New York Cancer & Blood Specialists

Pamela Todd

Imaging Technology Leader

Pamela Todd is a medical imaging leader with experience in MRI operations, technology adoption and workflow improvement. She focuses on strengthening imaging processes, supporting clinical teams and improving the patient experience through effective use of technology.

Improving Workflow through Better Information

Smarter imaging technology can improve how different departments communicate and work together. Imaging involves many people throughout the process, from scheduling and clerical teams to technologists, radiologists and referring providers. When information reaches the right people at the right time, workflows become more efficient and unnecessary delays are reduced.

MRI protocoling is one area where this is particularly important. MRI is a very body-specific modality, and there is not necessarily one standard protocol for every patient or clinical question. The protocol needs to reflect the patient's clinical indication and what the referring provider is trying to rule out. Performing the appropriate protocol is essential because it determines whether the radiologist receives the images necessary to properly evaluate the area of concern.

We have improved this process by documenting patient-specific protocol information and other relevant clinical details within the electronic medical record. This gives technologists and clinical teams access to important information before and during examinations and helps reduce communication gaps.

Electronic access to prior imaging has also made a significant difference. Comparison with prior studies is important in radiology, particularly when monitoring a patient's progress or evaluating critically ill patients. Previously, we often had to request a CD from another facility and wait for it to arrive. Electronic image sharing now allows radiologists to obtain prior studies much more quickly and compare them with current examinations, supporting better continuity of care.

For me, technology is not simply about making a process faster. It is about making information more accessible, improving communication, supporting clinical decision-making and giving the clinical team what it needs to provide the best possible care.

Balancing Technology with Patient Needs

One of the biggest challenges is finding the right balance between technology and the patient experience. We have started utilizing iPads for patient check-in, which can make the process more efficient and reduce administrative workload. However, not every patient is comfortable with technology. Many elderly patients may not be familiar with tablets or electronic check-in systems and may need additional assistance.

“Leadership means recognizing blind spots, listening to staff and making adjustments while understanding both technology and operations.”

Technology adoption also requires consideration of the workforce. People have different levels of comfort and experience with technology, and successful implementation requires training, communication and patience. We cannot assume that a technology that is easy for one person will be easy for everyone.

Staff still need to recognize when a patient needs help and step in. As imaging leaders, I think we have to look at the entire workflow, not just whether a technology works technically. The important questions are whether it works for patients and staff and whether it makes the overall process better.

Measuring Technology's Impact

I look at overall performance, quality, productivity, patient experience and safety when assessing new technology. Feedback from clinical and clerical staff is equally important because the people using a system every day often know whether it makes their work easier or creates additional steps.

A technology may improve one part of a workflow while making another department's work more difficult. That does not improve the overall process. Patient safety and image quality also have to remain priorities. In MRI, we cannot sacrifice image quality or appropriate clinical information for a few minutes of efficiency.

Automation, including AI, will become increasingly important in imaging. Repetitive tasks, including scheduling, patient communication, image processing, quality control and workflow management, can potentially be streamlined. AI may also support image reconstruction, workflow prioritization and quality control.

I see these technologies as tools that can reduce repetitive work, improve consistency and allow clinical teams to focus more of their time on patients. They do not replace the experience and clinical judgment of technologists and radiologists.

Leading the People behind Technology

My biggest piece of advice for professionals looking to grow in medical imaging leadership is to learn how to lead people, not just operations.

Imaging is a technology-driven field, with new equipment, software, protocols and workflows introduced constantly. None of those things will be successful if the people using them do not feel supported. Staff and technologists need to feel valued and properly trained when new technology is introduced.

I also believe strongly in making people feel heard. Technologists and staff working directly with patients often have valuable insight into what is and is not working. Their feedback can identify problems that may not be obvious from a leadership or administrative perspective.

A leader also has to recognize their own blind spots and listen when staff point out that something is not working. Leadership is not about having all the answers. It is about listening, making adjustments and finding better solutions.

For someone looking to grow into a leadership role, I would encourage developing both sides of leadership: understanding the technology and operations, while also understanding the people. The best technology still requires a strong team to make it successful.