Ben Hilmes, CEO at Healthcare IT Leaders, a health IT consulting firm
Photo: Ben Hilmes
During the current great explosion of artificial intelligence in healthcare, there's a lot of talk about "human-in-the-loop," as a safeguard against the chance that unchecked AI error or hallucination could result in serious repercussions.
Ben Hilmes, CEO at consulting firm Healthcare IT Leaders, has a particular view on the concept of human-in-the-loop. He has more than three decades of experience in healthcare and technology, and before his current position, he served as senior vice president and chief integration officer at Adventist Health, where he oversaw IT, analytics and clinical informatics across the multistate health system.
The loop needs experienced leaders
Hilmes insists that it not just be a human-in-the-loop, but that experienced leaders must remain in the loop to steer AI initiatives responsibly and maintain trust.
"The distinction between having experienced health IT leaders in the loop, versus traditional human-in-the-loop approaches is fundamental to responsible AI deployment," he explained. "While human-in-the-loop typically describes a transactional safeguard – such as a person reviewing individual outputs for immediate correction – experienced health IT leaders serve a more strategic and comprehensive role.
"These experienced leaders bring a deep understanding of regulatory requirements and clinical contexts that extend far beyond simple output validation," he continued. "Their involvement ensures AI systems are designed and monitored with a holistic view of clinical quality, patient safety and organizational culture."
Ultimately, this leadership ensures technology is safe, strategic and trustworthy – allowing clinicians to focus on the moments that matter most, rather than being bogged down by technical friction, he added.
Establishing frameworks
"The goal for health IT leaders is not to micromanage individual AI decisions, but to shape how technology is governed and trusted at scale," he said. "This involves establishing frameworks that define appropriate use cases, setting clear accountability structures and creating feedback mechanisms that capture real-world clinical impact.
"These leaders recognize that AI does not operate in isolation – it exists within a complex ecosystem where people, processes and technology must work in harmony," he continued. "By maintaining this high-level loop, leaders ensure AI serves the system's goals without disrupting the essential workflows of care."
Building trust at scale is essential as healthcare organizations increasingly rely on AI for clinical decision support, operational optimization and patient engagement, Hilmes said.
"Many healthcare providers currently struggle with trust in AI systems, often not because the technology itself is flawed, but because governance and transparency have not kept pace with deployment," he noted. "Experienced health IT leaders bridge this gap by ensuring AI systems undergo rigorous clinical validation and clinicians understand both the capabilities and limitations of these tools.
"This leadership creates the foundation for sustainable AI adoption, one that delivers measurable value while protecting the human connection and clinical expertise that define moments that matter in quality healthcare," he added.
Embedded leaders guiding the way
Hilmes believes digital systems deliver the greatest value only when guided by embedded leaders who understand facility-specific needs.
"Digital systems achieve their full value only when guided by leaders deeply embedded in the organization's unique workflows and culture," he explained. "Healthcare delivery is inherently local and personal. It is shaped by specific patient demographics, community needs and clinician preferences, as well as expertise, legacy processes, regulatory environments and the physical constraints of a facility.
"A system that thrives in one environment may cause significant disruptions in another if it fails to account for these local realities," he continued. "Embedded leaders serve as essential translators between technological capabilities and organizational needs. They ensure that enterprise technologies are adapted to support frontline care, rather than forcing clinical teams to conform to rigid technology limitations."
Because they operate close to the front lines, these leaders possess intimate contextual knowledge, he added.
Leaders really know the terrain
"They understand the informal workarounds clinicians use, the historical reasons behind specific processes, and the cultural factors that drive or hinder technology adoption," Hilmes said. "This granular insight allows them to anticipate implementation hurdles and identify quick wins that build momentum.
"For instance, they know which physician champions can best influence their peers and which workflows are too brittle to change without significant support," he continued. "This level of understanding is unattainable for leaders removed from daily operations, yet it is exactly what is required to protect the defining moments in a fast-paced clinical setting."
As healthcare organizations face mounting financial and operational pressures, the role of the embedded leader becomes even more critical, he added.
"They ensure digital investments deliver tangible returns, not just in data points but in improved outcomes and enhanced staff satisfaction," he said. "Without this leadership, organizations risk deploying sophisticated technology that fails to reach its potential because it doesn't fit the reality of care delivery.
"By aligning technology with the specific needs of the facility, embedded leaders empower staff to focus on their patients, ensuring every digital transition supports the human connection at the heart of healthcare," he concluded.
Follow Bill's health IT coverage on LinkedIn: Bill Siwicki
Email him: bsiwicki@himss.org
Healthcare IT News is a HIMSS Media publication.
WATCH NOW: In 2026, AI capabilities will boost RPM, virtual care expert says
