Learn more about Patrick Nelli

Author Bio

Patrick Nelli

Patrick Nelli joined Health Catalyst in 2013. At Health Catalyst, Patrick helped build the company’s internal business operations group, including the analytics infrastructure and processes. He also helped build Health Catalyst’s CAFÉ Product Line, which aims to be a national repository of healthcare data from Health Catalyst customers’ EDWs and third-party data sources that enables benchmarking and uniquely powerful machine learning algorithms to help health systems efficiently prioritize areas for improvement. Prior to coming to Health Catalyst, Patrick was in the healthcare group at GTCR, a Chicago-based private equity firm, and in the healthcare group at McColl Partners, a boutique investment bank. He has a degree in Physics with a Concentration in Biophysics and Biochemistry from Wake Forest University.

Read articles by Patrick Nelli


Patrick Nelli

The Four Balancing Acts Involved with Healthcare Data Security Frameworks

There’s a lot at stake for healthcare organizations when it comes to securing data. A primary concern is to protect privacy and avoid costly breaches or leaks, but at the same time, data must be accessible if it’s to be used for actionable insights. This executive report introduces four balancing acts that organizations must maintain to build an ideal data security framework:

Data de-identification
Cloud environments
User access

This can be a tug-of-war between IT and security, two groups that often have divergent interests, however well-meaning they may be. Healthcare systems that build bridges between these interests and strike the crucial balance between data utilization and security can dial in on long-term goals, like better care at a lower cost and overall outcomes improvement.

Patrick Nelli

A Data-Driven Culture: Making Data a Part of Everyday Decision Making

Healthcare organizations are establishing data-driven improvement processes to improve the quality of care at a lower cost. Implementing an analytics infrastructure, clinical content, and deployment processes required to achieve success can be a challenge. Surprisingly, building the technology infrastructure is the relatively easy part. Ensuring clinicians are utilizing the data in every day decision making and creating a data-driven culture is more difficult. Senior leadership engagement is crucial, driving the organization to undergo a purposeful change, and making analytics and improvement everyone’s responsibility.