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NOVEMBER 2026 | VOLUME 10 | ISSUE 11

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PRODUCT FOCUS ARTIFICIAL INTELLIGENCE

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AWARDS In December 2026, we will announce the eight imaging directors or managers selected by our ICE audience for their outstanding contributions.

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FEATURES

RISING STAR

Rebecca Forrer is a CT imaging supervisor at WellSpan Ephrata Community Hospital who combines a passion for patient care, advancing imaging technology and team leadership to make a difference in her community.

40 COVER STORY

Advances in theranostics are transforming cancer diagnosis and treatment, offering new hope for patients while creating opportunities and challenges for healthcare providers seeking to expand access to this promising technology.

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ICEMAGAZINE | NOVEMBER 2026

DIRECTOR’S CUT

A new AHRA national safety collaboration is committed to an all-inclusive approach to errors that occur in the imaging suite

ADVANCING THE IMAGING PROFESSIONAL

NOVEMBER 2026

24 IMAGING NEWS

Catch up on the latest news from around the diagnostic imaging world.

PRODUCT FOCUS

Artificial intelligence is rapidly moving from an emerging technology to an established part of the medical imaging landscape.

50 THEICECOMMUNITY.COM

MEDICINE FOR THE SOUL A new University of Georgia study reveals how blue light affects visual clarity and why eye color may influence sensitivity to light and glare.

ICEMAGAZINE

CONTENTS MD Publishing 1155 Senoia Rd, Ste. 200, Tyrone, GA 30290 Phone: 800-906-3373

SPOTLIGHT

President

Rising Star Rebecca Forrer, R.T. (R)(CT)(ARRT), WellSpan Ephrata Community Hospital’s supervisor of computed tomography imaging operations

Vice President

In Focus Schaeffer Smith, MPH, CPA

Off the Clock Michelle Cousino, BAS, CRA, RT(R), Radiology Manager, UH Elyria Medical Center

Megan Cabot megan@mdpublishing.com

Corporate Profile: Image One Medical PET/CT Service Built for the Theranostics Era

Senior Account Executive

Guide to RSNA RSNA 2026 Puts Radiology ‘At the Center of Care’

ICE Debut GL Sciences

John M. Krieg john@mdpublishing.com

Kristin Leavoy kristin@mdpublishing.com

Vice President of Business Development Jayme McKelvey jayme@mdpublishing.com

Director of Client Services

Warren Kaufman warren@mdpublishing.com

Editor

John Wallace

Editorial Board

Beth Allen David V. Buczkowski Kimberly Love Megan M. Parker Dean Skillicorn Jason Theadore

Art Department Karlee Gower Taylor Hayes Alicia Brown

Events

Kristin Leavoy

NEWS

Imaging News A Look at What’s Changing in the Imaging Industry

Webinars Webinar Explores Passionate, Effective Leadership

PRODUCTS

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Webinars

Market Report

Product Focus Artificial Intelligence

Stephanie Cote

Digital Department Cindy Galindo Kennedy Krieg Haley Harris

Accounting Diane Costea

ICE Magazine (Vol. 10, Issue #11) November 2026 is published by MD Publishing, 1155 Senoia Rd, Ste. 200, Tyrone, GA 30290. For subscription information visit www. theicecommunity.com. The information and opinions expressed in the articles and advertisements herein are those of the writer and/or advertiser, and not necessarily those of the publisher. Reproduction in whole or in part without written permission is prohibited. © 2026

ICEMAGAZINE | NOVEMBER 2026

INSIGHTS

28 44

Director’s Circle: Artificial Intelligence

Director’s Cut Group Promotes Safer Imaging

PACS/IT/AI AI Security Risk Is Now a Healthcare Executive Emergency

Emotional Intelligence Why Smart People Invite Pushback

Medicine for the Soul Blue Light Has Surprising Effect on Eyes, Study Finds

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SPOTLIGHT

RISING

STAR

REBECCA FORRER, R.T. (R)(CT)(ARRT), WELLSPAN EPHRATA COMMUNITY HOSPITAL’S SUPERVISOR OF COMPUTED TOMOGRAPHY IMAGING OPERATIONS

ellSpan Ephrata Community Hospital’s supervisor of computed tomography imaging operations Rebecca Forrer, R.T. (R) (CT)(ARRT), received her certification in radiography from Lancaster General College of Nursing and Health Sciences. She currently attends Penn State University, where she is pursuing a bachelor’s degree in health policy and administration.

ICE Magazine recently had an opportunity to interview Forrer about her imaging education and career. Q: WHERE ARE YOU FROM? A: I was born, raised and still reside in Lancaster County, Pennsylvania. Q: HOW DID YOU FIRST DECIDE TO START WORKING IN IMAGING? A: I had always known that I was going to have a healthcare career. After shadowing in nursing and imaging in high school, I chose imaging. I was drawn to the people and the technology. My first imaging job was working in the darkroom developing X-rays on the weekends when I was in high school.

Rebecca Forrer grew up in the same community she now serves as supervisor of CT imaging operations for WellSpan Ephrata Community Hospital. 10

ICEMAGAZINE | NOVEMBER 2026

Q: WHAT IS THE MOST REWARDING ASPECT OF YOUR JOB? A: As a working supervisor, caring for my patients is very high on the list. However, as a leader, the most rewarding part for me is walking alongside my team and experiencing the challenges and the wins with them. This allows me to have a greater impact by understanding the needs of my team and successfully implementing changes in our department. ADVANCING THE IMAGING PROFESSIONAL

Q: WHAT DO YOU LIKE MOST ABOUT YOUR POSITION? A: Working in a rural community hospital, one of the greatest things about my position is the innovation of bringing advanced technology from the larger hospitals in the health system and implementing new procedures in CT for our patients. Having access to care close to home is very important to our community and reduces unnecessary transfers to the larger facilities. Q: WHAT INTERESTS YOU THE MOST ABOUT THE IMAGING FIELD? A: The advancements in technology over my 25-year career have been absolutely fascinating thus far! Imaging is vital for diagnosis and treatment of disease and even more so for the early detection and screening of cancer, which has a real impact on our patients and their quality of life. Every year there are advancements and new recommendations that improve the survival rates of cancer patients. Q: WHAT HAS BEEN YOUR GREATEST ACCOMPLISHMENT IN YOUR EROM NRAEL OT NACS FIELD THUS FAR? A: My greatest accomplishment has been leading my team through the COVID-19 pandemic in my first year of leadership. It prompted accelerated growth and strengthened the trust within our team. STNEMEERGA ECIVRES

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ICEMAGAZINE

SPOTLIGHT

IN FOCUS SCHAEFFER SMITH, MPH, CPA BY JOHN WALLACE, EDITOR

or Schaeffer Smith, MPH, CPA, leadership extends well beyond the day-to-day responsibilities of serving as CEO of Comprehensive Radiology Services. He has built a career at the intersection of radiology, healthcare business and leadership while making time to give back through professional and community organizations. Schaeffer has held leadership roles with the Radiology Business Management Association (RBMA), Forrest General Healthcare Foundation and other nonprofit organizations.

Schaeffer also enjoys sharing what he has learned along the way. A published author and experienced presenter, he has spoken at industry conferences, educational programs and leadership forums on topics ranging from radiology practice management and consolidation to healthcare valuation and leadership. His combination of professional expertise, industry involvement and commitment to service gives him a unique perspective on leadership in today’s medical imaging community. Family connections helped launch Schaeffer’s healthcare career and ultimately led him to his current role as CEO. “My mother was a neonatal nurse, and my father was the second oncologist in my hometown. I saw firsthand how much my father cared for patients but didn’t enjoy being tied down into the administrative aspects of his practice,” he shares. “While I was less medically inclined than my parents, I was drawn to the healthcare industry because of them.” “I spent the first decade of my career in healthcare

ICEMAGAZINE | NOVEMBER 2026

ADVANCING THE IMAGING PROFESSIONAL

valuation and financial consulting in a CPA firm before being recruited by a family friend to manage our radiology practice,” he adds. When asked about his greatest achievement, Schaeffer points first to his family. “All of my professional accomplishments have come with the love and wisdom of my wife, Allison, supporting me. So perhaps the greatest accomplishment was convincing her to marry me,” he says. “At the moment, though, I am incredibly honored to have been appointed president-elect of RBMA this year by my colleagues in the field.” The couple will soon celebrate their 19th wedding anniversary. Schaeffer adds that they have “four wonderful daughters from 8 to 16 years old. We also have our ‘little boy’ Australian shepherd named Caspian.” Schaeffer patterns his approach to leadership, in part, after popular team management author Patrick Lencioni, including lessons from his book “The Five Dysfunctions of a Team.” “I’ve been in organizations that culturally struggle to express healthy disagreements and want to lean more into ‘artificial harmony.’ So, I find myself pushing to create trust and the space to lean into conversations with healthy conflict,” he says. “I love how Lencioni states that healthy conflict based in trust is simply the search for the best solution – conflict without trust is politics.” “To do this, it’s important for me to be vulnerable and ask good questions. If you want to build trust, it is also critical that others are not simply seen or treated as a ‘means to an end’ to accomplish tasks,” he adds. Of course, family also helped forge his leadership style. “I think one of my favorite traits in a leader is curiosity. My father was always curious and never lost his boyish wonder at the world and how things work,” Schaeffer says. “Curiosity fuels innovation and learning and promotes listening to other viewpoints and ideas.” Professional mentors and colleagues have also helped shape Schaeffer’s approach to leadership. “Greg Anderson was the first CPA partner who hired me and gave me the advice that I should work on ‘being more persuadable’ – which was a very kind way to coach me to listen better to the good ideas of other people. He also showed that leadership was not about controlling the discussion but was more about modeling the organizational culture and helping others succeed,” Schaeffer shares. “Barney Hebert was another colleague in that CPA firm who advocated heavily for me to have speaking and networking opportunities that helped advance my career. He demonstrated to me the importance of advocating for others when you are in a position of leadership.” “I also have been privileged to have several close friends who are ministers, and they have been friends, mentors and counselors to me over the years,” he adds. “I would not be the person I am today without their friendship and help and love along the way.” Just as others invested in his professional development, Schaeffer believes in paying it forward by mentoring others and giving back through volunteer service. For Schaeffer, leadership ultimately comes down to people – the colleagues he works alongside, the professionals he mentors and the community his organization serves. That connection gives his work as CEO added meaning. “I love that I can tie my day-to-day work to an organizational mission that helps the people in my community,” he says. “I also have a tremendous team (board of radiologists and support staff) that I truly enjoy being around.” •

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SCHAEFFER SMITH, MPH, CPA CEO of Comprehensive Radiology Services 1. What is the last book you read? I recently finished “Theo of Golden” by Allen Levi. 2. Favorite movie? “Finding Nemo” (Just keep swimming…) 3. What is something most of your co-workers don’t know about you? I was in a garage band in high school with Nashville recording artist Ruelle. 4. What is one thing you do every morning to start your day? I’m not a morning person, so one of the most important things I do is schedule the following morning’s goals and tasks at the end of the day. 5. Best advice you ever received? “The best way to demonstrate your knowledge is to ask good questions,” and “It’s OK to say ‘no’ to good things.” 6. Who has had the biggest influence on your life? My wife and my mother. Without those two strong women, who knows where I would be today. 7. What would your superpower be? I love photographing birds and butterflies, so the superpower of flight sounds appealing. 8. What is your perfect meal? The Gyro Plate at Petra – a restaurant in my hometown of Hattiesburg, Mississippi. You can find me with a group of friends there most Tuesdays.

ICEMAGAZINE

SPOTLIGHT

Off Clock THE

MICHELLE COUSINO, BAS, CRA, RT(R), RADIOLOGY MANAGER, UH ELYRIA MEDICAL CENTER BY MATT SKOUFALOS

s the radiology manager at the UH Elyria Medical Center in Elyria, Ohio, Michelle Cousino has always juggled the responsibilities of her role with the focus and perseverance of a competitive athlete.

But for the past seven years, she’s also experienced the highs and lows of training like one in her personal quest to complete an Ironman triathlon, the endurance race comprising a 2.4-mile swim, 112-mile bicycle race and 26.2-mile run, completed in sequence on a single day. Setting aside the intense physical demands of such a contest, the science of maintaining the caloric load required to approach it, and the months of training prior to running the race, every Ironman is held in varying environments across the planet, meaning no two courses are exactly alike. In 2019, Michelle began training for a June 2020 Ironman in Ireland, which was pushed back to 2021 during the novel coronavirus (COVID-19) pandemic, and then rescheduled a second time after the country hadn’t yet gotten its COVID-19 vaccines distributed. In the interim, Michelle signed up for Ironman Cozumel, but was sidelined for four months with a strained Achilles tendon. She rehabbed that injury in time for the rescheduled Ironman in August 2022, but the course proved to be too much for her on the day. Michelle completed the 2.4-mile swim in Youghal Bay, but was only able to ride 80 miles on her bicycle before the afternoon cutoff for her stage. “The swim was a lot harder than I thought,” Michelle said. “The currents were a lot harder than what they told us. I was

ICEMAGAZINE | NOVEMBER 2026

having a lot of problems with my nutrition and cramps, and I wasn’t properly prepared for that [bicycle] course.” “Ireland’s hills were no joke,” she said. “The elevation and the bumpy roads were terrible; they did a lot to your hands and triceps. You’re jamming the brakes, trying not to fly over the handlebars to make the turn, and then you’re climbing again.” “So I cheered for friends and family doing the race, and then we enjoyed our trip in Ireland,” she added. No Ironman course is easy, and Michelle was disappointed at having failed to complete the race, but just making it to the event meant she’d outlasted five other friends and family alongside whom she had planned to compete. By the time of the race, their party of nine had been whittled down to just four. “It was very emotional,” Michelle said. “The goal of wanting to complete an Ironman never really left me.” Back home, Michelle hired a triathlon coach and started training again. About two months into her efforts, she was slowed by a shocking pain that radiated down her face and neck. Michelle traced that sensation to having gotten kicked in the face during the swim portion of a prior half-Ironman race in which she’d participated a month before leaving for Ireland. She spent the better part of three years trying to break out of a cycle of pain before she could even consider attempting another race. “I saw so many doctors and had so many tests, but they couldn’t tell me what it was, what caused it and how to fix it,” Michelle said. In that time, she underwent multiple MRIs, face EMGs and

ADVANCING THE IMAGING PROFESSIONAL

Michelle Cousino is on a mission to complete an Ironman triathlon and join family members who have already conquered the demanding activity. a jaw surgery. She gained weight from steroid treatments intended to resolve her pain and the periods of inactivity. Even her attempts to fix the issue fell short: acupuncture, massage, red light therapy and physio-shock therapy — none of them accelerated the course of her recovery. “It was more just letting it take its course and recover itself, which was hard to do when I had things I wanted to do,” she said. “I still manage it daily with some exercises, but I know my triggers now.” Once Michelle had learned how to manage the limitations of her discomfort, she registered for Ironman Barcelona in October 2026. After a year in training — this time, with a nutritionist and not a triathlon coach — Michelle dropped 53 pounds, making her some 15 to 18 pounds lighter than when she’d attempted the Ireland race four years ago. She was supported in her efforts by a boss at UH Elyria Medical Center who afforded her a flexible work schedule to accommodate getting outside to swim in Lake Erie, ride the roads and run on good-weather days. Michelle worked out once or twice a day, six days a week, and found herself declining social invitations that interfered with her routine. “People sometimes don’t understand why, but from the beginning, you’re building on everything you do,” Michelle said. “It’s continuous and constant; staying steady, and making sure you hit each of those workouts, because they all matter for the whole big picture of it.” In late September 2026, she was feeling much stronger than during her 2022 attempt. Michelle is encouraged by the flatter bicycle course in Spain, and optimistic that the Mediterranean Sea will be kinder to her than the waters off County Cork (which, sadly, claimed the lives of two swimmers on the same course in Ireland a year after she’d attempted it). “I’m not nervous like I was the first time,” she said, “just figuring out logistics. Planning has been the whole journey.” More than anything, Michelle is anticipating a break from training and the stranglehold it’s had on her mind and her time. Juggling work and family responsibilities can be daunting for people even before mixing in twice-daily workouts.

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Completing the event will give her a reprieve from the singular mental and physical focus required to approach it. “The race is on your mind every minute of the day,” Michelle said, “what you’re eating, how you’re sleeping, if you’re sleeping enough. [It’s about the] satisfaction of completing a goal that I had set in 2019.” The victory that comes with finishing the event will be all the sweeter when Michelle can add her name to the list of Ironman finishers in the family. Her husband, Mike, has started four and completed three of the races; her son, William, joined his father for one at 18, and a year after that, Michelle’s niece Victoria completed her first of eight. The entire family has participated in a triathlon club in their Cleveland home for years, but Michelle always took a back seat to her son’s and husband’s participation in the races. She’s ready for her own moment in the spotlight. “I get pretty emotional when I think about the finish,” Michelle said. “The finish chute is a long, red carpet lined with spectators, and you run down that carpet and up a little ramp, through an archway. As you finish, they say your name, and ‘You are an Ironman!’ ” “There’s going to be a couple thousand people doing it at the same time, but I’m not competing against them; I’m competing against me and that time clock,” she said. There’s another person who’ll be in her head when she crosses the finish line, too: her late sister, who died in 2019 at the age of 47. Completing an Ironman has been Michelle’s horizon goal since then, an achievement kept just out of reach while she battled her own health challenges. “I thought a lot about her and the life she wasn’t going to have and the things she was never going to experience,” Michelle said. “I took control of my body again with the help of my nutrition coach. It’s been an amazing decision. I’m healthier now than I was over the last 15 years.” “I never thought I could do it,” she said. “I challenged myself to do something that scared me.” “I’m not doing it for anybody but me.” •

ICEMAGAZINE

SPOTLIGHT

Corporate Profile PET/CT SERVICE BUILT FOR THE THERANOSTICS ERA

mageOne Medical Group grew out of a partnership between two people who came to medical imaging from very different directions. Jeremy Hesser began his career with the U.S. Air Force, specializing in radar repair. Over the next 20 years, he worked for various OEMs and developed into one of the nation’s top PET/CT engineers.

Ric Arcadi came into the industry in the late 1990s from the equipment financing side of the business. When the two met, they formed ImageOne with a clear goal – build a selfperforming, service-oriented diagnostic imaging company focused on the customer. Today, ImageOne provides Siemens PET/CT service, repair and equipment sales and is a national leader in building customized mobile PET/CT trailers. The company deliberately staked its future on PET/CT as theranostics reshapes molecular imaging, and its service portfolio has grown 50% year over year. From a South Florida facility set in an airstrip park, complete with a farm next door, the team is pursuing an ambitious five-year plan while holding on to what Arcadi calls “a very family atmosphere.” ICE Magazine recently interviewed ImageOne founder and CEO Ric Arcadi about the company’s start, its services and goals for the future. Q: WHAT IS THE MISSION AND VISION OF YOUR COMPANY? ARCADI: The mission and vision of the company are to create a self-performing, service-oriented diagnostic 16

ICEMAGAZINE | NOVEMBER 2026

imaging company. We’re looking to scale our company in a way that allows us to deliver results that our clients are very happy with. Q: WHAT ARE THE COMPANY’S CORE SERVICES AND PRODUCTS? ARCADI: Our core services and products are Siemens PET/CT service, repair and equipment sales. We are also a national leader in building customized mobile PET/CT trailers. Q: WHAT MAKES IMAGEONE UNIQUE OR ESSENTIAL IN TODAY’S MARKET? ARCADI: In the field of molecular imaging, PET/CT is at the forefront of the theranostics imaging evolution. We were intentional about positioning ourselves strongly in this modality to bring a high level of service to this everexpanding form of treatment. Q: CAN YOU SHARE SOME RECENT MILESTONES OR ACHIEVEMENTS? ARCADI: We have seen year-over-year growth of our service portfolio of 50% per year. We are also pleased with the joint ventures and partnerships we’re forming with industry leaders to stay at the top of our field. Q: WHO ARE THE KEY FIGURES LEADING YOUR COMPANY? ARCADI: Jeremy Hesser is regarded as the top Siemens

ADVANCING THE IMAGING PROFESSIONAL

SPONSORED CONTENT

PET/CT engineer in the United States in the third-party arena. He helps other engineers throughout the nation solve high-level problems. Tuesday Slomovitz is our Gold Star operations manager. As a former synchronized swimmer for the 2000 U.S. Olympic team, she brings a work ethic and commitment to detail that go above and beyond. Q: WHAT DIFFERENTIATES IMAGEONE FROM COMPETITORS IN YOUR INDUSTRY? ARCADI: It might sound clichéd, but it truly is a commitment to high-level customer service. Many companies in our industry scale too quickly and too big, eventually getting bought out by private equity, and the customer experience is generally watered down and weakened in the process. We have remained committed to keeping customers happy, which delivers a great patient experience. At the same time, we are retaining a high quality of life and enjoyment at ImageOne. It’s a very family atmosphere. We all get along, and there are a lot of laughs. Q: HOW HAS THE COMPANY ADAPTED TO INDUSTRY TRENDS? ARCADI: We were forward-thinking four years ago when we positioned ourselves to support and service the theranostics growth that’s happening now. We’re also taking steps to stay plugged in to equipment supply channels as the world goes through ups and downs with transportation and tariff issues. Q: WHAT ARE YOUR PLANS FOR THE COMPANY’S FUTURE? ARCADI: Our plan is to continue to grow brick by brick, focusing on each transaction, each client and each client relationship to ensure we have the proper engineers, parts inventory and manpower to handle things properly. Q: WHAT GOALS ARE YOU FOCUSED ON ACHIEVING IN THE NEXT FIVE TO 10 YEARS? ARCADI: Our goal in the next five years is to be servicing 400 assets on multiyear service contracts and to have built

RIC ARCADI THEICECOMMUNITY.COM

JEREMY HESSER

ImageOne operations manager Karen Hartley is among the employees who enjoy soaking up some sunshine and feeding livestock on the farm next to their building. The ability to interact with nature and have fun watching and feeding donkeys is just one example of the family atmosphere team members enjoy.

ICEMAGAZINE

SPOTLIGHT

and deployed 75 mobile PET/CT trailers with cutting-edge equipment, including the road management system we’ve built called Ion Sphere. Q: WHAT DO YOU WISH MORE PEOPLE KNEW ABOUT IMAGEONE? ARCADI: If there’s one thing I wish more people understood, it’s the extraordinary potential of theranostics and the impact it will have on the future of patient care. As awareness and adoption continue to grow, so will the opportunities to collaborate with forward-thinking healthcare operators bringing theranostics to patients across oncology, neurology and beyond. At ImageOne, we’re excited to be part of that future – helping build the infrastructure, technology and strategic partnerships needed to support the continued growth of theranostics and the next generation of precision medicine. Q: WHAT’S ONE SURPRISING OR FUN FACT ABOUT YOUR COMPANY THAT READERS MIGHT NOT KNOW? ARCADI: We’re serious about where this industry is going. We just don’t believe you have to be serious every minute of the day to help lead it there. At ImageOne, we’ve built a team and a culture that are a little different – and we’re proud of that. Five military veterans are part of our ranks, bringing the discipline, leadership and sense of mission that come from serving our country. Two of our field service engineers also happen to be accomplished chefs, which means the same people who can troubleshoot some of the most sophisticated imaging

ICEMAGAZINE | NOVEMBER 2026

technology in the world can also make an incredible meal. And then there’s our South Florida headquarters. Our facility sits in an airpark surrounded by acres of land, with a massive warehouse, an airstrip right outside our doors and, somewhat unexpectedly, a farm complete with cows and donkeys. Yes, cows and donkeys. Every now and then, you’ll find our team outside feeding them, filming them, laughing and enjoying a few minutes away from the intensity of the medical imaging world. It’s become part of who we are and a surprisingly effective stressmanagement program. But behind the fun is something very intentional. We’re building a company designed for where medical imaging and theranostics are headed next. We’re bringing together experienced engineers, veterans, builders, problemsolvers and some genuinely interesting people under one roof, with the facilities, technical capabilities and entrepreneurial mindset to tackle challenges differently. We work hard. We take care of our customers. We take our mission seriously. We just happen to have an airstrip, a couple of chefs, five veterans … and some cows and donkeys along for the ride. The future of this industry is going to require companies willing to think differently, move quickly and build things that haven’t been built before. That’s exactly the kind of company we’re building at ImageOne. • For more information, visit image1group.com.

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SPOTLIGHT

GUIDE TO RSNA

RSNA 2026 Puts Radiology ‘At the Center of Care’ The 112th Scientific Assembly and Annual Meeting returns to Chicago Nov. 29-Dec. 3 with leadership-focused plenaries, a first-ever hackathon & a new hub for startups

very patient journey runs through imaging at some point – the screening that catches a cancer early, the scan that guides a procedure, the follow-up that confirms a treatment worked. That reality is the organizing idea behind RSNA 2026: At the Center of Care, the Radiological Society of North America’s 112th Scientific Assembly and Annual Meeting, set for Nov. 29 through Dec. 3 at McCormick Place in Chicago.

The theme explores the central role radiologists and imaging scientists play in delivering better patient care, and it runs through this year’s program, from the opening session to the exhibit floor. Technical exhibits will be open Nov. 29 through Dec. 2. For the radiologists, physicists, technologists, imaging and IT leaders, and industry partners who make the trip each year, the meeting remains the field’s largest single gathering for research, education and emerging technology. “It is the largest and most important meeting that we have in radiology,” says Vinay Prabhu, MD, MS, vice chair of RSNA’s Annual Meeting Program Planning Committee (AMPPC). “There is something for everyone.” PLENARIES FRAME RADIOLOGY’S EXPANDING ROLE The meeting opens Sunday, Nov. 29, at 4 p.m. CT in the Arie Crown Theater. RSNA President Jeffrey S. Klein, MD, a consultant in the Department of Radiology at the VA White River Junction Healthcare System, will deliver the President’s Address on radiology’s essential role in advancing patient care, population health and medical innovation.

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“Radiologists and imaging scientists have always embraced new technology and worked to innovate on the imaging approach to disease, often working in interdisciplinary research teams and with industry to provide incremental improvements in the delivery of care,” Klein says. The opening keynote follows. Jonathan S. Lewin, MD, professor of radiology, biomedical engineering, neurosurgery and health policy and management at Emory School of Medicine, will present “Seeing Beyond the Image: Leadership Lessons from the Reading Room to the Boardroom.” Lewin will examine how radiology’s core competencies position radiologists to lead organizations through complexity and change. The plenary program continues through the week. Some sessions of note include: • Monday, Nov. 30, 11-11:45 a.m.: Gwendolyn M. Bryant-Smith, MD, FACR, professor of radiology and chief of the Division of Breast Imaging at the University of Arkansas for Medical Sciences, presents “Breast Radiology at the Center of Care: Advancing Patient-Centered Innovation, Collaboration, and Community Impact.” • Tuesday, Dec. 1, 11 a.m.-noon: Mark P. Bernstein, MD, a trauma and emergency radiologist at Boston University School of Medicine/Boston Medical Center, presents “Mass Casualty Incidents: The Role of Radiology.” • Tuesday, Dec. 1, 1:30-2:30 p.m.: Janice M. Newsome, MD, FSIR, professor of radiology and imaging sciences at Emory University School of Medicine, presents “From Pixels to People: Humanism, Equity, and AI in Interventional Radiology.” Several sessions add a competitive edge. • On Monday afternoon, moderator Amy K. Patel, MD, ADVANCING THE IMAGING PROFESSIONAL

Nov. 29 – Dec. 3

leads the Image Interpretation Session, where five imaging experts work through unknown cases across multiple subspecialties. • On Wednesday, “It’s Complicated: Post-Treatment Cases” puts two teams of four internationally recognized radiologists head to head in a game show format, moderated by Ghaneh Fananapazir, MD, and Jessica G. Fried, MD. The Tuesday RSNA/AAPM Symposium highlights the physicist-physician partnership that makes new imaging technology clinically useful. “From Concept to Clinic: How Physicist + Physician Collaboration Creates Value and Opportunities for Musculoskeletal Radiology” is moderated by Lifeng Yu, PhD, with speakers Jeffrey H. Siewerdsen, PhD; John A. Carrino, MD, MPH; and Grace J. Gang, PhD. INNOVATION ON THE FLOOR AND BEYOND New this year, RSNA is launching its inaugural “hackathon.” Imaging professionals will bring AI coding agents such as Claude, Codex, Copilot or Gemini and build working prototypes that address real-world imaging challenges. Winners will be recognized at an awards ceremony during the meeting. The exhibit floor adds a new Innovation Park & Startup Showcase, a hub for emerging technologies where founders can connect with attendees and present their breakthroughs. Innovation Theater presentations round out the startup programming, aimed at members who are entrepreneurs, investors or innovation leaders. Across the North and South exhibit halls, the RSNA Road Trip invites attendees to pause between booths with dogs to pet, golf swing practice, relaxation areas, innovation discussions and sustainability education. WHY ATTENDEES KEEP COMING BACK For many, the people matter as much as the program. Vivek Kalia, MD, MPH, MS, chair and medical director of radiology at Scottish Rite for Children in Dallas, has attended for nearly 20 years, starting in medical school. “It’s one of the most wonderful places to actually meet people who are your role models,” he says, calling the meeting “a great ‘leveler’ for people.” Katja Pinker, MD, Ph.D., professor of radiology and division chief of breast imaging at Columbia University Irving Medical Center, sees particular value for the next generation. “For younger faculty, residents and trainees, this is where they actually can meet the people they are learning from,” says Pinker, who chairs the AMPPC Breast Imaging Subcommittee. Prabhu, who also chairs the AMPPC Noninterpretive Skills & Practice Management Subcommittee, points to the meeting’s reach. “The networking is on a scale unlike any other radiology conference,” he says, adding that the THEICECOMMUNITY.COM

program features “the most cutting-edge and hottest topics out there.” Veterans agree that the key is planning rather than trying to do everything. Residents may focus on fundamentals and board review, while experienced attendees seek out specialized scientific sessions. “Learning to navigate the agenda, site and activities effectively and productively is a skill,” Kalia says. “You design the meeting however you want it to be. It’s like visiting New York City.” PLAN AHEAD Attendees can preview the program and build their schedules in Meeting Central. An on-demand orientation webinar, “Navigate RSNA 2026 with Confidence,” will be available in early November, covering transportation, arrival, venue navigation and Meeting Central tutorials. Hotel reservations through onPeak, RSNA’s certified travel partner, offer savings of up to 30% at 60 preferred hotels, plus complimentary shuttle service and Metra train tickets to McCormick Place. The housing deadline is Nov. 11. Off-hours events return as well. The RSNA 5K Fun Run, sponsored by Optum and benefiting the RSNA Research & Education Foundation, starts at 7 a.m. Tuesday, Dec. 1, on the Chicago lakefront ($40 in advance through Nov. 28 at 5 p.m. CT; $50 onsite). RSNA After Dark takes over TAO Chicago in River North on Wednesday, Dec. 2, from 9 p.m. to midnight; tickets are $95 and the event often sells out. Looking further ahead, RSNA is adjusting its calendar. Beginning in 2027, odd-year meetings will move two weeks earlier so they end before the Thanksgiving holiday. RSNA 2027 is scheduled for Nov. 14-18. • Registration and program details are available at rsna.org/ annual-meeting. ICEMAGAZINE

SPOTLIGHT

ICE Debut

or imaging professionals, finding the right tools to safely and efficiently work around sophisticated equipment can make a significant difference. GL Sciences brings its expertise in analytical instrumentation and accessories to this challenge with technology designed to make gas leak detection quick, accurate and convenient. Among the company’s offerings is the LD249 series of portable, handheld gas leak detectors, which use differences in thermal conductivity to detect a variety of gases. The LD249-B is specifically designed for use in high-magneticfield environments, including MRI settings, making it especially relevant to imaging service professionals. GL Sciences International Marketing Manager Yasuaki Kirihara recently shared more about the company and how it supports imaging departments and imaging centers across the nation. Q: CAN YOU TELL US A LITTLE ABOUT YOUR COMPANY? KIRIHARA: GL Sciences specializes in chromatography consumables, analytical columns and analytical instruments, supporting researchers and laboratories around the world. One of the products developed by applying the precision analytical technologies and expertise we have accumulated over many years is the LD249 Gas Leak Detector. The LD249 was originally developed for highly sensitive detection of small gas leaks in chromatography systems. Today, it is also widely used and trusted as an effective tool for detecting minute leaks in a variety of instruments and systems that use helium. Q: HOW DOES YOUR COMPANY STAND OUT IN THE IMAGING SPACE? KIRIHARA: Although our roots are in analytical chemistry, we are also contributing to the medical imaging field through the LD249 by applying the high levels of precision and sensitivity we have developed for analytical laboratory applications. Helium is an essential and costly resource for MRI sys22

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tems, making early and accurate leak detection extremely important. A key advantage of the LD249 is that it provides laboratory-grade helium detection sensitivity in a compact, portable and easy-to-use handheld device. This enables field service engineers to quickly and accurately identify very small helium leaks and take action before they result in significant helium loss or extended equipment downtime. Q: WHAT IS ON THE HORIZON FOR YOUR COMPANY? DO YOU HAVE ANY GOALS YOU WOULD LIKE TO ACHIEVE IN THE NEAR FUTURE? KIRIHARA: Our goal is to leverage the sensing and analytical technologies we have developed over the years and expand their applications into a wide range of industries, including the medical imaging field. By enabling early detection of gas leaks in various types of equipment and systems, we aim to contribute to improved operational reliability and greater efficiency across multiple industries. Q: IS THERE ANYTHING ELSE YOU WOULD LIKE ICE MAGAZINE READERS TO KNOW? KIRIHARA: With ongoing challenges in helium supply and rising costs, early detection of helium leaks and prevention of helium loss are becoming increasingly important for MRI operations. The LD249 was developed based on the precision manufacturing technologies and rigorous quality control standards that GL Sciences has cultivated in Japan over many years. We look forward to connecting with MRI service engineers and medical imaging professionals and showing how the LD249 can make high-sensitivity helium leak detection both simple and effective. • For more information, visit https://tinyurl.com/yc4xx5u5.

ADVANCING THE IMAGING PROFESSIONAL

NEWS

Imaging News

A LOOK AT WHAT’S CHANGING IN THE IMAGING INDUSTRY

ALTHEA US INC. ANNOUNCES REBRAND TO ALLY TECHNICAL Althea US Inc., a leading provider of solutions, service and training for all major medical technology equipment manufacturers and modalities, has rebranded as Ally Technical and received an investment from FFL Partners, a private equity firm focused on growth investments. Financial terms were not disclosed. “Our rebranding to Ally Technical is an exciting new chapter in our history, reflecting our strategic positioning as a newly independent, industry-leading company that provides a unique integrated services and parts approach to meeting our customers’ comprehensive healthcare technology management challenges, so that they can focus on providing better healthcare for their patients,” said Dan Siler, CEO of Ally Technical. “We’re thrilled to partner with FFL, a firm known for its depth of healthcare business-building experience that will enable us to pursue new growth opportunities, both organically and through strategic M&A. As Ally Technical, our highly skilled technicians are still committed to delivering the same excellent, customer-minded approach that our customers have come to expect.” Headquartered in Nashville, Tennessee, Ally Technical combines nationwide field service with extensive in-house technical capabilities, including system and parts testing, board-level repair, depot repair, replacement parts and technical training. Built on a proven legacy of expertise in contrast injectors, Ally Technical is applying that same technical knowledge, infrastructure and service-driven approach to a broader range of medical devices. “Healthcare providers are increasingly turning to experienced independent service organizations (ISOs) for mission-critical maintenance, service and parts support to

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improve cost efficiency. As a preferred servicing partner, Ally Technical is well positioned to capitalize on this trend as more healthcare organizations partner with ISOs,” said Karen Winterhof, partner at FFL. “Alongside CEO Dan Siler and his talented team, we have identified meaningful growth opportunities where FFL can help Ally Technical scale organically and through acquisitions, expand into new modalities and enter high-growth markets with significant white space.” Ally Technical’s best-in-class technicians provide comprehensive, on-site support for a large installed base of contrast injectors and diagnostic imaging equipment. Its services include high-quality medical parts, preventive maintenance, repairs and servicing for all major manufacturers. Beyond service and repair, Ally Technical provides capital equipment sales and installation, PM/service kits, comprehensive technical training and technical support across a wide range of medical devices — delivering reliable solutions throughout the equipment life cycle. FFL’s investment in Ally Technical is another successful outcome from the firm’s proprietary Sector Exploration and Expertise Development (SEED) sourcing and value creation strategy. For more information, visit allytechnical.com or the company’s LinkedIn page.

ICEMAGAZINE

NEWS

IN MEMORIAM PHILIP F. JACOBUS

Philip “Phil” F. Jacobus, founder and CEO of DOTmed. com and publisher of HealthCare Business News, as well as president of Owen Kane Holdings Inc., died unexpectedly on Sunday, Aug. 23, at the age of 72. MD Publishing President John Krieg is among thousands of individuals shocked by the news. “Phil has been a real force in our industry since I started 30 years ago. His entrepreneurial spirit and vision set the tone for the field and were groundbreaking in many ways,” Krieg shared. “I always enjoyed our conversations about the industry. He left an indelible mark, was truly one of a kind, and will be sorely missed.” Philip was born and raised in Kane, a town in the Allegheny Mountains of Pennsylvania. He graduated from Kane High School in 1972 and earned his bachelor’s degree at the University of Pittsburgh. His ambitions were as large as his hometown was small, and upon graduating, he went to New York City. Even that metropolis was too constricting to contain his ideas, so he went to China with his first foray into medical equipment technology, heading the China Business Development Group (CBDG). Doing business there was complex and, for 1977, still very unorthodox. But people there recognized his sincerity, which came across in any language, and CBDG was a success. It’s hard to picture now, but Phil sold China its first MRI system, according to his official obituary. “That set a pattern, and he would later bring the same earnest goodwill to his business dealings around the world, including Russia, where he similarly helped build the country’s very first proton therapy system in St. Petersburg through his investment company, Owen Kane Holdings,” the obituary adds. “By that time he’d built a new company in a pioneering realm, where business done online and in the real world meshed seamlessly. This was DOTmed.com. It was the turn of the century and the ‘dot com boom’ occupied everyone’s thinking. People were beginning to get used to hearing the term ‘dot-thisor-that,’ and so he and his colleague devised the name DOTmed.com, which could be so easily remembered because it fused the company’s concept with its means of access. But what isn’t known about that name is

ICEMAGAZINE | NOVEMBER 2026

that Phil’s mother had passed away shortly before the company was born. Her name was Dorothy, but people knew her as Dot. And so, DOTmed was also meant to honor her memory,” it continues. “Philip was such a warm, loving, and special person, and we feel blessed to have known him. We will always cherish the beautiful memories and the love and affection he had for all of us,” Ajay and Usha Goel wrote in an online guestbook accompanying the obituary. “My sympathy is with Barbara and family. Growing up in the same neighborhood in Kane I will always remember Philip as a very interesting, kind and caring person. A big thanks goes out to what he did in the medical field!” wrote Ann Holmes Chapman. IAMERS President Diana Upton shared that Phil was a founding member of IAMERS. She said he had a wealth of knowledge. “In addition to being a dear friend, Phil was a great supporter of IAMERS. He was a contributing member who came to most of the IAMERS meetings. He had great knowledge of our industry both domestically and internationally,” Upton shared via email. The family asked that expressions of sympathy be made in the form of contributions to a scholarship in Phil’s name. Those wishing to contribute to the Philip F. Jacobus Memorial Fund can visit https://tinyurl. com/3962mbr2.

ADVANCING THE IMAGING PROFESSIONAL

$43.6 MILLION MOLECULAR IMAGING PROJECT COMPLETED Siemens Healthineers Molecular Imaging has completed a $43.6 million construction and renovation project at its PET (positron emission tomography) Detector Center in Rockford, Tennessee. The project added 40,000 square feet to the 97,000-square-foot campus and renovated an existing 7,500 square feet of space. The Rockford campus is the sole manufacturing site worldwide of the PET detectors that are the cornerstone of Siemens Healthineers PET/computed tomography (PET/CT) scanners. The building project will enable Siemens Healthineers Molecular Imaging to expand production capacity for its PET detector technology to accommodate increasing customer demand. This growing demand is being driven by the expanding clinical use of radiopharmaceuticals in theranostic approaches to cancer care, in neurology applications such as Alzheimer’s disease evaluation, and in cardiac imaging. The boost in PET detector production will also support the launch of new PET/CT product lines in the U.S. and internationally. PET detectors capture gamma rays that are emitted when a patient is injected with a radiopharmaceutical. PET/CT scanners translate these captured gamma-ray signals into images that help clinicians measure metabolic activity and visualize various forms of disease, including cardiac disease, Alzheimer’s disease and many forms of cancer. Rockford’s PET Detector Center consists of two buildings on Dunavant Drive and one facility on Stock Creek Boulevard. The construction and renovation project centered on the Dunavant Drive section of the campus and includes: an additional 36,000 square feet of dedicated manufacturing space; renovation of a 7,500-square-foot section of the 26,000-square-foot PET detector manufacturing and engineering facility to increase production capacity; and a 4,000-squarefoot expansion of the 21,000-square-foot research and development (R&D) facility. The 50,000-square-foot crystal-manufacturing facility on Stock Creek Boulevard was not part of the project. The new construction and renovations are expected to bring over 90 new manufacturing, R&D and management positions to the Rockford area over five years. Currently, more than 200 people are employed on the Rockford campus. Siemens Healthineers received a $930,000 FastTrack

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Economic Development Grant from the Tennessee Department of Economic and Community Development for the project. The state grant can be used to help offset expenses that include property acquisition, new construction and building retrofitting. “This ambitious expansion and renovation of our Rockford PET Detector Center demonstrates our ongoing commitment to being global leaders in PET/ CT technology,” said James Williams, head of Siemens Healthineers Molecular Imaging. “This building project significantly increases production capacity and customer access to our PET/CT scanners to meet the rapidly growing worldwide clinical demand for PET/CT imaging. We are grateful to the state of Tennessee for the FastTrack Economic Development Grant that has supported this project, which will bring new jobs to the greater Rockford area.” Sustainability is a key component of the project. Ecofriendly initiatives include the installation of carbonneutral equipment powered by electricity rather than gas, interior LED lighting and 12 charging stations for electric automobiles. Siemens Healthineers worked closely with the Tennessee Valley Authority, the largest public power provider in the United States, to ensure the energy efficiency of the campus. •

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WEBINAR EXPLORES PASSIONATE, EFFECTIVE LEADERSHIP STAFF REPORT

ffective leadership requires more than a title. It calls for self-reflection, strong relationships, a willingness to embrace opportunities and an ongoing commitment to helping others succeed.

Those themes were at the center of the recent ICE webinar, “Reflections & Perspectives on Passionate and Effective Leadership,” presented by Jason Newmark, executive director of the Association for Medical Imaging Management (AHRA). Drawing on experiences from his own career, Newmark shared lessons that have shaped his approach to leadership and encouraged medical imaging professionals to take ownership of their leadership journeys. His presentation highlighted the importance of stepping outside one’s comfort zone, seeking strong mentors, building meaningful relationships and remaining open to opportunities that may lead in unexpected directions. Newmark also emphasized that leadership is an ongoing process of learning and self-reflection. Rather than relying on a single management philosophy, leaders can benefit from considering different perspectives, recognizing the strengths of those around them and continually evaluating how their actions affect their teams and organizations. The message resonated with webinar attendees, who identified several ways they could apply Newmark’s insights in their own roles. “It gave me some useful tips – I loved the reminder to remove ‘they’ from our vocabulary,” said Lisa Walling, director at Oklahoma City Indian Clinic. Ivan Tancioco, senior enlisted advisor at Tripler Army Medical Center, said the session provided “additional insights into leadership perspectives.” For Kayla Sharpe, imaging manager at Sierra Vista Hospital, the webinar offered practical ideas for approaching leadership challenges differently. “This webinar will help me approach leadership situations from different perspectives and consider viewpoints that can sometimes be easily overlooked,” Sharpe said. “It provided valuable insight into how taking a broader perspective can improve communication, decision-making and how I support my team.” Carmen Geerlings, corporate compliance officer at Wake

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Radiology UNC Health Rex, highlighted the webinar’s message about being willing to pursue new possibilities, saying the presentation offered “lots of great information about taking the next opportunity.” Jeffrey Kennelly, director of imaging at Ridgecrest Regional Hospital, said the session reinforced the importance of focusing leadership efforts on others. “It’ll help remind me to focus on helping others and to use others’ strengths to achieve goals for the betterment of the entire organization as well as personal and professional goals,” Kennelly said. Attendees also praised Newmark’s presentation style and ability to connect his experiences to real-world leadership. One attendee said, “I love learning and listening to other perspectives on leading and managing. Jason was wonderful, and I’m glad he has landed at AHRA!” Another described Newmark as informative, personable and an effective speaker whose leadership lessons could be put to use every day. The webinar reflected a central message for imaging professionals at every stage of their careers: Leadership development does not end with a promotion or new title. By remaining open to new experiences, learning from mentors and colleagues, building relationships and regularly reflecting on their own performance, leaders can continue to grow while helping their teams do the same. ICE Webinars thanks the AHRA for its support of the educational session. Founded in 1973, AHRA provides medical imaging professionals with education, training, insights and a professional community designed to help them grow as health care leaders. Its mission is to educate, develop, mentor and provide resources to medical imaging professionals. More information is available at AHRA.org. As part of the webinar, Nancy Godby, director of radiology at Cabell Huntington Hospital in West Virginia, was selected as the winner of an ICE gym bag. The complete “Reflections & Perspectives on Passionate and Effective Leadership” webinar is available on demand at ICEwebinars.live. • For more information, visit ICEwebinars.live.

ICEMAGAZINE

INSIGHTS

DIRECTOR’S

CIRCLE ARTIFICAL INTELLIGENCE

rtificial intelligence continues to reshape medical imaging, offering new opportunities to improve efficiency, prioritize exams, streamline workflows and support patient care. Yet, as more AI-enabled technologies enter the market, imaging leaders must look beyond the promise of innovation to consider clinical value, integration, return on investment, cybersecurity, staff acceptance and long-term sustainability. Participants in this Director’s Circle are:

• AdventHealth Chief Medical Information Officer (CMIO) for Imaging Reza Forghani, MD, PhD, FACR • University Hospitals (Cleveland, Ohio) Director of Radiology Informatics Beverly Gates, MS, RT, CIIP, CRA, CPHIMS; and • UC Health (Cincinnati, Ohio) System Director of Radiology Jacqui Rose, MBA, CRA, RT(R), FAHRA. Q: HOW IS YOUR ORGANIZATION CURRENTLY USING ARTIFICIAL INTELLIGENCE IN MEDICAL IMAGING, AND WHICH APPLICATIONS HAVE PROVIDED THE MOST NOTICEABLE BENEFITS TO YOUR DEPARTMENT? FORGHANI: We are using AI across two broad areas: clinical and diagnostic support and operational optimization. On the clinical side, we use AI triage tools that identify and prioritize studies with potentially critical findings, helping ensure that these cases are interpreted promptly. This addresses an important patient-safety and operational challenge, particularly amid ongoing radiologist workforce shortages and rising imaging volumes. Many of these tools also function as a “second reader,” augmenting the radiologist’s interpretation and helping reduce potentially important missed findings. We also use more specialized computer-assisted diagnostic applications, including AI for mammography, as well as tools for advanced image processing and quantitative analysis. Operationally, we use

ICEMAGAZINE | NOVEMBER 2026

intelligent worklist orchestration to help ensure studies are assigned and interpreted based on factors such as clinical priority and radiologist subspecialty expertise. For a large, complex health system, this capability can have substantial impact by improving how imaging volumes are distributed, ensuring that the right study goes to the right radiologist at the right time, and promoting a more balanced and equitable distribution of workload – an important contributor to radiologist satisfaction. We are also seeing positive efficiency gains from AI-assisted reporting and documentation tools. Examples include generating a draft impression from findings dictated by the radiologist and using AI to summarize relevant information from the patient’s chart. These capabilities can reduce repetitive work and allow radiologists to focus more of their time and attention on image interpretation and high-level clinical decision-making. These are just a few examples. Our use of AI extends across many additional clinical and operational areas, including administrative workflows and revenue cycle management, and continues to expand as the technology matures. GATES: University Hospitals’ Radiology Department is leveraging AI across several imaging workflows, including actionable findings detection, workflow prioritization and image processing. The most significant benefits have been faster identification of follow-up recommendations, improved radiologist efficiency through exam prioritization and enhanced technologist efficiency with image post-processing. Collectively, these improvements support more timely care delivery and improved patient outcomes. Every AI application we have adopted has provided measurable value, whether through workflow optimization, clinical support or enhanced patient care. ROSE: Currently, we use some basic AI functionality with equipment for positioning and patient access in ADVANCING THE IMAGING PROFESSIONAL

REZA FORGHANI ADVENTHEALTH

BEVERLY GATES UNIVERSITY HOSPITALS

EPIC, and our radiologists use an impression generating system for reporting. We have multiple processes and systems in the planning phase for implementation very soon via EPIC and other vendors to assist in efficiency and accuracy. In our leadership work, we use AI to assist in preparing for meetings, organizing email and creating spreadsheets and presentations. Q: WHEN EVALUATING A NEW AI SOLUTION FOR IMAGING, WHAT FACTORS ARE MOST IMPORTANT IN DETERMINING WHETHER THE TECHNOLOGY IS WORTH ADOPTING? FORGHANI: When evaluating a new AI solution, I focus on the following key factors. (1) What patient-care or business problem are we trying to solve? We should never bring in technology – including AI – simply for the sake of having the technology. Starting with the problem also helps prioritize needs among the rapidly growing number of available AI solutions. (2) What is the evidence for effectiveness and how mature is the solution? We look at clinical or operational performance, validation and real-world experience. That said, maturity is not an absolute requirement. In some cases, a potentially high-impact technology may justify early adoption or partnership while it is still evolving. (3) Is it a product or simply a gadget? A good model alone is not enough. We need to understand how seamlessly the solution integrates into existing workflows and the broader technology ecosystem. Workflow integration is sometimes underestimated, but ignoring it can undermine even an excellent technology. It is also one of the strongest determinants of whether end users will actually adopt the solution and whether it ultimately delivers value. (4) What is the value, and what are the measurable outcomes? This is an extension of the first point. Before deployment, define what success looks like – better patient outcomes or safety, improved access or turnaround time, greater efficiency, reduced cost, improved clinician experience, or a combination of these. This moves the discussion from “Does the AI work?” to “Does it create meaningful value?” Just as importantly, put mechanisms in place to mea-

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JACQUI ROSE UC HEALTH

sure those outcomes after deployment, so you can confirm that the intended value is being achieved and recognize when the solution or approach needs to be adjusted. (5) Is the solution scalable and sustainable? A solution that works in a pilot or at one hospital may not work across a large health system. Consider technical scalability, ongoing support, monitoring, upgrades, interoperability and total cost of ownership. (6) How will you ensure appropriate governance and trust? Especially for clinical AI, consider safety, regulatory requirements where applicable, cybersecurity and privacy, performance across the intended patient population, and the ability to monitor performance after deployment. Clinicians also need to understand and trust the technology enough to use it effectively, while recognizing its limitations to avoid inappropriate overreliance. GATES: We evaluate AI solutions based on clinical value, workflow integration, measurable outcomes, ease of adoption, scalability, vendor support and return on investment. The technology must address a meaningful clinical or operational challenge, integrate seamlessly into existing workflows and, ultimately, contribute to improved patient care. ROSE: The primary factor is return on investment; how will this make us more efficient and enable greater accuracy and access for our patients. Naturally, we are looking at systems that will work together on the same platform and provide the most quality improvements to our team’s progress. Longevity and experience of the vendor system is critical to our success and creating a relationship ensuring we reduce our risk is vital. Q. HOW HAS AI AFFECTED THE DAY-TO-DAY WORKFLOW OF RADIOLOGISTS, TECHNOLOGISTS AND OTHER IMAGING PROFESSIONALS AT YOUR ORGANIZATION? HAS IT HELPED ADDRESS CHALLENGES SUCH AS INCREASING EXAM VOLUMES, STAFFING SHORTAGES OR TURNAROUND TIMES? FORGHANI: We have seen a clear impact from both clinical and operational AI deployments. AI-enabled triage has

INSIGHTS helped improve turnaround times for exams with critical findings, such as intracranial hemorrhage or pulmonary embolism, by helping ensure that these cases are prioritized appropriately. More broadly, intelligent workflow orchestration helps prioritize urgent and time-sensitive exams across the worklist and route cases to the appropriate radiologist, improving overall workflow efficiency and supporting more timely interpretation. We have also observed an important patient-safety benefit through the “second-reader” effect of AI image analysis tools, which becomes increasingly valuable as growing exam volumes and workforce shortages place greater time pressure on radiologists. We are also seeing efficiency gains from tools such as AI-assisted impression generation, which can streamline the reporting process. While these technologies do not eliminate the underlying workforce shortage, they can help us use our available workforce more effectively. We are now evaluating next-generation technologies that have the potential to deliver an even greater impact on radiologist productivity, workflow efficiency and our ability to manage increasing imaging volumes.

with EPIC to utilize new AI capabilities to enhance our patient care and make both communication and coordination of care easier for providers.

Q. WHAT CHALLENGES HAVE YOU ENCOUNTERED WHEN IMPLEMENTING AI TOOLS, INCLUDING INTEGRATION WITH EXISTING IMAGING SYSTEMS, STAFF TRAINING, WORKFLOW CHANGES, CYBERSECURITY, COST OR GAINING EMPLOYEE ACCEPTANCE? FORGHANI: One of the most important lessons is that you cannot rely on technology alone to solve a problem. No matter how good or mature a solution is, it needs to be adapted to the specific needs and workflows of the practice. Some technologies also introduce substantial workflow changes, so the change-management requirements need to be anticipated from the beginning rather than addressed after deployment. End-user acceptance is paramount and depends on several factors. First, individuals with appropriate clinical and domain expertise need to be involved early to ensure that the right problem is being addressed and the right technology is selected. Workflow GATES: AI has helped streamline integration should be a major part workflows by prioritizing studof that selection process – if a tool ies, reducing manual tasks, and introduces unnecessary friction, it supporting faster clinical decican become a barrier to adoption sion-making. While AI is not a reand ultimately prevent the organiplacement for clinical expertise, zation from realizing its intended it has become a valuable tool for value. managing increasing imaging volCommunication, engagement, Beverly Gates umes, improving turnaround times and training are also critical beand allowing radiologists, technolfore and during launch, although ogists and other imaging profesthe level of effort and resources sionals to focus on higher-value required will vary considerably patient care activities. depending on the technology and the magnitude of workflow change. All of this requires close collaboration ROSE: Our radiologists use an impression generator among clinical teams, IT, operational leaders and other which has improved their report times and enabled them relevant stakeholders. to move through cases more efficiently. We have also There are also broader considerations that should be created a prioritization tool via EPIC to enable the CT and anticipated rather than addressed reactively, including MR teams prioritize the inpatient requests as we have cybersecurity, privacy, regulatory requirements and, where many competing cases that make it difficult for our techrelevant, questions such as malpractice exposure. For nologists to manage the patient schedule. As with many diagnostic AI that is regulated as software as a medical organizations, we have a long backlog of procedures device, clinicians should understand the intended use of waiting to be done and we are addressing this by optithe technology, how it should and should not be used, mizing access. This has increased our volume and created and its potential limitations and pitfalls. Cybersecurity is complications on all downstream processes. These are not non-negotiable, with appropriate security assessment and new challenges, however, must ultimately be addressed as recognized frameworks or certifications, such as HITRUST, they are magnified with more volume. So, we are working forming part of the evaluation and implementation process.

“AI has helped streamline workflows by prioritizing studies, reducing manual tasks, and supporting faster clinical decisionmaking.”

ICEMAGAZINE | NOVEMBER 2026

ADVANCING THE IMAGING PROFESSIONAL

GATES: Successful AI adoption requires strong governance, thoughtful workflow design and active stakeholder engagement. Common challenges include system integration, change management, cybersecurity reviews, demonstrating value and ensuring users understand how AI complements rather than replaces their expertise. We are intentional about ensuring AI tools integrate into existing workflows without introducing additional steps or complexity. For example, because our organization uses EPIC Secure Chat as its standard communication platform, we require AI vendors to disable proprietary messaging tools to avoid fragmented communication channels and reduce the risk of missed clinical notifications. ROSE: We always try to minimize our challenges by practicing inclusion of all stakeholders in the process. This helps with buy-in when they are designing the tool. We are very lucky to have an amazing team of Radiologists, Technologists, IT specialists and referring physicians who are all invested in making the patient, technologist and provider experience the best it can be. This sometimes takes longer for implementation, however, when all work together, the journey is much smoother! 5. WITH A GROWING NUMBER OF AI-ENABLED PRODUCTS AVAILABLE FOR MEDICAL IMAGING, HOW DOES YOUR ORGANIZATION EVALUATE CLINICAL PERFORMANCE, RETURN ON INVESTMENT AND LONG-TERM VALUE BEFORE MAKING A PURCHASE? FORGHANI: Many of these considerations overlap with the earlier questions, but a key principle is that KPIs, expected value and ROI should be defined at the outset, not after a technology has been deployed. This helps both in selecting the right solution and in establishing clear expectations for what success should look like. The specific measures will depend on the problem being addressed and may include turnaround time, productivity, user experience, clinical outcomes, safety, cost avoidance, direct financial return, along with other possible metrics, or a combination of metrics depending on the tool being implemented. These should be assessed after an appropriate period of implementation and stabilization and then monitored periodically to ensure that the expected value is being sustained. For clinical AI in particular, ongoing monitoring is also important to identify potential performance degradation or drift where applicable. Ultimately, purchasing the technology is not the endpoint – the goal is to demonstrate and sustain meaningful value over time. GATES: We use a structured evaluation process that includes clinical validation, workflow assessment, operational impact analysis, financial review, and pilot testing when appropriate. Small-scale pilots are an effective way to validate the use case and measure real-world value before broader deployment. Long-term success depends on demonstrated THEICECOMMUNITY.COM

clinical benefit, sustainable adoption, measurable efficiency gains, and alignment with organizational goals. Engaging key clinical stakeholders throughout the evaluation process is critical to achieving successful outcomes. ROSE: Currently, we are in the initial phases of developing a system and departmental governance model to evaluate clinical performance, return on investment and long-term value along with all aspects of implementation. In the meantime, this is done at a departmental level and reviewed with the broader IT team upon submission for the project design. 6. IS THERE ANYTHING ELSE YOU WOULD THINK TO SHARE WITH ICE READERS REGARDING AI? FORGHANI: I think we have covered the major considerations, but I would leave readers with three principles. Start with the problem, not the technology: be clear about the patient-care or business problem you are trying to solve. Make AI a multidisciplinary effort: involve clinical domain experts, end users, IT and other relevant stakeholders early in the process. And finally, remember that technology alone is rarely the entire solution: Take a first-principles look at the underlying workflow – eliminate unnecessary steps and optimize the process before simply automating it. Otherwise, you risk using AI to make a suboptimal workflow faster rather than making it better. Realizing the full value of AI often requires workflow redesign, appropriate operational interventions and effective change management. GATES: AI should be viewed as an enabler of more efficient, higher-quality patient care rather than simply a technology investment. Organizations that focus on governance, workflow integration, clinical outcomes, and user adoption are most likely to realize meaningful and sustainable value from AI in medical imaging. Equally important is avoiding duplication of capabilities across multiple solutions, which can increase costs, create workflow variation, and hinder user adoption. A thoughtful, strategic approach to AI implementation yields the greatest long-term benefits for both providers and patients. ROSE: I fully understand there are varying degrees of opinion and acceptance in our world regarding AI. To optimize our use of AI systems, we must establish a strategy and governance model that helps teams prioritize AI use cases, allocate resources, and guide implementation through clear decisions, shared standards, and defined accountability. Otherwise, there is a haphazard approach which leads to frustration and sometimes poor adoption. AI is too expensive to allow that to happen. So, being intentional in our approach is critical to the successful adoption of AI capabilities. •

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PRODUCTS

Market Report AI MARKET ACCELERATES AS ADOPTION EXPANDS STAFF REPORT

rtificial intelligence is rapidly moving from an emerging technology to an established part of the medical imaging landscape. As healthcare organizations contend with rising imaging volumes, workforce pressures and increasingly complex datasets, AI-powered medical imaging tools are being developed and deployed to assist with image acquisition, interpretation, workflow prioritization and other clinical and operational tasks.

The result is a fast-growing market that presents imaging leaders with opportunities and new responsibilities. Grand View Research estimates the global artificial intelligence in medical imaging market at $2.5 billion in 2026, up from $1.8 billion in 2025. The research firm projects the market will reach $20.2 billion by 2033, representing a compound annual growth rate of 35.1% from 2026 through 2033. North America accounted for 44% of the global market in 2025, according to Grand View Research. Fortune Business Insights offers a similarly strong growth outlook. It valued the global AI in medical imaging market at $1.88 billion in 2025 and projects it will grow from $2.43 billion in 2026 to $29.95 billion by 2034, a CAGR of 36.91%. According to the firm, North America represented 40.42% of the market in 2025. Differences among market estimates reflect variations

ICEMAGAZINE | NOVEMBER 2026

in methodology, market definitions and forecast periods, but the forecasts point in the same direction: AI is becoming an increasingly significant component of diagnostic imaging. Radiology has emerged as a major area for clinical AI development. The U.S. Food and Drug Administration reported in September 2026 that it had authorized more than 1,600 AI-enabled medical devices for marketing in the United States. The agency lists medical imaging applications among real-world uses of the technology, including algorithms that provide diagnostic information and deep learning software designed to sharpen medical images. The American College of Radiology reported in August that nearly 80% of FDA-cleared software-as-a-medical-device AI tools represented radiology use cases. The ACR also reported that nearly 90% of surveyed members use some form of AI in their practices. AI applications in imaging extend across CT, MRI, X-ray, ultrasound and nuclear imaging. Grand View Research identifies applications including neurology, cardiology, breast screening, orthopedics and pulmonary imaging. The research firm also identifies hospitals and diagnostic imaging centers as key end users. The technology’s role is also expanding beyond image interpretation. AI can be incorporated into image acquisition, image enhancement, workflow prioritization and administrative processes. Grand View Research identifies demand for managing large and complex datasets and

ADVANCING THE IMAGING PROFESSIONAL

efforts to reduce radiologist workloads among factors supporting U.S. market adoption. For imaging directors, purchasing an AI solution may be only the beginning. As AI becomes integrated into clinical workflows, healthcare organizations must consider how algorithms are selected, validated, monitored and maintained. That issue received additional attention in May 2026 when the ACR approved its first practice parameter for imaging AI. According to the ACR, the ACR-Society for Imaging Informatics in Medicine Practice Parameter provides guidance covering AI selection, implementation, monitoring and continuous quality improvement. The ACR Data Science Institute also developed Assess-AI, a quality registry and data service intended to help organizations monitor AI performance in clinical practice. The need for monitoring is particularly important because AI performance is not necessarily static. The ACR notes that AI systems are probabilistic and can behave differently over time, making ongoing assessment of their outputs important after implementation. Regulatory oversight is evolving alongside the technology. Updated FDA clinical decision support guidance issued in January 2026 reaffirmed that software functions analyzing medical images to generate diagnostic recom-

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mendations remain subject to FDA oversight, according to the ACR. The business case for AI will increasingly depend on more than whether an algorithm can detect an abnormality. Imaging leaders may also need to examine interoperability with PACS, RIS and existing modalities; cybersecurity and data requirements; implementation costs; reimbursement; workflow effects; staff training; and the ability to monitor performance after deployment. Economics remain another developing consideration. The ACR established an Artificial Intelligence Economics Committee to address financial issues surrounding radiology AI, including Medicare, Medicaid and private insurance coverage and reimbursement. The market forecasts suggest that imaging AI will continue expanding rapidly. For imaging departments, however, the next phase is likely to be defined less by whether AI is available and more by how effectively individual technologies can be integrated, evaluated and governed. As the number of solutions grows, imaging leaders will be positioned at the center of those decisions – determining where AI can deliver measurable clinical or operational value while ensuring that new technology supports safe, efficient and high-quality diagnostic imaging. •

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PRODUCTS

Product Focus Artificial Intelligence

AIDOC

CARE Body CT Multi-Triage CARE Body CT Multi-Triage is powered by Aidoc’s CARE diagnostic AI foundation model and is FDAcleared to assist with comprehensive workflow triage by flagging suspected findings across a wide set of urgent conditions on contrast and noncontrast CT studies

of the chest, abdomen and pelvis. The technology is designed to help clinicians prioritize cases requiring urgent attention, supporting opportunities for faster diagnosis and treatment for patients with time-sensitive conditions.

*Disclaimer: Products are listed in no particular order.

ICEMAGAZINE | NOVEMBER 2026

ADVANCING THE IMAGING PROFESSIONAL

EXO Iris

Exo (pronounced “echo”) has expanded deployment options for Exo Iris that give healthcare providers the freedom to choose the handheld ultrasound experience that best fits their clinical setting, infrastructure and scale. The options extend Exo Iris from large, connected imaging programs to single operators and care teams

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working in disconnected environments. Every Exo Iris option includes image-transfer options, including PACS, access to all 16 FDA-cleared AI diagnostic indicators across cardiac, lung, volume management, and population health use cases, and software updates.

LONGEVITI

Brain Ultrasound Interface Longeviti Neuro Solutions has launched two strategic initiatives: ClearFit AI, a Brain Ultrasound Interface (BUI). Together, these technologies create a persistent acoustic interface to the brain, enabling real-time bedside imaging and supporting future advances in AI-assisted neurosurgical care. The ClearFit AI platform combines: • ClearFit sonolucent cranial implants • Ultrasound compatibility • Clinical workflow and training support • AI-enhanced imaging This platform enables the Brain Ultrasound Interface (BUI) – a new category of postoperative neuro access that may reduce reliance on CT and MRI transport, integrate into existing neuro workflows and position the implant site as a potential foundation for future applications currently under investigation.

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PRODUCTS

GE HEALTHCARE

CareIntellect for Operations CareIntellect for Operations is designed to help health systems maximize their resources and increase access to care by helping them forecast capacity constraints up to 72 hours in advance. It analyzes hundreds of patient and operational insights in real time to provide comprehensive unit-, department-, hospital- and health system-wide views of emerging bottlenecks. It then helps teams move from analysis to action with recommended actionable guidance to address the emerging bottlenecks before they can cascade into systemwide issues. Key details include: • AI-enabled forecasting: The application combines two proprietary GE HealthCare AI models – Pressure Forecast and Estimated Day of Discharge – to help health systems shift from reacting to operational pressure to anticipating and proactively

managing resource constraints and bottlenecks. • Recommendations: It then helps operational leaders decide what to do next by recommending prescriptive actions to optimize areas including capacity and throughput. • Queen’s and Duke Health: The Queen’s Health Systems and Duke Health will be the first clinical evaluation sites to implement CareIntellect for Operations, providing frontline clinical and operational feedback. • Backed by 20+ years of experience: The application is informed by more than two decades of GE HealthCare expertise in hospital operations, including insights from its Command Center software, which is used by nearly 500 hospitals and medical facilities globally.

HYPERFINE

Swoop System The Swoop system is an AI-powered, portable brain MRI that uses a magnet with a fraction of the field strength used in conventional MRI. This means it can be brought to the point of care and used safely in almost any care setting without the need for dedicated staff or infrastructure.

*Disclaimer: Products are listed in no particular order.

ICEMAGAZINE | NOVEMBER 2026

ADVANCING THE IMAGING PROFESSIONAL

PHILIPS

Alturion Ultrasound System with AI-Powered Workflows Royal Philips recently launched the Alturion ultrasound system with AI-powered workflow built for high-volume settings. Available in the U.S. and Europe following FDA 510(k) clearance and CE mark certification, Alturion helps clinicians work more efficiently, deliver consistent results and make confident clinical decisions. Alturion is the newest ultrasound system to include Elevate Plus with AI-powered measurements for abdominal ultrasound.

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AI-enabled capabilities help streamline acquisition, automate measurements and support reproducibility. By helping reduce variability and save time, these tools can contribute to more consistent exams and support clinical decision-making. Alturion fits within Philips’ connected ultrasound ecosystem, sharing a common user interface and interchangeable transducers that are compatible with EPIQ Elite and Affiniti systems.

SIEMENS HEALTHINEERS Syngo.CT Coronary Cockpit The new Syngo.CT Coronary Cockpit software solution from Siemens Healthineers supports management of coronary artery disease (CAD) using coronary computed tomography angiography (CCTA) data. It provides advanced, automated analysis of coronary plaque, enabling access to critical details in cardiac CT images to support clinical decision-making and percutaneous coronary intervention (PCI) planning. Syngo.CT Coronary Cockpit, which resides within the Syngo.via imaging software platform, uses AI-based segmentation, labeling, visualization and quantification to characterize the amount and morphology of coronary plaque across the entire coronary tree or within individual lesions. Detailed information regarding plaque composition, size and distribution can help clinicians better assess patient risk and determine whether intervention or medical management is appropriate.

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COVER STORY

BY MATT SKOUFALOS

lthough the field of theranostics has been around since the 1940s, the advances that will catapult it into more widespread implementation as a frontline cancer treatment are still emerging. The field has so much potential for growth that the FDA approvals of just two new theranostic agents in the past year

ICEMAGAZINE | NOVEMBER 2026

have had an outsized impact on the survivability of patients with difficult-to-treat cancers. Dr. Ryan Avery, who directs the nuclear medicine department at the Northwestern Medicine Department of Radiology in Chicago, said that these recent advancements in theranostics provide “an additional column of treatment response” for patients battling the disease.

“For a long time, cancer treatment has been focused on surgical resection, chemotherapy and radiation oncology,” Avery said. “There’s been some diversification, particularly in the chemotherapy paradigm over the last 20 years, related to checkpoint inhibitors and antibody-directed therapies that have well-tolerated side-effect profiles. “What nuclear medicine is providing through the field of

ADVANCING THE IMAGING PROFESSIONAL

theranostics is very exciting for us: a similarly targeted approach to treat cancer that is both efficacious and also provides minimal side effects,” he said. “It’s a rapidly expanding field due to many targets that can now precisely deliver cancer treatment.” Avery distinguishes these treatments from traditional approaches to cancer treatment that involve positron emission tomography (PET CT) studies with fluorodeoxyglucose (FDG), a sugar-based radioactive tracer that studies tumors through their metabolic activity. “As most cancers are highly metabolic, it continues to be a great way to detect them, but the specificity still leaves something to desire,” Avery said. “People thought of PET-CT as being synonymous with FDG, but now, it’s completely expanded. We’re seeing a rapid increase in the available agents that we can use for targeting cancer.” One of those methods has been lutetium-177 dotatate radioligand therapy, which binds to selective serotonin receptors in neuroendocrine tumors. Novartis received FDA approval for its version of the therapy under the brand Lutathera in 2018, and an expanded approval for use in a greater number of patients in 2024. Then, in September 2026, Curium’s Bexlutry lutetium dotatate injection was added to the list of FDA-approved theranostics to slow or stop the growth of tumors by targeting hormone receptors on cancer cells. Yet even these recent approvals have lagged behind those in Europe by a decade or so. However, in that time, additional

theranostics agents have continued to emerge as viable solutions to different cancer treatments. “We were just waiting and waiting, but the beauty is that, during this period, a new agent was coming along that was showing to be very promising for targeting prostate antigens,” Avery said. “Neuroendocrine tumors are hard to treat, but there’s a lower incidence of them,” he continued. “Prostate cancer is one of the most prevalent cancers in men, so we knew that this agent was going to be very impactful, and it was going to move PET-CT and nuclear medicine to the forefront of being able to diagnose prostate cancer and provide a whole new way of treating it.” In the summer of 2026, that agent — Pluvicto, also from Novartis — was FDA-approved for the treatment of prostate cancers through PSMA (prostate-specific membrane antigen) PET-CT, an approach that Avery expects to deliver an even more significant impact as research into its effectiveness rolls on. “Recently, the prostate cancer working group has incorporated PSMA PET-CT into the clinical trials,” Avery said. “Having that in the paradigm is going to lead to more studies and more acceptance as the data comes forth, but the early data says that PET-CT is going to be the examination that you would want to have for detection and staging of prostate cancer now. “One agent, in a sense, totally turned everything on its head as to how we’re going to detect prostate cancer,” Avery said. That sudden upheaval of expectations seems par for the course for what radiologists anticipate is yet to come as novel theranostics agents continue to emerge. Pointing out that the word

theranostics itself is a portmanteau combining “therapy” and “diagnosis,” Avery notes that as effective diagnostic agents emerge from disease detection studies, “the field of nuclear medicine immediately jumps into, ‘When are we going to be able to look and see if we can get a therapeutic agent that works similarly?’ “Right now, we’ve all extended a whole new approach to provide treatment for neuroendocrine and prostate cancers, and those patients had really run out of any options,” Avery said. “These were introduced to the U.S. healthcare system as last-line therapies; previously those patients would have had nothing, so we were giving them life.” “What’s been more exciting is now that theranostics has got its foot in the door, these therapies are being moved up in the treatment line, which could be even more useful to the patient’s treatment process,” he said. As theranostics approaches to cancer treatment continue to emerge, Avery also believes that they eventually can be combined with other treatments, like systemic chemotherapy and radiation therapy, to provide an incorporated approach leading to better health outcomes for critically ill patients. He cited the team-based approaches to lung cancer that have included surgical resections, chemotherapy and radiation oncology as collectively delivering the kinds of improvements that have made big differences for patient survivability. “I think right now, we’re really suffering from a kind of a paradigm shift in thought about providing these therapies, because a lot of people are just used to the diagnostic component of nuclear medicine,”

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COVER STORY

Avery said. “I wish I could just tell people it’s not that hard,” he said. “It’s very easy to get a theranostics suite or theranostics clinic up and running without taking away from your general workday, and you’re able to provide something that’s highly advantageous for the patient.” Avery also points to the lagging theranostics market in the United States compared with that of Europe, where these approaches have been rolled out for a spectrum of cancers from which Americans also suffer for the better part of a decade-plus. “With all PET agents, we’re already thinking, ‘Well, could this be possibly a new theranostics agent?’ There’s so many advances in receptor binding and localization of specific cells that with the new PET agents and the new therapeutic agents, we’re really just at the beginning of how much potential we’re going to be seeing from this,” he said. Advancing the market for these technologies is what Avery described as “quite a bonanza of capital” focused on clinical research and the commercial viability of its outcomes. If the landscape can shift so significantly beneath the movement of two new PET-CT theranostics agents, “I can only imagine how much more the field is going to explode,” he said. Lady Sawoszczyk, theranostics program executive at Varian, the cancer care business of Siemens Healthineers, and the former global head of theranos-

tics solutions for the Siemens Healthineers molecular imaging business, said that until healthcare leadership buys into the profitability of theranostics technologies, it won’t develop the breadth of patient reach it needs to demonstrate its ability to deliver on its promise. In addition to needing injection rooms to administer theranostics, PET or SPECT CT, and the physical infrastructure of a nuclear medicine department, institutions wishing to roll out theranostics services also need qualified staff and sufficient financial support. “Nuclear medicine has always been established in main hospitals and large academic institutions,” Sawoszczyk said. “Where they are not is in these rural areas. I didn’t realize how challenging it is in the middle of the country to receive Pluvicto.” Sawoszczyk described the circumstances of a farmer who drove five hours to an urban center to complete their theranostics treatments. With sessions scheduled six weeks apart, subsequent appointments weren’t always conducive to the demands of working a farm, however. If the regional health center closer to their home had offered theranostics services, their drive would have been just one hour instead of five. “Why do you want a theranostics program?” Sawoszczyk said. “The answer is this. They may not be doing high volumes, but a number of patients will get treated [who otherwise could not].”

Sawoszczyk also said that the success of a theranostics program, like any other line of service in a healthcare institution, relies upon its financial viability. She’s seen clerical errors derail the sustainability of such programs when payers reject claims that send institutions into the red. To combat these challenges, Siemens Healthineers created reimbursement support service teams that can support claims management, respond to denial letters and even guide customers through the broader processes of implementing and supporting a theranostics program. “We make sure that everything they’re going to code and do will be financially viable to ensure that those patients continue to have access to therapy,” Sawoszczyk said. To the same end, she said the company has similarly found value in helping its customers create “a cancer care value program” that incorporates all that Siemens Healthineers has to offer, from molecular imaging equipment and software to radiopharmaceuticals and dosimetry, across its entire portfolio. “We do a market assessment, including of their existing program if they have one; look at gaps and barriers to scaling, and develop a vision for the next five to 10 years,” Sawoszczyk said. “Every single program is completely customized. We assign key performance indicators (KPIs) and deliver on commitments.”

DR. Ryan

Philipp

Nuclear Medicine Department Northwestern Medicine Department of Radiology in Chicago

Head of Theranostics Customer Development and Sales Enablement at Varian/ Siemens Healthineers

Avery

Graner

The package is implemented through teams of consultants who remain with a site for two years, delivering twice-monthly updates, and then roll back their involvement to monthly checkins in the subsequent, third year. “They’re looking at it as a way of being hand-held through best practices to being scalable,” Sawoszczyk said. “We have 76 active accounts in the U.S. alone, whether scaling or net-new. Some have the expertise in-house, and they just want imaging equipment; many are really looking into this and saying, ‘This is exactly what I needed.’ It is a value that is an enormous help.” Philipp Graner, head of theranostics customer development and sales enablement at Varian/Siemens Healthineers and former senior director of theranostics solutions for the Siemens Healthineers molecular imaging business in North America, said that the key to implementing a successful theranostics program is “to be more barrier-free” and recognize the interdisciplinary nature of the care pathways that underpin its work. “The cross-department workflow is so important in being successful for treating the patient,” Graner said. “We can help with the services and make sure our partners are ready for the next step, to scale, even to start.” “We are not just selling a technology,” he said. “We are really trying to support and help our customers with a tailored program approach.” As that interdisciplinary approach emerges in academic institutions and leading-edge medical centers, Graner foretells its expansion to the outer reaches of their satellite locations and in-network clinics in rural and distributed communities. He argued that the benefits of adding outpatient infusion centers in in THEICECOMMUNITY.COM

farther-flung communities are central to the mission of larger healthcare networks in meeting patient needs as well as expanding service lines. One of the myths companies like Siemens Healthineers are still working to dispel is that running a theranostics program is contingent upon operating a cyclotron, investment in which “even at big academic centers, is a very tedious and long-term project,” Graner said. Most currently available theranostics have half-lives long enough to be delivered across the United States without deteriorating. “The beauty of theranostics is that, compared to other cancer treatments the side effects are close to none,” Graner said. Overall, he said, what will drive broader expansion of theranostics is deeper partnerships among commercial and academic entities that spur more clinical trials, academic research and dosimetry advances to help personalize individual patient treatment plans. To expand that will require changes to legislation that will allow these care pathways to be reimbursable to practitioners and healthcare institutions. “That’s another field where we will be more and more active to make sure that personalized treatment for those patients is there,” Graner said. “We want to work with different industries together outside of just our portfolio.” •

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INSIGHTS

GROUP PROMOTES SAFER IMAGING I

DIRECTOR’S CUT BY BETH ALLEN, CRA, RT(R)(CT)

n November 2025, I came across a post on the AHRA forum that would become a meaningful conversation for several members across the country. The topic was establishing a policy for imaging performed on the incorrect body part or patient. This clearly resonated across the field, reflecting just how widely this challenge is felt throughout the imaging community. Recognizing the opportunity, Jacqui Rose, MBA, CRA, RT(R), FAHRA, took the initiative to collect our names and set up a group discussion. Jacqui serves as the system director of radiology at University of Cincinnati Health. She is also a past president of the AHRA and understands the power of that community. We all met in a Teams meeting in December. What began as an informal conversation has grown into a monthly working session with a clear purpose: to make

ICEMAGAZINE | NOVEMBER 2026

imaging safer for our patients and our team members. We all agreed that imaging errors have increased. While there doesn’t seem to be one single factor responsible, we have identified several root causes. We don’t have a piece of paper to refer to anymore; our technology has not kept up with safety protocols to ensure all the information agrees; our team members and our patients are more distracted than ever. We are being asked to do more with less and work faster than ever. Referring providers also have obstacles to contend with, so the orders we are receiving may include errors. We are expected to catch those as well. Imaging safety extends well beyond performing an incorrect examination. The scope of potential harm is serious. This team, an AHRA national safety collaboration, is committed to an all-inclusive approach to errors that occur in the imaging suite, including MRI safety events, incorrect interventional procedures and misadministration of medications and

ADVANCING THE IMAGING PROFESSIONAL

IMAGING/ BIOMEDICAL EQUIPMENT DOWN AGAIN? radiopharmaceuticals. When an imaging error occurs, the most visible harm is to the patient. But these errors also impact our team members. It has been well established in safety science that the people involved in performing the error are second victims. These are dedicated, hardworking and well-intentioned people working to get it right every patient, every time. When an error is made, it can cause anxiety, remorse and fear. At the end of the day, we are all human and capable of human error. We need solid routines and processes to adjust for that. The AHRA team is guided by safety science, process improvement principles and Just Culture. We recognize that sustainable improvement requires accountability along with a psychologically safe environment so team members will self-report without fear of punitive consequences. The goal of our group is to find solutions that will work across our industry to decrease the likelihood of errors and share best practices. We want to engage vendors that manufacture and support our equipment to ensure safety considerations are embedded into the design of new features, software platforms and imaging systems. Hopefully, we will find ways to identify and close the gaps in our processes by learning from past errors, near misses and adverse events, so we don’t make them again. To begin building a benchmark, which does not currently exist, the AHRA Imaging Safety Improvement Team has launched a national survey. The survey is designed to capture data on the frequency, type and context of imaging errors across many institutions. The goal is to establish a reliable, evidence-based baseline against which future progress can be measured. In addition to this benchmark, we are building a complete process improvement project library, best practices and Just Culture models for leaders to reference to improve overall safety of their departments quickly and easily. This initiative has gotten the attention of the ACR, which has shown interest in the benchmark and the work the national collaboration is doing. Clearly, this conversation that started on the AHRA forum is now resonating at the highest levels of our imaging profession. This is only the beginning. As this team continues to learn and grow, additional recommendations and opportunities will be shared with our broader imaging community. The goal is not to document an issue; it is to drive lasting change. Imaging safety is a shared responsibility that extends across each patient’s healthcare journey. It is one that honors not only the patients we serve, but also the imaging team that serves them. Thanks for all you do. • Beth Allen, CRA, RT(R)(CT), is the director of clinical operations with Banner Imaging.

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INSIGHTS

AI SECURITY RISK IS NOW A HEALTHCARE EXECUTIVE EMERGENCY

H PACS/IT/AI

BY MARK WATTS

ealthcare organizations operate under a fundamental directive: first, do no harm. For decades, executive leadership understood what that meant for clinical outcomes and data privacy. You hired chief information officers and chief information security officers (CISOs) to secure electronic health records (EHRs) and manage ransomware threats.

Then, artificial intelligence moved into the workplace. AI risk is no longer just a CISO problem. It is an immediate CEO, COO, CFO and board-level emergency. Across your healthcare system right now, employees use machine learning and generative models to draft clinical notes, summarize tumor boards, process billing codes and automate workflows. Yet leadership teams still treat AI governance as a prospective issue for next quarter. While leadership deliberates, operational exposure compounds. If your executive team cannot explicitly name who owns the following 12 risk domains, your AI adoption has outpaced your cyber risk management. 1. The Shadow AI Epidemic on the Floor: Long before IT signs off on an enterprise AI tool, staff are using consumer-grade applications. Doctors paste de-identified charts into free online models for discharge summaries; managers upload spreadsheets to optimize shift rotations. Inputting unapproved data into third-party tools without a Business Associate Agreement (BAA) instantly crosses into regulatory noncompliance. 2. The Vacuum of Leadership Ownership: When operational capability outpaces policy, a governance vacuum opens up. Without

ICEMAGAZINE | NOVEMBER 2026

explicit executive ownership, clinical and administrative departments invent their own rules. Radiology, finance and research run on completely different standards, leaving your CISO defending a fragmented, high-risk environment. 3. Ambiguous Guardrails for Staff: Healthcare workers seeking to reduce administrative friction need absolute clarity, not vague warnings to “be careful.” Your workforce needs clear operational zones: where AI is fully vetted, where usage requires secondary review, and where it is strictly off-limits because of safety or privacy laws. 4. Treating Sensitive Data Like Digital Scrap: Healthcare data encompasses clinical notes, proprietary care protocols, executive strategy decks and union negotiations. Pasting this material into public models treats high-value assets like digital scrap. Once ingested, information can be stored indefinitely or accidentally exposed. 5. Stealth AI Integration via Legacy Vendors: You don’t need a new vendor agreement to take on AI risk. Existing software partners – from EHR providers to dictation services – aggressively embed native AI features into tools you already license. If your vendor risk management doesn’t track these feature updates, unvetted algorithmic models sit inside your trusted network. 6. Reading Data Versus Changing Data: There is a massive operational difference between an AI tool that reads diagnostic data for a summary and one integrated with write access. If an algorithm can update patient records, modify billing codes or route prescriptions, an error escalates from a minor

ADVANCING THE IMAGING PROFESSIONAL

glitch to a catastrophe. 7. Unmonitored Autonomous Agents: Deploying autonomous AI agents for scheduling and claims processing shifts automation into delegated authority. Operating without strict boundaries, a flawed agent can misinterpret coverage rules at computer speed, derailing cash flow and triggering federal audits. 8. Confident Hallucinations and Human Oversight: Generative models sound authoritative regardless of factual accuracy. In healthcare, a hallucinated clinical detail or omitted allergy note impacts human safety. Enforcing active human judgment for AI-assisted decisions is critical to prevent automation from replacing diligence. 9. Prompt Injection and Corrupted Intakes: AI models processing external inputs like scanned faxes and lab reports are vulnerable to prompt injection. Cyber adversaries can embed hidden instructions within a document, tricking the system into bypassing security protocols or exfiltrating data. 10. Vulnerabilities in AI-Written Code: IT teams increasingly use AI assistants to write custom integration scripts and manage cloud infrastructure. These tools frequently reproduce obsolete coding patterns or introduce subtle logic flaws, harboring severe security holes that attackers can exploit.

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11. Outdated Incident Response Protocols: Standard incident response playbooks know how to isolate an infected server. They are useless when an AI model leaks trade secrets, a vendor’s embedded model hallucinates, or an automated agent executes unauthorized data transfers. You need playbooks designed specifically for algorithmic failure. 12. Measuring the Wrong Operational Metrics: Reporting that “our AI workflow reviewed 20,000 charts this month” is a vanity metric. Speed and throughput mean nothing if the underlying process exposes the business to regulatory fines or compromised patient trust. Leadership must evaluate AI initiatives by how securely they execute. MOVING FORWARD: EXECUTIVE ACCOUNTABILITY Protecting your institution requires moving past the assumption that AI safety is purely a technical problem for the server room. It demands active, coordinated leadership across the executive suite. Take these 12 domains to your next executive committee meeting and ask who explicitly owns each area. If responsibility is dumped entirely onto your IT leadership, your real-world risk exposure is far ahead of your governance framework. It is time to close that gap. • Mark Watts is an experienced imaging professional who founded an AI company called Zenlike.ai.

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INSIGHTS

WHY SMART PEOPLE INVITE PUSHBACK A EMOTIONAL INTELLIGENCE BY DANIEL BOBINSKI

few months ago, I watched a leader roll out a new idea to his team. His presentation was engaging, and the concept came across as doable. But then a bold senior manager spoke up, saying, “Before this gets launched, how will we compensate our staff members for handling the extra load? Also, I can see how customers might misunderstand this. What will we do if the first month goes badly?”

As you might imagine, the room got rather quiet. At first, those questions felt negative, but an open dialogue ensued. After a few minutes, it became obvious the manager had done everyone a favor. He was not being difficult; he was being useful. That moment reminded me of something I have believed for years. Wise people do not build their lives around applause; they build their lives around truth. Good advisers help us see what we cannot see on our own. Great advisers do even more. They expose our blind spots, allowing us to take action to prevent getting caught off guard. We see this principle everywhere. Companies have boards of directors. Athletes have coaches. Authors have editors. Surgeons work with teams, checklists and systems designed to catch what one person working alone might miss. In other words, successful people do not depend solely on their talent. They depend on input as well as challenging questions from people who care. A simple word for it is accountability. 48

ICEMAGAZINE | NOVEMBER 2026

Our country’s 16th president, Abraham Lincoln, understood this. Rather than surrounding himself with people who simply agreed with him, he brought strong-minded people with diverse opinions into his cabinet. They often disagreed, sometimes sharply, but their honesty gave him better information and sharper perspective. Had Lincoln surrounded himself with nothing but yes-men, it’s doubtful he would have led as effectively as he did. THE VALUE OF DISAGREEMENT Agreement may feel pleasant, but it is not always helpful. Sometimes the most valuable voice in the room is the one who’s willing to say, “Wait a minute. Have we thought this all the way through?” That idea comes straight from an ancient proverb: “Plans fail for lack of counsel, but with many advisers they succeed.” Years ago, I served on the board of a nonprofit organization. There were about 14 of us, and before long I noticed one board member spoke negatively about nearly everything. No matter what was proposed, he found a problem. “That will not work.” “You have not thought through the cost.” “Here is where this could go sideways.” Frankly, after a while, he began to wear on me. Finally, I reached out to the executive director and asked, “Why do you keep that guy on the board? He’s always focused on why something won’t work.” The executive smiled and said, “That is exactly why I keep him around. He points out everything we need to fix if we want our plans to succeed.” I have never forgotten that response.

ADVANCING THE IMAGING PROFESSIONAL

The older I get, the more I appreciate people who are willing to tell me the truth. Not harshly or arrogantly, but honestly. If someone can help me avoid a mistake or strengthen a plan, I view that person as a gift. Of course, advice alone is not enough. Advice can help us choose the right direction, but we need accountability to stay on the right path. Perhaps you know people who set good goals but end up giving excuses. Perhaps that person is you. Without someone asking good follow-up questions, it’s easy to drift off course. ACCOUNTABILITY KEEPS US MOVING One thing to remember is that technology cannot replace human accountability. A calendar app can remind us of our goals, and a fitness tracker can count our steps, but tools such as those cannot look us in the eye and ask, “You said this mattered. What happened?” I was fortunate to have my first true mentor decades ago. I found it so valuable I made a career out of coaching others. Over the years, I have tried to practice what I preach, asking trusted people to speak into my life. When I keep that habit, life tends to go better. When I neglect it, I usually pay for it. One of the simplest accountability arrangements I ever created came after I moved to a new state. I wanted perspective from someone who knew the community and understood business. Thus, I approached a respected businessman and said, “I would like to buy you lunch every other week. You can pick the restaurant, but the topic of conversation is going to be me. All you need to do is ask me questions.” He agreed, and those lunches proved invaluable. He asked questions and challenged my assumptions. He pushed me to clarify my goals. Most importantly, he kept me from coasting. That is what good accountability does. It moves us from good intentions to real action. If you want to grow, you need people in your life who will do three things: encourage you, challenge you and tell you the truth even if the truth is inconvenient. That person might be a mentor, coach, peer, trusted friend or supervisor. The title matters less than the function. Also, do not assume you only need one person. You may need different voices for different areas of life. One person may help with planning and leadership. Another may help with finances. Another may help with health or spiritual growth. Another might speak to issues you face within your family. Bottom line, no man or woman is an island. We all need counsel, and we all need correction. Said more succinctly, we all need accountability. So here is a question worth asking: What would you do if you were not afraid? And after you have an answer for that, the next question is, “Who can you invite into your life to help you do it well?” Allow me to restate that ancient proverb: Plans fail for lack of counsel, but with many advisers they succeed. • Daniel Bobinski has a doctorate in theology and is a best-selling author and a popular speaker at conferences and retreats. For more than 30 years, he’s been working with teams and individuals (1:1 coaching) to help them achieve excellence. He was also teaching Emotional Intelligence since before it was a thing. Reach him by email at DanielBobinski@protonmail.com or 208-649-6400.

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INSIGHTS MEDICINE FOR THE SOUL

BLUE LIGHT HAS SURPRISING EFFECT ON EYES, STUDY FINDS

UGA doctoral candidate Yaw Buabeng earned his degree and practiced professionally as an optometrist in Ghana before pursuing his Ph.D. His study could help inform future lighting technologies, digital display design, and research on visual performance. (Photo by Lauren Kimmel)

lue light – short wavelengths of visible light emitted by smartphones, computers and TVs – impairs the eye’s ability to distinguish fine detail more than any other wavelength, according to a new study from the University of Georgia. This finding could help inform future lighting technologies, digital display design and research on visual performance.

Researchers tested 60 young adults in a vision experiment. Participants viewed adjustable blue, green, yellow, red and broadband light sources and indicated when they could distinguish two separate points of light. “When the light spreads more on the retina, those two light sources have to be farther apart before someone can tell they are separate,” said Yaw Buabeng, lead author of the study and a doctoral candidate in the Franklin College of Arts and Sciences Department of Psychology. Buabeng, who earned his optometry degree from Kwame Nkrumah University of Science and Technology in Ghana, practiced professionally as an optometrist before pursuing graduate studies at UGA. “With blue light,” he said, “the two points had to be separated much farther than with the other colors, showing that blue light produced the greatest amount

ICEMAGAZINE | NOVEMBER 2026

of light scatter and optical aberrations. Green, yellow, red, and broadband light produced less.” Many factors, like light scattering and imperfections in the eye’s optics, keep light from coming into sharp focus on the retina, Buabeng said. Blue light is more affected by these image-blurring effects than longer wavelengths, making it harder to distinguish fine details. In everyday life, people encounter blue light through sunlight, LED lighting and digital devices. The study also found that iris pigmentation influenced how far apart the two light points needed to be before viewers could distinguish them as separate points. Using a standardized iris color chart, researchers classified each participant’s eye color before analyzing the results. Participants with lighter-colored irises, particularly blue eyes, experienced greater light scatter than those with darker brown irises. “People with darker brown eyes have higher levels of melanin in the iris and in the back of their eye, in a tissue called the retinal pigment epithelium, which absorbs excess light scattering within the eye,” Buabeng said. “Lighter-colored irises contain less melanin, allowing more light scatter.” The findings may help explain why some people experience greater sensitivity to bright light or glare than others, he said.

ADVANCING THE IMAGING PROFESSIONAL

PROTECTING YOUR VISION Although the study did not evaluate blue light filtering technologies or eyewear, Buabeng nonetheless recommended such precautions for some people. “Many electronic devices already include blue light filtering features, which I believe can be beneficial,” he said. “From a clinical perspective, I also recommend blue light filtering glasses, particularly for people who spend long hours outdoors or in front of digital screens.” Previous research, Buabeng said, has linked prolonged exposure to high-energy blue light with oxidative stress in the macula, the central region of the retina responsible for sharp, detailed vision. Over time, this oxidative stress can cause problems. “Prolonged exposure to blue light is considered one of the contributing risk factors to macular degeneration,” he said. “The important thing is that this damage does not usually happen overnight. It accumulates over time.” ‘YOU ARE WHAT YOU EAT’ Buabeng said his background as an optometrist

inspired the research and complements his work in psychology. “In vision science, psychology helps us understand how the brain processes visual information, how we perceive what we see, and how our responses reflect what’s happening inside the brain,” he said. “By combining optometry and psychology, we can better understand both the optical and neural processes that shape human vision.” This research is part of Buabeng’s broader work examining factors that influence vision. In previous research, he examined the role of macular pigment – nutrients obtained primarily from green leafy vegetables and brightly colored fruits – in protecting the eye. In that earlier research, Buabeng found that higher levels of macular pigments may help protect the eye by absorbing high-energy blue light before it reaches the macula. He said maintaining a diet rich in leafy green vegetables and colorful fruits can help increase those protective pigments. “There’s a saying: ‘You are what you eat,’” Buabeng said. “The health of your eyes reflects that, too.” •

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