhance Access & Satisfaction: -15% faster referral-to-scan

STEP

3: DESIGN THE ML-DRIVEN SOLUTION

What will machine learning do? ML models can process historical operational data (scheduling, throughput, no-shows, cancellations, referral patterns) alongside external signals (seasonality, population health trends) to deliver actionable insights.

Core ML Capabilities:

• Predictive Demand Forecasting: Anticipate when and where MRI demand will surge or dip across the 14 sites.

• Dynamic Scheduling Optimization: Adjust templates based on exam complexity, noshow risk, and site performance.

• Resource Alignment: Optimize technologist and scanner schedules to match forecasted demand.

• No-Show Risk Modeling: Identify high-risk appointments and pre-emptively overbook or backfill.

• Network Load Balancing: Proactively shift patient volume between sites to optimize capacity utilization.

STEP 4: FINANCIAL IMPACT ANALYSIS

Baseline (current state):

• 120,000 MRI scans per year

• $108 million in revenue

• Estimated $10+ million annual leakage from underutilization

Projected (year 1 post-ML deployment):

• +12,000 incremental scans

• $10.8+ million in additional revenue

• $1+ million in operational efficiency gains

• Total ROI: $11.8 million in year one, with scalable benefits thereafter.

STEP 5: IMPLEMENTATION ROADMAP

A meaningful ML deployment requires deliberate phases:

Phase/Timeline/Activities

• Discovery/0-3 months/Data alignment, stakeholder engagement

• Pilot/4-9 months/Deploy at 3-5 sites, validate models

• Full Scale/10-18 months/Expand to all 14 sites, monitor KPIs

• Optimization/18-24 months/Continuous model refinement and adaptation

STEP 6: ADDRESSING RISKS

No ML deployment is risk-free, but proactive planning minimizes barriers:

Risk/Mitigation

• Data Quality, Gaps/Early investment in cleansing, validation

• Organizational Resistance/Strong change management & communication

• Integration Complexity/Phased IT engagement, robust architecture

• Model Performance Variability/Iterative tuning through pilots

STEP 7: WHY THIS MATTERS NOW

Healthcare organizations can’t afford to operate expensive imaging assets below potential. Patient expectations around access and turnaround are rising. Referring physicians expect predictability and speed. Financial pressures demand smarter use of capital investments.

Machine learning is no longer theoretical in healthcare operations – it’s practical, proven and overdue.

By deploying ML in this MRI department, we position ourselves as a leader in operational excellence, patient access and financial stewardship – all without additional capital spend on new hardware.

FINAL RECOMMENDATION TO LEADERSHIP

Fund a Discovery & Pilot Phase ($750K investment) to unlock network-wide MRI optimization, delivering ROI within 12 months of full deployment.

This isn’t about AI for AI’s sake – it’s about aligning technology to solve real operational problems with real business outcomes.

CLOSING THOUGHT

Machine learning is only valuable when tied to action. Eric Siegel often says, “The value of machine learning is not in the model, it’s in the decisions it informs.” In MRI operations, those decisions affect real people – patients waiting for diagnoses, clinicians depending on timely imaging, and organizations trying to balance quality care with sustainable economics.

A thoughtful, structured plan turns machine learning from a buzzword into better healthcare. •

— Mark Watts is an experienced imaging professional who founded an AI company called Zenlike.ai.

THREE DAYS OF BEREAVEMENT LEAVE ISN’T ENOUGH

BY NICOLE DHANRAJ

Let’s talk about something that doesn’t get enough attention in leadership meetings but shows up often – and painfully – in real life: grief.

In our field, we’re no strangers to death. We see loss through clinical lenses every day. But when death comes for one of our own – when a tech loses a parent, a nurse loses a sibling, or a scheduler buries a grandparent – suddenly the system we’ve built for handling grief becomes painfully inadequate.

Most of us have worked in hospitals or departments where the bereavement leave policy reads “three days.” It’s standardized, predictable, and – on paper – generous compared to workplaces that offer none. But here’s the truth no one says out loud: three days is enough only if you grieve like an American.

And not just any American – but one whose grief is quiet, individual, and compartmentalized. For many of our colleagues from other cultures – especially those in African, Asian, Middle Eastern, Latin American, or Caribbean communities – grief doesn’t come and go in three days. It’s not

private. It’s communal, sacred, and filled with responsibilities that are emotional, spiritual, and logistical.

A WINDOW INTO CULTURAL MOURNING

I’ll share a personal example. In Trinidad, where I have family roots, mourning isn’t a weekend affair. It starts the day someone dies, with a wake that gathers the community – songs, prayers, scripture, and shared silence. For Trinidad Hindu families, this begins a structured two-week period filled with spiritual and ritual responsibilities.

During those two weeks, families often read the Ramayan nightly, prepare food for small gatherings, and follow strict abstinence. No festive clothing. No meat. No chunkaying – no tempering food with hot oil and spices – in the house of mourning. That’s why you’ll see crix crackers, sandwiches, or aloo pies brought from outside. These aren’t just snack choices –they’re part of the grieving code.

And then comes the bhandaaraa – a final ceremony typically held on the thirteenth day after the funeral. It includes sacred shraadha and gita pujas. A special meal is prepared, first offered to the ancestors, and only then served

to family and guests. And for male relatives – especially the eldest son – there’s the shaving ceremony, a deeply symbolic rite of purification and closure. Skipping it isn’t an option. Rushing through it can feel like a spiritual failure.

Now imagine trying to fit all of that into a 72-hour window before reporting back to a busy imaging department.

And that’s just one example. I’ve worked alongside team members who flew to Nigeria for a 10-day funeral, not counting travel. I’ve supported staff from Mexico navigating daily Catholic novenas. I’ve seen Indian colleagues carry out 13-day mourning rituals, returning to work emotionally raw, spiritually incomplete, and completely unsupported.

Across cultures, mourning carries depth – and time – that a standard leave policy simply doesn’t allow.

UNSPOKEN COST OF INFLEXIBLE POLICIES

So, what happens when someone’s grief doesn’t fit into three days?

They cobble together vacation time. They dip into sick leave. They take unpaid time. They lie and say they’re ill. Or worse – they show up to work, numb, distracted, and afraid of being labeled unreliable. And slowly, quietly, they begin to believe that their culture is an inconvenience. That their grief is excessive. That honoring their traditions is asking for too much.

That’s the part that stings the most.

Because if we say we care about creating a workplace where everyone feels they belong, then those values have to show up when our team members are at their most vulnerable. Fostering an inclusive environment isn’t just about celebrating holidays or hiring quotas. It’s about how we respond when people are hurting – when they’re broken and still trying to show up for their job.

WHAT ABOUT OPERATIONS?

This is the practical question every leader thinks about: “What happens to the work if someone is out longer than three days?”

It’s a fair concern – but it’s also one we already know how to solve. People take parental leave. They go out for surgery. They’re called for jury duty. They get COVID. We’ve learned to flex. We can do the same for grief.

Here’s how business continues – and even thrives – when we make space for culturally appropriate mourning:

1. Cross-Training and Coverage Planning

If your department only functions when everyone is present 100% of the time, that’s a systems problem, not a people problem. Cross-train your staff so others can step in during absences. Use “coverage buddies” or float roles. Build operational resilience – not just clinical output.

2. PRN and Float Pool Support

Most radiology departments have per diem or PRN staff. Use them. If you know someone’s going to be out for a longer mourning period, schedule extra support proactively – just like you would for a planned surgery or vacation.

3. Light-Duty or Remote Work Options

Some team members – especially in admin, scheduling, or education – can contribute remotely in the later stages of mourning. Let them ease back in without rushing back into the full emotional load of the clinical or operational floor.

4. Normalize Team-Based Workflows

Radiology already functions as a team. When someone is out, the team adapts. Yes, there may be temporary strain. But when people know they’ll be supported when it’s their turn to grieve, they’re more likely to step up for others when it counts.

5. Lead a Culture of Compassionate Resilience

Let’s move away from the fear of “setting a bad precedent” and toward building a department that expects life to happen – and is ready for it. The message we should be sending is: “We’re built for real life. We’ve got you. Take the time you need.”

WHAT WE CAN DO AS LEADERS

You don’t need to overhaul HR policy tomorrow. You can start by asking a few honest questions.

• Would this be enough for me if I had to bury my mother in another country?

• Would it be enough if I were the one responsible for hosting a 10-day ritual?

• Would I want someone to understand what this loss requires of me?

Start there. Ask your team what mourning looks like in their culture. Create room for different answers. If someone needs a few extra days, and the coverage is possible, say yes. Let them blend bereavement with PTO. Consider remote options when appropriate. These aren’t administrative headaches – they’re leadership opportunities.

And if you’re in a position to advocate for real change? Push for policies that acknowledge the full spectrum of grief. Suggest flexible tiers for bereavement leave – 5 days, 7 days, up to 10 days in special cases. Build in discretion for managers. Include cultural mourning in your leadership training modules.

HONORING THE LIVING BY HONORING THE DEAD

Ultimately, this isn’t just about time off. It’s about honor.

In many cultures, mourning isn’t just emotional – it’s spiritual. It’s how we say goodbye. It’s how we show respect. And skipping these rituals doesn’t just feel wrong – it feels like failing the people who raised us, loved us, and shaped us.

Let’s not make our employees choose between doing right by their family and doing right by their employer. That’s a choice no one should have to make.

As radiology leaders, we set the tone. We shape the culture. We don’t just manage schedules – we manage the emotional ecosystems of our departments. When we make space for grief, when we support mourning in all its cultural forms, we don’t just build equity – we build trust. Loyalty. Humanity.

Let’s be the kind of leaders who see grief not as a policy violation, but as a sacred moment to say: “You belong here. We see you. We’ll hold space while you hold your loss.” •

In December 2025, we will announce the eight imaging directors or managers selected by our ICE audience for their outstanding contributions.

Do you know someone who exemplifies great leadership in imaging healthcare? Nominate a colleague—or yourself—to be recognized for their excellence!

Scan the QR code to cast your vote.

THE TRUTH ABOUT GAINING EXPERIENCE

EMOTIONAL INTELLIGENCE

BY DANIEL BOBINSKI

The more genuine experience you accumulate, the better you become at spotting and removing barriers to forward progress. Unfortunately, the concept of gaining experience can be misunderstood. It isn’t as straightforward as simply observing or being involved in something.

True experience must be deliberately built and constructed. And, the more authentic experience we develop, the more skilled we can become at clearing the path to success.

THE REAL MEANING OF EXPERIENCE

Understanding how the word “experience” originated helps us clarify this important distinction. Let’s break down the word experience into its component parts to help us understand its deeper meaning:

ex - “out of” or “from” perior – (a Latin root) “test” or “try” or “prove” ence - “action” or “condition” or “quality”

Etymologically speaking, “experience” means successfully navigating through a challenging situation. Therefore, when we say someone has experience, we’re acknowledging they’ve accumulated wisdom by facing and, most crucially, working through risky or difficult circumstances.

I’m not suggesting people should take up extreme sports or death-defying activities, but without stepping outside our comfort zones and being tested in realworld ways, it becomes nearly impossible to gain meaningful experience and the wisdom that follows.

This leads to another point. A true expert, regardless of academic credentials, is someone who has gained substantial real-world experience. Too often, people

earn the “expert” label simply for acquiring theoretical knowledge, but in actuality, the word refers to someone with the genuine, hands-on experience of navigating challenging situations.

HOW TO ACTUALLY GAIN EXPERIENCE

How does someone actually gain experience? The straightforward answer is that we must willingly expose ourselves to challenging situations, learn from the mistakes that inevitably occur, and grow through them. Then, with the wisdom gained from these experiences, we develop better skills for recognizing obstacles and handling them in smart, proactive ways.

There’s an old saying I particularly appreciate, not just for its humor, but for the substantial truth it contains:

Good decisions come from experience.

Experience comes from bad decisions.

Obviously, poor decision-making isn’t a requirement for gaining experience, but this saying does a good job of pointing out that we don’t always make stellar choices when dealing with unfamiliar territory. As we face new challenges, we will often stumble along the way (exercise poor judgment). However, if we’re paying attention and seeking to learn, we’ll gain valuable insights from those missteps and consequently develop the ability to make better decisions.

Think about learning to drive a car. Most new drivers make small mistakes, such as taking corners too fast, braking too hard, or misjudging parking spaces. But by learning from these little mistakes we gain valuable lessons about vehicle control and road awareness that no classroom instruction could provide.

We can also learn from making large mistakes. Consider, a senior software developer at a major tech company. During the rollout of a major product launch, she made a significant error that crashed the system for several hours, costing the company substantial revenue and damaging client relationships. Mortified by her mistake, she could barely face coming to work the following week.

A few days later, she received a meeting request from the CEO. Expecting the worst, she nervously went to his office. However, instead of discussing her termination, the CEO began outlining an ambitious new initiative that could revolutionize their market position. Then he surprised her by saying, “I want you to lead this project.”

Confused, she responded, “I think there might be some misunderstanding. I’m the one who caused that massive system failure last week that hurt our client relationships and cost us significant revenue. Didn’t you call me here to let me go?”

The CEO smiled and replied, “Let you go? Why would I do that? I just invested a substantial amount of money in your education!”

In this scenario, the CEO understood that the experience gained from that costly mistake would make her exceptionally qualified to anticipate problems and prevent

similar issues from derailing future projects.

RECOGNIZING REAL EXPERIENCE IN OTHERS

Anyone serving in management or leadership positions should also develop sound judgment about those who have genuinely gained experience versus those who haven’t. This ability typically develops as we accumulate our own experience.

It’s valuable for managers and leaders to learn how to identify who possesses genuine experience. Just because an employee is dedicated and hardworking doesn’t mean they’ve automatically learned to navigate complex challenges. Experience must be actively gained and learning must be deliberately constructed. Some people can encounter difficult situations repeatedly without extracting meaningful lessons from them.

To identify someone with genuine experience, pay attention to their language patterns. Do they speak like a victim of circumstances, complaining about what’s not working without offering any ideas for how to make things better? Or are they more proactive, discussing how to make things better, such as lessons people can learn or improvements that can be made?

If you find that people are talking about specific improvements that can be made, listen to determine if they maintain that problem-solving drive. Sometimes people start by acknowledging an opportunity for growth, but then shift their focus and dwell on reasons to avoid challenges. What you see and what you hear will reveal whether you’re dealing with someone who is developing true experience.

BUILDING EXPERIENCE DELIBERATIVELY

With this understanding, I hope you can appreciate why it’s crucial that each of us actively learn from difficult situations. If we regularly avoid learning from challenging circumstances, we forfeit opportunities to grow. This leaves us poorly equipped to identify and eliminate barriers to success.

This doesn’t mean we should actively seek out problems, but when difficulties inevitably arise, we gain genuine experience by facing those challenges head-on and working diligently through them to resolution and make improvements.

Bottom line, the most successful people understand that experience isn’t something that happens to them. It’s something we deliberately build by leaning into challenges, learning from our missteps, and using those lessons to create sharper instincts so we can make wiser decisions in the future. •

- Daniel Bobinski, is the author of the best-selling book “Creating Passion-Driven Teams” and the owner of Workplace Excellence. Also a certified behavioral analyst, Daniel consults and conducts training on workplace effectiveness and leadership development. He can be reached at danielbobinski@protonmail.com or eqfactor.net.

MEDICINE FOR THE SOUL

Surgeon Shares Dietary Secrets for

a

Healthier Heart and Better Circulation

BY DR. JOHN CHUBACK

In an educational piece published by Dr. John Chuback, board-certified surgeon and founder of VitasupportMD, readers are reminded that one of the most accessible and powerful ways to support cardiovascular and circulatory health starts in the kitchen. His article, “How Diet Impacts Your Circulatory System,” provides timely, science-based insights into how everyday food choices can positively affect blood vessel function, heart health and overall vascular wellness.

“The circulatory system is the body’s transportation superhighway,” says Chuback. “And just like a wellmaintained road system needs quality materials and proper upkeep, our veins, arteries, and heart need nutrient-rich fuel to function optimally.”

Chuback explains the critical role of the circulatory system – moving oxygen, nutrients, hormones, and waste throughout the body – and how the health of arteries, veins and capillaries is intricately tied to diet. While factors such as age, genetics, and activity level also play roles, Chuback emphasizes that nutrition is one of the few modifiable factors people can control daily.

NUTRIENTS THAT SUPPORT HEALTHY CIRCULATION

Drawing from decades of research and clinical observation, Chuback highlights key nutrients that contribute to healthy blood flow and vessel function:

• Omega-3 fatty acids (from fish, flaxseeds, walnuts) to support blood vessel flexibility and lipid balance

• Fiber (from whole grains, legumes, fruits, vegetables) to promote cholesterol health

• Antioxidants (from berries, green tea, leafy greens) to reduce oxidative stress

• Magnesium and potassium (from bananas, spinach, avocados) to help regulate blood pressure

• Natural nitrates (from beets, arugula, celery) to support blood vessel relaxation and nitric oxide production

Instead of focusing on isolated supplements or “superfoods,” Chuback encourages incorporating a range of nutrient-dense whole foods such as:

• Leafy greens like kale and spinach

• Colorful berries rich in flavonoids

• Fatty fish including salmon and sardines

• Whole grains, legumes, nuts and seeds

• Citrus fruits, which support vessel structure with vitamin C

• Even moderate intake of dark chocolate with high cocoa content may provide beneficial flavanols for endothelial function – the inner lining of blood vessels.

LIFESTYLE STILL MATTERS

While diet is foundational, Chuback reinforces that a holistic lifestyle approach – including regular movement, hydration, stress reduction, sleep, and avoiding tobacco – amplifies the benefits of circulatory-supportive nutrition.

“Diet doesn’t work in isolation,” Chuback notes. “But it’s an essential building block for those looking to support their vascular system and long-term wellness.”

Chuback concludes with actionable advice:

• Build balanced meals with vegetables, lean protein and whole grains

• Prep ingredients in advance to support consistency

• Flavor with herbs, spices and citrus to reduce salt

• Snack on nuts, fruit or veggies with hummus instead of processed alternatives •

– Dr. John Chuback is a board-certified cardiovascular surgeon and the founder of Chuback Vein Center. He is an accomplished author, speaker and educator dedicated to advancing the field of venous disease. He is also the founder and owner of VitasupportMD, a nutraceutical company specializing in dietary supplements that support healthy circulation.

“

While diet is foundational, Chuback reinforces that a holistic lifestyle approach – including regular movement, hydration, stress reduction, sleep, and avoiding tobacco –amplifies the benefits of circulatory-supportive nutrition.

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ICE Break

1 Science relating to bodily structure

5 Act which aims to protect the privacy and security of sensitive health information, abbr.

8 Type of compression bandage

10 _____ imaging: biomedical research discipline enabling visualization of cells

13 Critically important gas for the human body

14 Scoring system used to assess the healing of tibial shaft fractures after treatment, abbr.

15 Medical facility for urgent cases, abbr.

16 Computer department, abbr.

17 Blood group system

19 Carriers in hospitals

23 What ultrasound produces

25 Crosses (out)

28 Understanding and compassion

“A great person attracts great people and knows how to hold them together.”

– Johann Wolfgang Von Goethe

30 Medical ointment used for healing or relieving wounds or sores

32 “Shine a Little Love” rock group, abbr.

33 Technique combining imaging and therapy

36 Raises

37 Abbreviation for route

38 Collection of blood formed when small blood vessels are damaged, causing bleeding into the tissues

1 Organization that provides specialist training in the use of MRIs, abbr.

2 Troubles

3 Prefix meaning tumor, mass or cancer

4 Prestigious Ivy League university

5 Lady referred to

6 Medical term for throat

7 Essential certification for a career in radiology, abbr.

9 Wheeled carrier with many uses in hospitals

11 Not operational

12 Arrival time guess, abbr.

18 Life summary

20 Computer memory

21 Finish

22 Valuable item or quality

24 Beam of light

26 Guide another with advice and on the job training

27 Indonesian island

29 Train

30 Establish an amount or value, 2 words

31 Stand-in doctor

34 Unit of electrical resistance

35 Relaxation center promoting good health

Step into the spotlight at AHRA’s 2025 Annual Meeting and take your leadership skills to the next level. This isn’t just a conference — it’s an all-encompassing experience designed to give you the tools, strategies, and connections you need to thrive in the ever-evolving medical imaging field.

1. AHRA President Mario Pistilli thanks ICE Senior Account Manager Megan Cabot for hosting Drinks on ICE.

2. MarketLab representatives share information with attendees.

3. Drinks on ICE, proudly sponsored by IAC, added to the exciting first day of AHRA 2025 as imaging colleagues from throughout the world networked in a relaxed atmosphere.

4. AHRA Executive Director Jason Newmark welcomes exhibitors to

the Annual Meeting and offers a champagne toast before opening the Gathering Place doors.

5. Clearpath’s Kamil Rahme thanks IAC’s Maria Costello, left, and Nancy Davis for sponsoring the Drinks on ICE party.

6. AHRA President Mario Pistilli welcomes everyone to the first keynote session.

7. AHRA Education Foundation Chair Tom Wall graciously poses for a photo with ICE Magazine Editor

John Wallace during the AHRA 2025 Closing Party: Las Vegas Golden Glam!

8. The 2025 Jim Conway Gold Award is presented to Brenda DeBastiani by 2024 winner Chris Tomlinson.

9. Attendees were treated to delicious food in the Gathering Place each day of the Annual Meeting.

10. ICE Magazine representatives Emily Hise, Megan Cabot and John Wallace enjoyed an amazing AHRA 2025 Annual Meeting.

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