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Hi, welcome everyone to the Neuro
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Critical care Society Podcast. This is
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the perspective series. I'm your host,
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Dr. Nicholas Morris from University Of
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Maryland Shock Trauma Hospital, and
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today I have the absolute pleasure of
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interviewing Dr. Matthew E. Think. Dr.
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Fink is currently the Lewis and Gertrude
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Fail Professor and chairman of the
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Department of neurology, The Weil
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Cornell Medical College and neurologist
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in chief at New York Presbyterian
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Hospital, Weil Cornell Medical Center.
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He trained at the Neurological Institute
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of New York, Columbia Presbyterian
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Medical Center and served as chief
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resident under Dr. Lewis P Rolland.
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Subsequently he joined the faculty of
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Columbia University and became the
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founding director of the Neurology
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Neurosurgery intensive care unit at the
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New York Presbyterian Hospital, Dr.
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Fink was a founding member and chairman
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of the critical care section of the
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American Academy of Neurology and the
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research Section for Neuro critical care
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of the World Federation Rheology. He is
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board certified Internal medicine
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neurology Critical care medicine,
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vascular neurology and neuro critical
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care. It's been a pioneer in education
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and research within the field and
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welcome. Dr. Fink were very happy to
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have. Jan will thank you very much for
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inviting me. I am delighted to be able
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to share some of my experiences in this
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field with a wish. Those who are
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listening. It's been a fascinating ride
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for me and I'm happy to to talk to all
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of you about it. Great great. Oh what
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we'd we'd love to hear about it, so why
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don't you if you don't mind start by
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taking us back to Ah, You had trained
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at Columbia. You stayed on his faculty.
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There was no ice you narrow ice you back
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then, And what what were you doing at
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that time and and what led you to
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actually get this narrow ice you off the
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ground, And well it it, I'd like to go
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back actually earlier than that. If
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sure, if that that's alright with you,
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I decided in medical school that I was
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going to go to. Go into a field that
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had something to do with the nervous
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system. Many of us had those
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discussions. I didn't really know what
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I was going to do and there, so I took
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electives in neurology, psychiatry,
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Neurosurgery ruled out psychiatry ruled
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out neurosurgery and it's interesting,
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because later my career, I was actually
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invited to join the residency program in
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Neurosurgery Columbia. The chairman
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asked me to switch resident season, and
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I had to tell the chairman of
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neurosurgery that you know I actually
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find that very boring to be in the O R.
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For those hours. Not he looked at me
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like. Are you crazy? Yeah, I had the
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same experience. I remember. I tell
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residents this now, or as in the
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medical students that the first
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neurosurgical case I ever saw was one of
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the most incredible things I'd ever done
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the second one about four hours in. I
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was ready to move back to neurology.
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Exactly same experience, but when I was
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a medical school, I also did an
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anesthesiology an elective, and my
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mentor was someone I didn't know who he
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was. At the time. Some of you may know
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the name Peter Safir, Peter Safir
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really was the founder of the Critical
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care society, and and one of the
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leaders in the field, and I spent
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several weeks with him, one one the one
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t, as he taught me how to do
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innovations, and a whole lot of other
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critical care procedures that that he
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was an expert at, and I didn't even
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know I was being taught by the world's
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expert in this and a had an impact on me,
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so when I decided to apply for residency,
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and I know I was going to do neurology
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At that point, I came to neurology from
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what I consider to be a medical
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orientation, as opposed to a
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psychiatric orientation. I think people
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go into neurology. It's one of those
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two orientations. Either they're sort
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of entry by the behavior, and then
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that's the psychiatric orientation Mine
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was medical, so I decided to do more
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medicine before neurology, so I signed
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up to do two years of internal medicine
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first, but I ended up doing three years
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of internal medicine because I really
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loved it, but everything I did an
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internal medicine. I always referred
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back to what was going on in the brain.
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I saw patients with heart failure.
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How's that affecting the brain as of
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patients with pulmonary infections?
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How's that affecting the brain that was
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always my my orientation, so I came to
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Columbia as as a resident neurology and
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we had a huge inpatient service about
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one hundred and eighty beds, and
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everything that smelled like neurology
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from the emergency room got admitted to
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us, and we had an incredible variety of
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of stuff, Some of it probably not even
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appropriate, but. But so what and and
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and bud roll -in who is my chairman had
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a world reputation and neuromuscular
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disease, and so we had a huge number of
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patients who came to us with my cine,
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gravis, A L. S. Other kinds of
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neuropathies, My app, these and some
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of these patients, as you know, get
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really really sick, and they get
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intubated. They go on ventilators, and
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particular, My aesthetics are treatable
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conditions, and what happened to me as
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a resident, I was a second year
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resident. I was on call one night and I
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got paged a stat page in the days when
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we had pagers a sad page to see a
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patient who turned out to be a twenty
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four year old woman with generalized,
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my senior gravis intubated on a
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ventilator in a single room. On a
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regular patient care floor with a
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bedside monitor and the bedside monitor
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started beeping, and an excellent nurse
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got there as soon as possible and
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realize that the patient was not being
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ventilated properly, so I got stat.
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Paged went to see her realize that her
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and their tracheal tube was obstructed.
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We took out the eighty two re intubated
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her and and thought we had solved the
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problem, but she had been hypoxemia for
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prolonged period of time, and she ended
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up with secondary hypoxic ischemic brain
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injury from which he never recovered.
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I'm twenty four year old, healthy young
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woman with a treatable disease, and
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this in my view, this happened because
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she was not in a properly monitored
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setting. She needed to be in an icy you,
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so why was she not in an icy you because?
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At our hospital edit many hospitals
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throughout the United States,
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throughout the world. At that time,
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patients who had such severe
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neurological problems that they needed
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to be in an icy. You were simply
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rejected by the medical and surgical
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teams who were responsible for this,
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but and they would literally say to me
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if they're that sick, we're not going
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to be able to help 'em and you may as
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well just give up and in reality what
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happens to patients who had whether it
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was trauma, stroke, neuromuscular
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disease, severe infection, status
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epilepticus, All of those patients,
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when they were really critically ill,
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they were not treated in a proper
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intensive care unit, so for me, this
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was a pivotal moment. You know the
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light bulb goes on and I'm saved myself.
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We need our own. I see you to take care
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of these patients, so I went and talked
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to my chairman.
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To who had the same view of this and
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have been trying in his career to do the
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same thing, but was never able to get
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support from the hospitals that he
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worked at, and before he came the
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Columbia. He was the chairman of the
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University of Pennsylvania. He tried it.
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There. They nobody would support him at
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Columbia. Noack, Nobody would support
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him, so he said to me, I want you to
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give a presentation to the faculty at a
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departmental meeting. I was a I was
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chief resident at that time, but I
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still a resident. He said. I want you
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to give a presentation to the faculty.
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Then give that. Tell them what your
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concept is and what your plan is, and
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and I did that. I got in front of all
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the faculty and I presented the the
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argument for why we should have our own
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intensive care unit so we could take
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care of our patients. If our mission
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was to do the very best for our patients,
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then we needed to have a care of you and
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take care of them ourselves. Then I. I
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presented this, and then one by one,
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at least ten different faculty members
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stood up and attacked me and demolished
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me, said one after another, This is
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the worst idea I've ever heard this is
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stupid. This is terrible. Neurologists
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should not be doing this kind of thing
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where we're not going to support it,
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and there was universal rejection of the
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proposal. Not a single person stood up
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in support of what I was going into not
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a single person now, so I listened all
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of this and I, that. Fortunately I
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didn't take it personally. I just
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realized here's the problem. Here's the
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problem, so when the meeting was over.
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Bud Roland said okay Matt come into my
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Office Little I want to talk to you so
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he went to his office and he sat me down
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and he said ok he said what's your
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takeaway from that meeting we just had
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and I said my takeaway is everybody
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hates the idea nobody's going to support
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it and he said to me you're right that's
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exactly what we heard that he said but
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let me tell you something he said the
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best thing about being the department
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chairman is that I can ignore what
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everybody else says if I want to and I
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can just make an executive decision to
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do this and that's what we're Gonna do
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we're going to do it and I'm going to I
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said I'm going to hire you to do it you
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know July first this is going to be your
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job he said however it looks like you're
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doing it all by yourself. I don't hear
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that there's anybody in the department
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that's gonna help you with this. So
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that is how I got started. Now, so
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where did I do it? Well, we had a
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neurosurgical recovery room.
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Neurosurgents had a recovery room in the
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building. And that was the only place
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we could do this. We were gonna have to
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share it. Well, how was I gonna get
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the neurosurgeons to work with us on
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this? Because it needed to be a
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multi-disciplinary program. So I really
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didn't know. I had good relationships
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with the neurosurgeons 'cause I worked
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with all the residents closely. And as
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I said, when I was a second year
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resident, the chairman of neurosurgeon,
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Bennett Stein, who actually had just
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come to Columbia at that time, I took
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care of a lot of his patients. And he
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invited me at one point to switch
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residencies. And it's a been
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neurosurgeon have should you, Oh, says
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day this. to wife my 'cause funny of
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kind
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If you would have made a whole lot more
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money, Pena, and I'm like nah. That's
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okay. Not not that I made the right
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choice, so I got to know him very well,
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so so what do I do where I started just
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hanging out in the neurosurgical
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recovery room, getting to know the
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nurses going around seeing the patience,
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and just getting a sense of what we
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needed to do in that particular unit and
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the nurses were delighted to have me
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there, because there were no other
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physicians in that unit. The surgeons
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were in the O. R. There are no doctors
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around. It was the nurses, and if they
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ran into problems, they didn't know who
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to talk to, they couldn't surgeons in
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the O. R. So I was hanging around
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there, sir to helping out being ill
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available to help when they had
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questions, and while I was there at one
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of the postoperative patients, I
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believe was a post -op aneurysm clip.
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day after surgery for whatever reason
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had a sudden cardiac arrest
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never knew why I was there and with the
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nurses we pulled the team together and
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we resuscitated the patient got her back
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in perfect shape because we immediately
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started treatment immediately because he
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was you know the cardiac arrest was
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diagnosed instantly treated her got her
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back it turned out that this was one of
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dr. Stein's patients
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so later that night he came out of the
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OR and he came in to the ICU the nurses
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just briefed him told him what happened
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and he was like oh my god what happened
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but they said oh no we got we got her
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back we resuscitated her you know dr.
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Fink was here he helped us out he he
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organized the team it was went great
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your patients fine so the next day dr.
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Stein calls me in his office and And I
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didn't know exactly what he was going to
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say, and oddly enough, he didn't say
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thank you very much for saving my face.
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It. He didn't say that he looked at me
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very intently and said I get it. Now
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those were his exact words. He said I
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get it. I now understand what you're
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talking about what you wanna do and why
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it's important, and from that one
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incident, he became my greatest
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supporter through all of this and
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continued to be for all the years that I
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was there, migrant one of my greatest
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supporters, and if it wasn't for that,
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we would not have had a fully integrated
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discipline, or are you to, he
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understood the fact that we as
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neurologists being in the ice you all
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the time. Would make a huge difference
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taken care of not just our own neurology
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patients, which an obvious thing also
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the neurosurgery patients, So we from
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day one got involved in taking care of
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all of those patients. Now I had to do
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it myself, and I, I tell everyone you
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know, for the first three years, I was
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on call twenty four seven for three
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years, and literally I was I was in the
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hospital seven days a week of aid rounds,
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seven days a week, I was taking phone
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calls and until I could finally start to
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build my own team because none of the
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existing people wanted to work with me
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so so that was that was that was the
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start of it, so I had support from the
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two chairs, chairman of neurology,
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chairman or surgery, and and that was
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the start of it. That's that's an
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incredible story and I won't ask a
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little bit how you started the build
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your team, but before that. You'd
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mentioned sort of the the nihilism in
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the in the medical and surgical ice to
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use. Know what did they think of all
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this is you're you're coming up with
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this idea of a narrow ice you and
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getting support from the neurology and
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neurosurgery Chairman at work. How did
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how did that play in while I think that
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the their first reaction was. Oh great,
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you're not going to bother us any more
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about about trying to get your patients
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into the medical or surgical ic use. A
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really was that really was their initial
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attitude, but shortly afterwards they
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started to appreciate what we were doing,
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and within a relatively short period
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time I had a anesthesiologists who
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wanted to participate. That's how we
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build a team. I got it really good
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attending anesthesiologist who said
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while this is great, I'm really
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interested in this stuff. Can I you
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know join the team Internal medicine?
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Pulmonary medicine, people,
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cardiologists, we gradually develop the
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whole team of people who who were
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interested in neurological disorders,
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and and and it went from being a. We
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don't want to have anything to do with
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these patients. Too. Wow, This is
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really cool. We want to be involved. I
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ain't right and were you able to recruit
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in those early days, other neurologists
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and then her eyes, You, Yes, actually,
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the first person I recruited and his was
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Laura Lenihan, Who's had Columbia. She
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is the vice chair at Columbia, and
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Laura was a resident in Madison. At
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that years of Pennsylvania, did a
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residency in Neurological. Me, Then
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was a stroke fellow, but she was to be
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polite. She was and marginalized as a
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stroke fellow, and I attributed the
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fact that she was a woman and the stroke.
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Team was a you know was a bastion of
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males who you know like to make jokes
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that were inappropriate, and she was
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ostracized and and never felt part of
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that team and I observed it, and I knew
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that she was a brilliant well trained
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physician in both medicine or Oggi, So
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I, I spoke to her when she was
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finishing her fellowship. I knew she
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was miserable. Didn't know what to do
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and I said, Would you like to join me
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and be one of the attendings. I need
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the help. This is exactly what you're
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good at doing and she was delighted to
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do it, and so she was my first and
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attending who really helped and then we
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started developing a fellowship and then
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we started building the team. Really
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from the ground up, He also got an
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anesthesiologist who joined as the team
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as well as I said he's he, he
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volunteered, he said. He was a neuro
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anesthesia attending who wanted to do
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neuro ICU work.
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And Dr. Lenehan still remains very
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involved with the ICU now and how she
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has run the Graduate Service. They have
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there at Columbia. Absolutely.
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Absolutely. Yes. Yes.
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That's great. I just, I can't help but
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go back and talk to you a little bit
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about Peter Safer because we haven't
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talked about him on this podcast and I
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don't know that neuro-intensive,
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especially the young neuro-intensivists
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really know who Peter Safer is and how
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important he is in critical care. And
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to have someone who trained with him, I
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think he's inspired, gosh, dozens at
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least of intensivists. What was it
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about Dr. Safer that it sounds like
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from a very early point in your training
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really inspired you to follow this
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ambition? Yeah. Well, again, I
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didn't know anything about who he was I
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was simply assigned to him. For a
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period of several weeks and I, I worked
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with them every day. I went to the
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operating room with him every day, and
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he. He taught me to do all of the
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procedures to prepare a person for
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surgery, and that included putting in
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lines learning to do, and the tracheal
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intubation, to this day, I can still
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visualize doctors Safir telling me how
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to do and and the tracheal intubation,
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and I haven't actually done one myself
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in a number of years, but I could do it.
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You know you know at this moment and I
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can still visualize it and what was so
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remarkable about him is that and it's
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what I really love about Neuro Intensive
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care. As a specialty. He was very much
-
oriented towards physiology, and
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everything he taught everything he
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taught was always based on. the
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physiology of why he was doing what he
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was doing. And to me, that was just
-
the most amazing part of it. It was,
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he didn't do anything with the statement
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that some people, you know, say, Oh,
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that's just the way we do it. Remember
-
that phrase? That's just the way we do
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it. He never said that. He always
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explained it based on what the
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physiology was about, you know, why he
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would, you know, do a particular
-
technique during intubation. There's
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always a good reason for it. And I just
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love that. And I found that when things
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were explained based on physiology, I
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remembered them that way. I don't know
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how other people remember things, but
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for me, it was a great way to remember
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what was going on. And I didn't know he
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was such a prominent person. He
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developed in Pittsburgh, you know, he
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started a separate department, they
-
have a department of critical care
-
medicine, which is a very, very
-
prominent prestigious department. He
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created Really created whole field and
-
he was a lovely man. Just this really
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nice sky, and I was just fortunate to
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be assigned to him by chance, and I've
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been lucky enough to learn from those
-
who learned from him and that's really
-
been an honor and and for those of us
-
who don't know and doctors offer, and
-
what if he's really in many ways, the
-
father resuscitation, and if if you
-
have some time, you'd better youtube
-
his videos, where he kind of shows us
-
all how to ventilate patients, e n an
-
estimated for are paralyzed and medical
-
students in order to show the power of
-
bag valve mask ventilation, and he is
-
really really in many ways one of the
-
the true pioneers of critical care, but
-
then he had a. He had a difficult time
-
in his own career. When he first came,
-
I I believe he he immigrated to the U.
-
S. He came from, I think he came from
-
Eastern Europe, and and. I started out
-
doing his research. It was then a
-
Baltimore City hospital in Baltimore,
-
where he was studying resuscitation in
-
the best way to do Cpr on dogs and then
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Hopkins pick them up. I realized that
-
he was a brilliant guide doing doing
-
brilliant research and a wonderful man.
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Okay, so let's let's go back to the
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Columbia ice you there, and you, How
-
how did you go from this imprint of this
-
neurosurgical recovery area which I'm
-
sure was not quite so large, developing,
-
and what in many ways is one of the very
-
first, like well established large
-
neuro critical care units with the
-
faculty and fellowship can, Can you
-
take us a little bit more through of
-
those earth? We worked with it this
-
limited limited area in the old
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Neurological Institute building, which
-
is still there, which by the way was
-
built in nineteen thirty. I think
-
nineteen thirty two, or something,
-
It's an old decrepit building when I was
-
working there didn't even have air
-
conditioning. It was no air
-
conditioning the plumbing that wasn't
-
working at amazing that we are able to
-
do anything there, and so we started
-
working in this old recovery room,
-
building a team of physicians working
-
collaboratively with the neurosurgeons
-
and and the one message I'll give to
-
anyone who is interested in developing
-
This is. It is critically important to
-
have a strong positive working
-
relationship with the neurosurgical
-
department. It is essential if you
-
don't you'll you will not be able to do
-
this and I was lucky enough to have it
-
happen in one fell swoop by
-
resuscitating that one patient, and but
-
you gotta do it. You have to work at it
-
and you have to work at it because
-
otherwise you can't succeed, and so we
-
built a team and what happened was It
-
became widely recognized throughout the
-
new year. metropolitan area, and I say
-
metropolitan area that's 100 miles
-
around New York City, that we were able
-
to take care of critically ill patients
-
with terrible neurological diseases,
-
patients with ruptured aneurysms,
-
neuromuscular disease, status
-
epilepticus, serious neurological
-
infections, and the surrounding
-
hospitals were unable to do that. They
-
couldn't do it So pretty soon, we were
-
flooded with referrals from all of the
-
surrounding hospitals who didn't know
-
what to do, didn't have the knowledge,
-
didn't have the technology. For a long
-
time, we were the only service that
-
could do plasma foresis. Nobody else
-
could do plasma foresis. So all of the
-
patients with Guillain-Barre and
-
Myosinia who needed plasma foresis got
-
shipped into us and we were flooded and
-
the hospital all of a sudden became very
-
alert that Oh, look at this. We're yet.
-
It will get all these new patients that
-
are being transferred into us from all
-
these other hospitals. They all of a
-
sudden started to pay attention to this.
-
Like everything else you know money
-
talks, So the hospital saw this as a
-
big rental revenue generator for them,
-
and then when they planned to build a
-
new hospital, Which is what they did.
-
We were included, and part of that plan
-
then became a brand new dedicated
-
neurological. I see you in the new
-
hospital and and and that's how we were
-
able to then move from this old building
-
into a brand new unit that I helped to
-
design at the time, and we moved into
-
that unit in nineteen ninety one. It
-
was a Saturday when we were physically
-
transporting patients from the old
-
building across a bridge in. The new
-
building I was in there. I had all of
-
this all of my team and all the
-
residents who are in their moving
-
patients, and I still have a t -shirt
-
from that day that I say everybody got t
-
-shirts moving t -shirts and we moved
-
into a brand new intensive care unit
-
neuro, I see you, and in nineteen
-
ninety one, that was a very big day for
-
all of us and it was the only one of its
-
kind in the whole region at the time now,
-
and it's always struck me when I look
-
back at the the early research that was
-
coming out of the the neurologic, vice
-
you a Columbia. That it really is a
-
collaboration between neurosurgery and
-
and the neurologists you you wouldn't
-
really know in any given paper could be
-
Robert Solomon, His the first author.
-
It can be Laura Lenihan, I could be you,
-
and and you are all sort of interested
-
in the same things. Can you talk a
-
little bit about the research mission
-
And how important that was Is well it it
-
was it was something that went. part
-
and parcel with the treatment that we
-
were trying to provide to patients and
-
let me give you an example and a lot of
-
it was never published. A lot of this
-
stuff we just did and not published but
-
for example early on we recognized that
-
one of the greatest failures in aneurysm
-
surgery was delay in surgery that the
-
standard routine at the time was to wait
-
several weeks until the patient was
-
quote stabilized or the surgeons used to
-
use the term until quote the brain
-
cooled off whatever that means before
-
they wanted to operate. Well what
-
happened during those two to three weeks
-
was about half those patients had their
-
aneurysm re-rupture and they died and so
-
we made a decision that we had to make a
-
dramatic change. and how did we make
-
that dramatic change will we pulled
-
together all of the attending physicians
-
in neurology neurosurgery who were
-
involved aneurysm patients we got 'Em
-
all together in a room and we all agreed
-
let's sit down and come up with a new
-
protocol that's going to change this we
-
all recognize that what we're currently
-
doing is not working it's not working
-
and let's change it and we did it as it
-
when in a consensus conference and then
-
we literally on a one day and I think
-
was a DJ july one of US forget which
-
year it was everyone agreed that if a
-
patient came in with a ruptured aneurysm
-
unless there was a real contra
-
indication if they were grade you know
-
four or five they were going to go to
-
the O R within twenty four hours to get
-
there aneurysm secured and this is
-
before the days of endovascular therapy
-
this was all going to be open surgery
-
open surgery and so the people who are
-
doing it Solomon, you know was a new
-
attending neurosurgeon and he was an
-
expert an aneurysm surgery. He, he did
-
the lion's share of these cases, and he
-
was you know operating twenty four seven
-
on these patients, but they all we all
-
agreed that this is what we were going
-
to do, and it it dramatically change
-
the outcomes of these patients, and now
-
as you know, within the vascular
-
therapy, every patient gets treated as
-
a immediately. Even if they're great
-
for Raid five in their aneurysm gets
-
coiled gets treated, you know with all
-
that all of the new devices, so so we
-
we were able to accomplish the research
-
because we recognize there were so many
-
problems that had no good answers and we
-
did it as a team. We we always would
-
get together as a team. It was always a
-
collaborative team of both neurology
-
neurosurgery. Always, we always did it
-
together what so much of what we learned
-
or what we have learned. In some rotten
-
hemorrhage and beyond really did come
-
from from the Columbia neurologic lies
-
to you, And how did you go about
-
building it the research infrastructure
-
there Because I thought I was a fellow
-
there, and I've always been impressed
-
by fellow there. What you're there for
-
an August two thousand and fourteen to
-
two thousand and sixteen, Yup. Okay,
-
So I was at Cornell, Cornell. There,
-
Yeah, yup okay, but but but really
-
it's it's turned out so much knowledge
-
over time and and is not true across our
-
field, and it really stands out as a
-
beacon of research and has for a long
-
time at a, It strikes me you were
-
pivotal in building the infrastructure.
-
So what what steps did you take to do
-
that well at the time that this was
-
going on? I had no strategic plan of
-
what to do. Okay, I was. Really.
-
Building things one day at a time one
-
piece at a time as we needed it, and
-
but the key was to get the right people
-
together, who had the same mission and
-
the same goals, and then we had a
-
higher. There was no research
-
infrastructure that we could rely on.
-
There wasn't anything, so we just had
-
the gradually start hiring people a
-
piece by piece, begging for space and
-
begging for support them to do that,
-
and there It's I think it's a lot easier
-
now because most departments of
-
neurology have a strong research
-
infrastructure, so the Cornell now
-
we've I've got a whole team of of
-
research coordinators supervised by A by
-
Ea, the physician, who's an expert in
-
doing these things, and so we can.
-
Anyone who wants to do a clinical
-
research can take advantage of this team
-
to help them, but back then there was
-
no such thing, and so we just had the
-
gradually added on piece by piece until
-
we had it, and it was done
-
independently. It wasn't from any help
-
from the department or from the medical
-
school or from the hospital. We decide
-
to do it ourselves and we we. We
-
recognized that this was the future of
-
our field, and we had to be innovative,
-
and as I'm listening to you and it, I,
-
I can't help but think that, and of
-
course eat, you become a chairman, and
-
and had gone into administration. As
-
you were doing that from day one you are,
-
and basically you've told the story of
-
being a a founder of a startup company,
-
and and can can you tell us a little bit
-
about how your career has transitioned
-
beyond kind of the twenty four seven
-
clinical care to being a department
-
chair? Well, let me just make a
-
comment about the startup company. I
-
think that's a good analogy. I love to
-
take on new things that others have not
-
done before. That's, it just, for me,
-
it's an exciting thing to do. I've
-
turned down job offers. I was offered a
-
job in the early, in the 1990s,
-
actually to go to one of the Harvard
-
hospitals in Boston And I thought about
-
it and considered it. And I rejected it
-
primarily because the bottom line was
-
the person trying to hire me said, oh,
-
I want you to come to Boston and do the
-
same thing that you did at Columbia,
-
New York. And that was an immediate
-
turn off. I don't need to go to another
-
place to do the same thing. Right? Why
-
would you want, why would I want to do
-
that? I want to do something new,
-
something new and different So after
-
about Ten years ten or eleven years of
-
of working in the I C you building the
-
Ic program at Columbia,
-
I was offered a new opportunity to build
-
and create a multi -disciplinary
-
neuroscience service at one of the other
-
big hospitals in New York City, Beth
-
Israel Medical Center Beth Israel, to
-
time, this is in nineteen, ninety,
-
four, ninety, ninety, ninety four,
-
Beth Israel was actually the largest
-
independent hospital New York, at at
-
fourteen hundred beds. It was a beat
-
behemoth, a huge place, not
-
particularly academic. It was
-
affiliated with Mount Sinai academically,
-
but the leadership decided they wanted
-
to create a neurological program that
-
would compete with the other places in
-
the city, and what that was they wanted
-
to develop. Everything, neurology,
-
neurosurgery, neuroradiology,
-
interventional, I see everything, the
-
whole thing. And they basically
-
recruited me and hired me to do that,
-
to build a completely new neurological
-
service based on what I thought were the
-
best things to do and recruit the best
-
people. And that's what I did. I took
-
the job and I started recruiting people
-
from the whole region in all of these
-
different areas And I got some of the
-
best people, mostly from New York City.
-
I sort of, you know, poached people
-
from all of the big academic medical
-
centers, brought them together. They
-
built a brand new facility for everybody.
-
And within three years, the volume of
-
patients, we were bringing into that
-
new center, I was only second to
-
Columbia at that time I mean, we very
-
rapidly increase. The volume of that
-
and it was all based on bringing in
-
excellent people who were all working
-
together, and and so oddly enough,
-
after three years and showing success
-
that the the chairman of the board met
-
with me over lunch, invited me to his
-
office for lunch, and completely out of
-
the blue, said to me, you know we're
-
we're we're we're looking for a new ceo
-
of the hospital and we think you would
-
be great at doing that job, so they
-
actually offered me the job to become
-
ceo of this hospital, Anna, and again
-
in In the way, I think about things, I
-
saw it as another great opportunity to
-
do all sorts of new things,
-
so so as a complete shock to my, you
-
know friends, family and and colleagues,
-
I said. Alright, lug it let me give it
-
a shot. Let me see what it's like to be
-
a hospital ceo. So that was that was a
-
never expected that, but it all grew
-
out of the work that I did first first
-
the icy work of Columbia, then building
-
and or illogical service at Beth Israel,
-
and then based on that, they asked me
-
to be the Ceo, Saying, Look if you can
-
do that with all the neurology programs,
-
The neuro programs. Can you do that
-
with all the other programs, and and I
-
started to work on that, And now it
-
didn't work out quite the same. I If
-
you've kept up with us going on, You
-
know who you know, Beth Israel was
-
taken over completely taken over by
-
Mount Sinai, Which is you know
-
proceeded to to dismantle it piece by
-
piece and it's the entire hustles going
-
to close in another year, and, but
-
that's the way it goes sometimes so,
-
but. it was an extraordinary experience
-
while I was in that position. But as
-
you can see, it was not something I
-
wanted to pursue. I could have gotten
-
another job as another hospital CEO. I
-
had no interest in doing that. I wanted
-
to get back to my roots, really.
-
So back to your roots, back to
-
neurocritical care. As you look back
-
over the last several decades, what
-
really sticks out to you as the biggest
-
breakthrough or the thing that's changed
-
the field the most? Well, I think that
-
a minimally invasive catheter
-
interventions have been, in my view,
-
the biggest breakthrough that we've had
-
within our field. I think that has been
-
huge It's been a huge area, and just as
-
in a side. When I was in neurology
-
resident, I kind of knew that was going
-
to have happen. I tried to get into a I
-
in our fellowship as a resident in. It
-
was in nineteen,
-
and was this nineteen seventy nine. I
-
guess I could not get any place in the
-
entire United States to accept me as a
-
neurologist. Nobody would accept me
-
which which is interesting, but so that
-
turned out, I think to be one of the
-
the greatest breakthroughs ever in terms
-
of what we're doing and it's not just
-
for stroke, and it's gonna apply to you
-
know treatment of brain tumors,
-
Disruption of the blood -brain barrier
-
to treat a whole bunch of other things,
-
so I consider that to be the the
-
greatest breakthrough in our field, and
-
I remember it My my time at Cornell and
-
Columbia, The mobile stroke unit was
-
just getting started, and and I think
-
that was really your initiative. Can
-
you talk? A little bit about the mobile
-
stroke unit and what it's meant to
-
Cornell, though absolutely absolutely,
-
and I learned about the mobile stroke
-
units on one of my annual trips to
-
Europe, We run a course in Austria
-
every year in Salzburg. Whenever I go
-
there, You know all of the attendees
-
are from the European countries, and I
-
started hearing about what was going on
-
in Germany and in in Hamburg, where it
-
was really first started around two
-
thousand and twelve, and when I came
-
back to the U, S, I found that Jim
-
Grata in Houston was starting a program
-
in Houston, and I really thought this
-
was a phenomenal idea that the concept
-
of going out into the field and that
-
diagnosing and treating a patient in the
-
field was. way to do it because you
-
were going to save a lot of time and you
-
were going to definitely have a big
-
impact. I presented this multiple times
-
to our hospital leadership. They all
-
looked at me and said, Yes, oh, this
-
is a great idea. It's a great idea,
-
but there are lots of great ideas. And
-
this one's an expensive one, right?
-
Yes, this is an expensive one, but
-
who's going to pay for this? We don't
-
have money in the budget to pay for this,
-
even though it's a great idea. And it's
-
also, it was unproven, too. I mean,
-
it seemed like it was going to make a
-
lot of sense, but it was unproven. So
-
it meant somebody's going to have to
-
take a chance. So I went back and forth
-
multiple times, then finally, what did
-
it was a donor, the donor, a member of
-
the hospital board who heard about this
-
and spoke to me about it,
-
really also felt that This was a great
-
idea and he supported he was going to
-
support it, so he he made a gift of
-
know several million dollars for us to
-
get this program started and I spoke to
-
Jim Grata about it. Jim came up as a
-
sort of a consultant to help us with it,
-
and then we went ahead and started a guy.
-
Had the first unit built. The more
-
difficult problem was getting the New
-
York City emergency medical services to
-
support it, because there's a a single
-
E M S service run by the Fire Department
-
in New York, and the political issues
-
with that were quite difficult. I spent
-
many many hours many meetings talking to
-
them than to try to get them onboard,
-
because the The The mobile stroke unit
-
program had to be integrated with the E
-
M 's services that were. Making non
-
Mormon cause and triaging ambulances,
-
and that was a very very difficult thing,
-
but we finally were able to get it, and
-
we got the first unit operating in two
-
thousand and sixteen, and the first
-
year we went out physically all of our
-
stroke doctors, including myself, we
-
went out on the ambulance runs in person,
-
and for me it was one of the most eye
-
-opening experiences I've ever had going
-
out with the E M S workers. The first
-
thing is I was impressed and amazed and
-
impressed at how good they were. They
-
were really really phenomenal. And you
-
know, having to, you know, run up ten
-
flights of stairs with a full backpack
-
and an walk, go into somebody's
-
apartment, which you know you don't
-
know what you're walking into and having
-
to address these acute emergencies. I,
-
it was incredible and I've said to many
-
people. If I have a heart attack and
-
you know, need need emergency help. I
-
want the E M S people. I don't want a
-
doctor. The M S people know more than
-
the doctors dohc know about what to do
-
so. For the first year we went, I went
-
out with others. We went out on the
-
ambulance. An ambulance runs and it was
-
an exhilarating experience. He will
-
learned a lot, and then after we got
-
the procedures down to be really really
-
fast and efficient. After that one year,
-
we converted the tele medicine, Because
-
long term you can have a a stroke.
-
Neurologists are spending their time
-
riding round than an ambulance had just
-
doesn't work, so he converted the tele
-
medicine which work just as well. He
-
had a nurse on the ambulance, and then
-
we were fortunate to get additional
-
support, and we we as built two more
-
units, so he had one in Manhattan. We
-
had one in Queens, who had one in
-
Brooklyn, and as you know, we. We
-
incorporated the Columbia team as part
-
of it. I did that from day one. I felt
-
it should be a system-wide program that
-
it wasn't just a Cornell program. It
-
was a New York Presbyterian Hospital
-
program. I wanted everybody to
-
participate. That's always my mantra.
-
Get everybody under the tent to get
-
these things done. And it went
-
extremely well until the pandemic hit
-
And what happened, the effect of the
-
pandemic was that there was a critical
-
shortage of emergency medical texts of
-
EMTs. A lot of them got sick, a lot of
-
them quit. And we had to redeploy our
-
paramedics to regular ambulance runs.
-
So we put the program on a pause for
-
about, I guess it was about a year and
-
a half, Then we started back up again.
-
it's running again but we only have one
-
unit and and the results are being
-
published January you've seen the
-
results and and as a new paper that's
-
coming out very shortly and showing the
-
economics of it and and the program
-
overall saves money for the whole
-
healthcare system the the problem is the
-
way we are reimbursed the hospital we
-
have to provide the upfront pay the
-
upfront costs the the savings go to the
-
insurance companies and the medicare
-
program they save money the hospital has
-
to spend money to let the insurance so
-
they're happy to let us of course know
-
how that works I mean it's in Europe it
-
doesn't work that way in Europe the the
-
government is the single payer and so
-
they recognize that they are going to
-
save money so they say the government
-
their support So we're trying to get CMS
-
to change the rules and at least
-
reimburse us for the work that we're
-
doing. But I happen to think the mobile
-
stroke program is superb. I wouldn't
-
rank it up as the most important
-
success we've had because unfortunately
-
it hasn't been expanded It's been very
-
limited, it could be an incredible
-
benefit to society if we can roll it out
-
to all of the metropolitan areas. But
-
until we can do that, it's going to be
-
sort of a boutique kind of program. So
-
let me just mention one other thing,
-
because when I came to Cornell, we did
-
not have a neuro ICU program at Cornell,
-
it was very limited But one of my former
-
fellows, Stefan Mayer, was running the
-
program at Columbia at the time.
-
And I. I twisted his arm. Basically
-
they said Stefan. We were going to
-
build the program here. I'd like to do
-
it together. I want to do it together,
-
so let's expand the fellowship so that
-
Cornell and Columbia can do it together
-
and it. It was Rocky for the first few
-
years. I dunno If you experience any of
-
that yourself, an issue is rocky, but
-
it has turned out to be a phenomenal
-
success. Phenomenal success, and the
-
fellows have great experience at both
-
campuses, and and I think it's without
-
question the best fellowship program in
-
North America at this point, so I'm
-
very happy with the way that worked out
-
that was a great success. I certainly
-
had a fantastic experience, and I
-
thought was really valuable, and
-
because there there were actually
-
institutional differences between
-
Columbia and Cornell, and to to get
-
experience that as a fellow, I think
-
was really important. For my training
-
so I, I certainly appreciated that I,
-
I think we're coming up on time here,
-
and, but I, I've been impressed in
-
your career. You've really been an
-
early adopter and and kind of seeing
-
things before they happened. What what
-
are you seeing on the horizon that
-
excites you and neuro critical care or
-
emergency neurology. Yep, Shit, well,
-
I'll tell you the oddly enough the one
-
area that I am really hot on right now
-
and I'm trying to get our hospital to
-
buy into it. I think the concept of
-
hospital at home is the next big thing
-
that we should be pursuing that I would
-
say that you know half the patients that
-
we admit to the hospital from the
-
emergency department these days could be
-
cared for at home if we had the right
-
support services monitoring, and I
-
think all of the technology we have can
-
allow us to do that and. The hospitals
-
then are going to be essentially
-
intensive care units and operating rooms.
-
And virtually everything else should be
-
done at the person's home. And so I'm
-
very, very focused on trying to get
-
people to start looking at hospital at
-
home. And that applies to stroke
-
patients as well. I mean, yeah, they
-
have to come in, get thrombolytics or
-
thrombectomy But most of those people,
-
after 24 hours of observation, could go
-
right home and be, you know, managed
-
at home. And I think there are a lot of
-
similar situations like that. So that's
-
the area that I think is going to be the
-
next big area, hospital at home. That
-
would be very exciting. We were
-
rounding last week in the ICU. We had
-
an older woman with some cognitive
-
impairment who was admitted with a very
-
small I mean, minuscule. and sort of
-
not surprisingly became wildly delirious
-
in the ice to you and yes you know that
-
sooner or later she was a restrict you
-
know in restraints and oppose he
-
developed urinary retention every day
-
was kind of worse than the next and he
-
had part of me just thought maybe she
-
just would have been better if she never
-
came in and will let me give you an act
-
when I was in our resident Colombia we
-
used to rotate to Harlem Hospital okay
-
in those days nineteen seventies the
-
services at Harlem Hospital were so bad
-
so bad that when I was the consulting
-
resin I got called to see a stroke
-
patient in the emergency room I would
-
sit with the family and I would tell
-
them look this is not a C or bad stroke
-
I'm going to tell you what to do then I
-
wrote down this is what You're Gonna do
-
I want you to take your mother home take
-
care of her at home you're going to do
-
these things because if we admit her to
-
the hospital here she has a higher
-
probability of getting sick and dying in
-
the hospital than if you take care of
-
her at home. And I used to send all
-
these patients home with instructions in
-
the family about what to do. And I
-
think in many ways, we're gonna be
-
getting back to something like that.
-
Yeah, I sure hope so.
-
Just to finish up, we do a few kind of
-
quick hit questions with everyone on the
-
podcast. And these are sometimes fun.
-
What other passions or hobbies do you
-
have outside of neurology? Well,
-
before I got in the medical school, my
-
primary activity was, I had a rock band.
-
And I almost didn't go to college
-
because my band was gonna go on the road
-
and I wanted to go on the road with them.
-
I mean, so that was my primary. And I
-
still, I love music. Music is my
-
passion. I've got five guitars, five
-
or six guitars and bases sitting around,
-
unfortunately collecting dust that I
-
need to get back to to start playing.
-
And very into the, you share the name
-
with a famous musician, don't you? Oh,
-
Yeah, Dr. Dr. Matt Fink. Who is the
-
drummer for Prince. Yes, Yes, he was
-
the drummer for Prince at the time, and
-
and yeah, and and people. I've googled
-
my name and keep coming up with him, So
-
yup, Yup, It's funny. He goes by
-
doctor. As well. It is not at that,
-
but he wears scrubs. This event. They
-
wear scrubs when he plays and concerts
-
and stuff. Yeah, Yeah, I. I found
-
that pretty interesting. I don't know.
-
I'm curious to know why he'd develop
-
that that. Or maybe it's just to show
-
you your sliding doors experience. You
-
know that that could have been you, and
-
as I lose my voice, your what what
-
other specialty would you like to have
-
attempted or to attempt what other
-
specialty well as is and I are? Yeah,
-
Yeah, would I and our would have been
-
the other area that I was going to go
-
into the other air that I was extremely
-
interested in. I still am actually
-
where his movement disorders and I love
-
move, the just because of the, the,
-
the focus on you know, understanding
-
brain circuits and neurotransmitters and
-
things like that, and we had a in the I
-
you for awhile, we had a whole bunch of
-
patients with Parkinson's disease,
-
because there was a fad at the time of
-
abrupt a drug holiday, so all these
-
patients were taken off of there, leave
-
a dopa and and they all develop rigidity
-
that was so severe that many of them had
-
to be intubated and put on ventilator,
-
so that was a big mistake to do that in
-
an in with specialty. Would you not
-
like to do? Would I not like to do,
-
and
-
still I would not want to be a
-
psychiatrist there
-
at that as I haven't changed my mind
-
about that dinner. Is is there a sound
-
or smell on the ice? You That you
-
really like well? I lost. My sense of
-
smell is completely better in two
-
thousand and nine. I had a bad bicycle
-
accident. That's my other passion of a
-
big biker. I do a lot of biking had a
-
bad bicycle accident. A head injury. I
-
lost my sense of smell. You know
-
permanent, but I have memories of of
-
having some. I. I had my biggest
-
memory. Is I had a terrible allergic
-
response. Allergic reaction to a
-
perfume that one of the I U nurses use
-
the winner in the icy all the time and I
-
remember talking to her. I was very
-
embarrassed, but when I went up through
-
and I said I, I apologized for saying
-
this to you, but I'm having a terrible
-
allergic reactions of whatever kind of
-
perfume you're wearing every day, so I
-
don't want to take this the wrong way,
-
but could you try to not wear that
-
perfume because of alert? If you
-
pitched
-
and she was fine, actually, she was
-
like. Oh. That's why dory. I. That's
-
okay. I'm not. I'm not offended by it,
-
But you know you gotta be careful about
-
those things absolutely, and then add
-
to finish up. Though what advice would
-
you give to a fellow who's about to
-
graduate. Well, I, It's the same
-
thing I said it to to just about
-
everybody you need to follow your
-
passion of what you're really really
-
passionate and interested in doing and
-
don't worry about you know what then
-
what the next job is going to be Focus
-
on doing the absolutely best that you
-
can do with what you're doing right now
-
today and I can promise you that
-
fabulous jobs will come your way in the
-
future. If you do a great job today.
-
Don't worry about what you're going to
-
do next. There's too much anxiety about
-
around them. I was thank you so much Dr.
-
Fingers. Spending some time with us.
-
We really appreciate it for all the
-
listeners. Please check out the New
-
Yorker Clear Society Podcast available
-
Wherever you get your podcasts,
-
Including Spotify and Apple, See Emmy
-
are available and we hope you tune in
-
next time. Thanks again, Dr. Fink.
-
And we look forward to which we what you
-
do next to lead our field. Thanks for
-
the invitation. You'd be well, right.